Index

Introduction..........................................Page 8

1. Chapter 1: A new work scenario: the factory.......Page

13

1.1 The machine age: factory work....................Page 15

1.2 The passage to the white collar worker............Page

17

1.3 The first research carried out regarding comfort and

efficiency...........................................Page 21

Chapter 2: The first contributions: psychological and

environmental conditions..............................Page

26

2.1 Industrial Psychology: contributions regarding comfort

and work efficiency...................................Page

27

2.2 Conditions of the physical environment: Lighting,

temperature and humidity, and noise..................Page 29

2.3 Psychological conditions: boredom, monotony and fatigue

Page 39

Chapter 3: The development of administrative work.....Page

1
42

3.1 The office concept and its improvement............Page

42

3.2 The different types of office according to their

progress...Page 43

3.3 Unequal opinions between different cultures.......Page

49

Chapter 4: The office in the era of the worker

flexible.............................................Page 53

4.1 The introduction of technology in the office......Page

53

4.2 New concepts: mobile work........................Page 56

Chapter 5: The introduction to planning and

to office design.....................................Page 59

5.1 Objectives and program needs....................Page 59

5.2 Space projects: the importance

of the distribution..................................Page 61

5.3 Physical Considerations: Working Dimensions and

storage..............................................Page 65

5.4 Furniture and equipment..........................Page 69

Chapter 6: Hordan SRL Project, distributor...........Page 76

2
6.1 Presentation.....................................Page 77

6.2 Determination of the situation and

current distribution.................................Page 78

6.3 Analysis of premises, functions, operational requirements

and ofendowment................Page 84

6.4 Project..........................................Page 91

6.5 Conclusions.....................................Page 107

List of bibliographical references..................Page 111

Bibliography........................................Page 114

3
Figure Index:

Figura 1 Office layout according to Taylorist principles,

1920s USA Page 18

Figura 2 and 3: Wainwright Building, St. Louis 1890—91,

Louis Sullivan........................................Page

20

Figura 4, office plants landscape....................Page 44

Figura 5, 6 and 7: Osram Offices, Munich. Walter Henn, 1963:

Bürolandschaft layout................................Page 45

Figure 8, 9 and 10: The Ford Foundation by Kevin Roche John

Dinkeloo and Associates (1963 – 1967)................Page 47

Figura 11: Offices of the insurance company Central Beheer,

Apeldoorn (Holland), Herman Hertzberger, 1972........Page 48

Figura 12: Willis Faber and Dumas in Ipswich, England by

Norman Foster. 1975..................................Page 49

Figura 13: Interior of the SAS headquarters in Stockholm,

Niels
Page
Torp (1988) 50

Figure 14 and 15: Chiat/Day building, Los Angeles, Frank

4
Gehry, 1985–91.......................................Page 58

Figura 16: Formulation of the needs program...........Page

61

Figura 17: Human space requirements..................Page 66

Figura 18: Requirements of human spaces. Secretary. . .Page 67

Figura 19: Human space requirements.

Position of man and woman at the work table..........Page 68

Figura 20: Human space requirements.

Executive or director................................Page 69

Figura 21: visual distance...........................Page 71

Figura 22: Relationship between postulate problems and their

causes Page 72

Figura 23: Neutral sitting posture...................Page 73

Figura 24: Neutral sitting posture..................Page 74

Figura 25: Optimal neutral posture for work with a data

display screen.......................................Page 75

5
Figura 26: Plant and location of the Hordan SRL warehouse.

Image of the current facade...........................Page

79

Figura 27: Existing plant, distribution of equipment and

different areas......................................Page 80

Figura 28: Sectors according to functions and circulation of

merchandisePage 82

Figura 29: Question results

survey number 3.......................................Page

87

Figura 30: Results of the second part of the survey:

Ergonomics and environmental conditions...............Page

89

Figura 31: Sketch of the guiding idea................Page 94

Figura 32: Office and reception. Connection between

both areas and production Page 97 Figure nº 33: Comparison of

the merchandise flow diagram between the current situation

and the design proposal.............................Page 108

6
Introduction

We spend most of our adult lives in some job, and the

nature of our career determines not only our economic

level, but also our emotional security and happiness.

Work provides a sense of identity; it tells ourselves

and others what we are; improves our sense of self-

esteem, affiliation and belonging. (Schultz, 1991, p. 3)

There are millions of people in the world who work in offices.

Only at the beginning of the 20th century did economists,

sociologists, administrators, architects and designers begin

to analyze worker behavior in factories and the relationship

with the environment that surrounded them. That is, what the

space should be like, relating comfort to efficiency.

In 1924, studies carried out at the Western Electric Company

plant, located in Hawthorne (Illinois, USA), were the first to

address the subject. The study began with a direct

investigation into II the effects that II the physical aspects

of the II work environment have on the II employee's

efficiency I in production. I Some of the questions asked

were: What effects does an increase in luminosity have on

production? Do temperature and humidity influence production?

(Schultz, 1991)

History shows that this whole process is not new, however the

incorporation of technology was modifying labor concepts,

7
forcing specialists to carry out studies and draw different

conclusions.

Currently, few countries incorporate the concept of office

design, and the majority are large companies, leaving out

small and medium-sized companies with fewer resources.

The poor performance of employees during the work day

generates a decrease in a company's production and negatively

affects the corporate image .

It is the objective of this professional project to highlight

that the design of the work environment provides service to

the individual and the company. When it benefits one, it also

benefits the other. In conclusion, the hypothesis consists of

emphasizing that the environment and the physical conditions

of the worker's space impact the predisposition and

effectiveness of the employees' tasks in their work.

The success of a company is not only based on the

incorporation of the best professionals.

This project includes the relationship between the employee

and the means available to carry out their tasks. There is a

direct relationship between the worker and his or her

workspace. Taking these two factors into account, the

environmental conditions necessary for the employee to

correctly perform the corresponding tasks are investigated.

This professional project is structured in two parts:

-In principle, the work situations in factories are described

8
based on the great change produced by the Industrial

Revolution. The first research related to human behavior at

work was dedicated to the industrial worker. Also included is

the participation of different authors such as: Norman RF

Maier, Duan P. Schultz and Pierre Jardillier within the field

of Industrial Psychology. This discipline influenced office

interior design .

The second part will be dedicated to applying the concepts

that were developed throughout the work in a Professional

Project that will have as objectives: achieve greater

administrative efficiency, accompany the structural changes of

the organization with the corresponding spatial and

technological changes, convert the office in a true service,

improve the quality of life of the employee and increase the

growth of production and the company.

The existing situation of the project will be determined and,

at the request of the client, a proposal will be developed

that meets the necessary conditions to improve the work

process and the human relationships that occur within it.

The following chapters are deployed chronologically, starting

with the historical causes that built new concepts in the

relationship between the worker and the workspace. The first

chapter analyzes the conditions under which people worked in

the industrial past. The Industrial Revolution, which along

with other milestones marks the arrival of the modern era,

9
began in Great Britain in the 18th century and marked strong

changes in society and ways of working.

In the second chapter, concepts related to the emergence of

new disciplines such as Industrial Psychology and

Environmental Psychology are incorporated. These new

disciplines emerged from the constant crises and demands that

arose in the industrial world. Industrial Psychology was

formally founded in the 20th century and its contributions

were the first initiative to study the worker's work

environment.

The third and fourth chapter is dedicated to gradually delving

into how administrative work was born and how it was modified

in relation to changes in society and technology.

The fifth chapter is an introduction to the office design

process where an approach is made to what will later be

applied in the sixth chapter, which is the professional

project.

Finally, the sixth chapter proposes to analyze and interpret

the results of the project. In this way, an attempt is made to

test the hypothesis through the support of theory and

professional experience. Images, sketches, diagrams and graphs

complement the interpretation and description of the

professional project. The technical plans and images that

accompanied the professional project are located in body C.

1
0
I Chapter 1: A new work scenario: the factory I

The incorporation of the machine II considerably transformed

II the material conditions into those in which work had been

developed until then. Rationalization and machinery have made

it possible to increase the worker's production in large

proportions.

“Modern machines make 2,500 cigarettes per minute, while

previous models only made 500 in the same period” (Barret,

1961, p. 33)

The Industrial Revolution caused profound changes in man's

relationship with his work, since the transition from the

artisan workshop to the factory required the specialization of

the workforce.

Manufacturing gave rise to the modern workshop. It constituted

one of the most important stages in the historical evolution

of work in Europe. It involved the concentration of workers in

workshops, the division of labor among them and the use of

mechanical instruments . This type of work differs from

artisanal and domestic work.

For the worker accustomed to working at home or in a

small workshop, factory discipline was for a long time

extraordinarily painful. Entering the factory meant

something like becoming a part of a large and complex

mechanism; The factory was a barracks or a prison for

the worker . (Mikhailov, 1964, p.86)

1
1
The premises were small, the atmosphere was unbreathable, and

the workspace was totally unhygienic . The protection of the

II worker was null, which II caused II accidents that often

ended with the death of the worker.

The separation of tasks was well defined, workers worked in

separate rooms grouped according to their specialty.

Within the workshop the same piece of fabric passes

through many hands. A team of specialized workers works

on the same task. By bringing all his workers together

in the same factory, the entrepreneur-merchant obtains

great savings simply by eliminating transportation costs

between two successive manufacturing operations.

(Barret, 1961, p.38)

It is also mentioned that grouping employees in the same space

was a convenient method of control and surveillance. The

different stages of manufacturing an object were coordinated

and the worker's work was adapted to the speed of the machine.

At the beginning of the 19th century the work day was long, in

some cases it reached 18 hours in unhealthy environments. At

the same time, salaries were very low in relation to the cost

of living at the time and the average lifespan was lower than

that of other classes of the population.

1.1 The machine age: factory work.

1
2
The advent of industry transformed society and implied new

ways of life, and among other things, accelerated

urbanization. The rapid growth of cities was accompanied by a

change in the social structure in Europe. The traditional

working class of artisans became another of semi-skilled or

unskilled workers in construction, transportation and

industry. Faced with the new economic system, workers began to

unite in unions and political movements that aspired to

improve wages and working conditions. However, the Le

Chapelier Law in France abolished all corporations and groups

in 1791. As a consequence, workers' associations were

prohibited, and despite complaints, wages continued to decline

and environmental conditions did not improve. (Barret, 1961)

However, the threats of unionization did not stop and made it

clear that large companies could not continue acting with

impunity.

The rapid development of industry has continued without

sufficient knowledge of human problems, because the emphasis

was placed on production methods.

The nature of man is infinitely more complex than that of the

most complicated machine. “The workers ' hands would fly if

they were well fed, lived in decent housing and felt that

their success was linked to that of the company.” (Russel,

2003, p.4)

However, another business theory emerged in parallel with that

1
3
of industrial improvement. The American engineer Frederick

Taylor, who defended the thought of the systematizers, strove

to decouple North American industry from its dependence on

individual initiative, defending the rationality of industrial

processes, hierarchy, and a discipline similar to that of

military organizations. .

Taylor defends liberal capitalism, focusing on the idea that

men try to achieve maximum pleasure with minimum effort, since

they are annoyed by work, the effort and the responsibility

that this implies. The passivity and manifest lack of interest

on the part of employees in relation to their work requires

direction and control over their work actions, keeping in mind

that their only motivation is economic . Industrial

development, the growth of factories and the need to produce

more with less costs, supported this type of theories that

promote control and mechanization of activities.

The following describes how the Taylorist methodology gives

rise to administrative work.

1.2 The passage to the white collar worker .

At the beginning of the 20th century , Taylor exposed his most

notable work, The Principles of Scientific Administration ,

where he proposed separating the tasks of programming and

execution, relying on an office of methods and times,

establishing task control, or centering the relationship

1
4
between the worker. and the company through salary. In this

work, he defines for the first time the concept of scientific

administration and in this way separates the factory work of

the worker from the administrative tasks in offices.

The practical use of scientific background requires the

installation of an office to store books, records, etc.,

where the designer can work quietly. Thus, all work that

under the old system was done by the worker as a result

of his personal experience, in the new system must

necessarily be done by the administration in accordance

with the laws of science; because even in the

case in which the worker was well trained for the

analysis and use of scientific procedures, it would be

materially impossible for him to work at the same time

next to his machines and at a desk. (Taylor and Fayol,

1981, p.30)

He worked at Midvale Steel Company, where he applied his

analysis of production efficiency, measuring how much time

tasks took and devising ways to save time .

1
5
Figure 1: Office layout according to Taylorist principles,

1920s USA Source: New National Office online. Available at:

http://www.carusostjohn.com/artscouncil/history/taylorist/pho

to03.html

In reality, the office has existed in one form or another

throughout history. The Palazzo Uffizi in Florence del Medici

or the Bank of England are notable examples.

However, the first commercial offices appeared in the northern

industrial cities of the United States in the late 19th

century.

With the invention of the telegraph and telephone, offices

could be located far from the home or factory, as control over

production and distribution to distant markets could be

retained . New technologies such as electric lighting, the

typewriter and the use of calculating machines allowed large

amounts of information to be accumulated and processed more

quickly and efficiently.

The Larkin company of Buffalo, New York, was the first to

1
6
accompany the initiative for industrial improvement. He

maintained an almost family relationship with his employees

and found in Frank Lloyd Wright the ideal architect to

materialize his moral ideals in one of the most important

commercial buildings of the 20th century. (Russell, 2003)

Larkin produced all types of household products and, with mail

order, had ushered North America into the consumer age,

offering prizes to induce greater orders. In an era based on

manufacturing, Larkin heralded the shift toward white-collar

work with a building that housed an administrative staff that

grew as a result of the order tracking system. Their managers

saw that these new employees, mostly women, needed a clean,

well-lit environment . The building also included many

amenities, such as a library, common room, residence, and

classroom.

In Chicago, the Mid West hub of the North American rail

network, it incorporated technologies such as the steel frame

and elevator, which allowed office buildings to build upwards

and be more space-efficient. These were the first office

buildings that generally followed the traditional layout of

separate rooms opening onto hallways. The floors would then be

stacked to generate more profitability. In this way, the

characteristic skyscrapers of Chicago and New York began to be

built.

1
7
Figure 2 and 3: Wainwright Building, St. Louis 1890—91, Louis

Sullivan. Source: New National Office online. Available in:

http://www.carusostjohn.com/artscouncil/history/origins/index

02.html

But despite their technological sophistication, the buildings

continued to show during the first two decades after World War

II the same vision of work spaces, arranged according to

elaborate hierarchies inspired by Taylorist theory. (Russel,

2003) What was missing in the postwar period was to employ the

architect for something more than wrapping that anonymous and

undifferentiated space in an elegant case.

The Western adult spends half of his conscious existence

in administrative environments, and the environmental

quality of most of them is hardly compatible with

stimulation: if the initiative is numbed in the

homogeneous and regulated space, the senses are dulled

under the light. without shadows of an artificial sky.

(Galiano, 2003, p.2)

In this context, research was stimulated to define to what II

point I the environment could affect efficiency by improving

1
8
production.

1.3 II The first investigations carried out regarding I

comfort and efficiency. Yo

The idea of adapting work to the possibilities and aspirations

of those who do it began in the 1920s. Previously, workers had

to adapt to working conditions and equipment, coming from

technical studies in which the human factor had been left

aside. In 1925, faced with the failure in certain aspects of

the scientific organization of work, the school of human

relations appeared at the hands of Elton Mayo, focusing on and

defending factors that had been previously forgotten, such as

non-economic motivation, leadership. , other types of

communication, the importance of informal organization, etc.

The intention is not to radically oppose Taylor, but to

complete his theories.

Elton Mayo ( 1880-1950), Australian philosophy professor,

became interested in work psychology to the point of holding

various positions in industry.

His most notable research was the studies carried out in the

Hawthorne workshops of the Western Electric Company of

Chicago. These establishments manufactured telephone

equipment; They employed 40,000 people, of which 29,000 were

workers. The first study that II consisted of the improvement

of lighting (November 1924-April 1927) gave surprising

results. Parallel to these improvements, performance increased

1
9
in the experimental group, which is normal, and also in the

control group, in which the lighting did not vary;

Furthermore, performance continued to improve, even when the

lighting was subsequently decreased. The company leaders then

decided to proceed with a more general, better controlled

performance survey conducted by Mayo (April June 19, 1929).

The experimentation took place no longer in uncomfortable

workshop conditions, but in a special room, equipped with all

recording and measuring devices. These devices had to make it

possible to establish the impact of physical factors

(humidity, temperature) on the employee's performance. An

observer from the Mayo team was permanently present in what

was called the test-room .

The research had to answer some simple questions that referred

to fatigue and boredom in workers and their attitudes towards

work . The first 15 weeks consisted of comparing the

performance of these workers in the workshop, subject to the

same working conditions but with collective remuneration: in

this stage I the performance increased.

In the second experience, various systems of interspersed

breaks are tested and the one that favors the best performance

is maintained. The third experiment is carried out on the

reduction of the working day, after the work week: normal

working day but elimination of work on Saturday morning.

Performance increased significantly. (Anzieu and Martin, 1997)

It should be noted that, in addition, the improvement in

2
0
material work conditions, the change in attitudes and

psychosocial interactions has been revealing . Instead of

being isolated individuals working for their own interests,

and passively suffering the material and psychological

conditions of the large workshop, the workers in the test room

come to consider themselves as members of a group.

As a conclusion to these experiences, Mayo formulates the

Theory of Human Relations based on the following aspects: The

industrial organization is made up of a technical organization

and a human organization. The human organization of the

factory is based on individuals. The daily and constant

interaction within the work of individuals gives rise to the

social organization of the factory.

Technical organization and human organization, formal

organization and informal organization are interrelated and

independent subsystems. These subsystems are conceived in a

state of permanent equilibrium; a modification of any of their

components causes the reaction of the others, seeking to

restore the pre-existing equilibrium condition.

Human collaboration is determined by informal organization.

Collaboration is a social phenomenon, taken from social codes,

conventions, traditions, expectations and routine ways of

reacting to situations.

That is to say, the research took a path in which not only the

worker-machine relationship was studied but also began to

relate the worker with the physical and social environment.

2
1
The studies just mentioned opened new fields of exploration,

in factors such as the quality and nature of supervision, the

existence of informal groups among workers, their attitudes

towards their employment, communication, and the various

social forces. Now I admit that all of them influence the

efficiency, motivation and satisfaction of the employee . The

research carried out by Elton Mayo deployed new disciplines

such as Industrial Psychology and Environmental Psychology,

which are explored in depth in the following chapter.

2
2
Chapter 2: The first contributions: psychological and
environmental conditions.

Apparently, it is agreed that if a human group I performs in a

comfortable environment , its performance will be superior .

But this reality does not materialize, given that if a broad

group of companies is analyzed, it will be seen that the work

environment lacks functionality and comfort is relative.

Consequently, it can be stated that the functionality and

comfort provided to the staff will cause an increase in

efficiency , since it is proven that in optimal environmental

conditions the staff shows a better work predisposition and,

as a result, more performance and identification will be

obtained. with the company.

“Comfort, we can define it as convenience, a feeling of

material well -being . It is therefore a purely sensitive

concept of people.” (García del Río, 1992, p.267) Optimal

environmental conditions are achieved through the

consideration of some aspects that we will see below, which

have been reliably proven by industrial psychologists and

sociologists.

2.1 Industrial Psychology: contributions regarding comfort

and work efficiency.

“In simple terms we can say that Industrial Psychology is the

2
3
application of the methods, events and principles of

psychology to people at work.” (Schultz, 1991, p.6)

Industrial Psychology deals exclusively with what is

observable, hence its empirical nature. That is, it is based

on observation and experience, not on opinions or intuitions.

Since its method is objective, the object of its observation,

human behavior, must also be objective.

There are aspects of human behavior that can be recorded

and measured objectively, such as movements or speech.

However, Industrial Psychology not only deals with external

behavior, but goes further and deals with the intangible

dimensions of the human being such as motivations , desires ,

emotions and ideas. These facets are impossible to observe

directly, then; How can psychologists find information about

motivations or drives?

Industrial psychology explains that motivations themselves

cannot be perceived, but their effects can be observed.

For example, if someone is angry or upset, they will express

it in external actions, such as frowning, clenching their

fists, or breathing heavily. This is how industrial

psychologists work: they observe the behavior of a worker in

the factory, a secretary sitting at her desk , or an executive

in a meeting. They write down all the subject's responses,

then modify the conditions under which the work is done and

look for differences in performance.

2
4
With this and other methods they try to gain a deeper

understanding of human behavior in working life.

Beginning with Elton Mayo's classic Hawthorne studies,

industrial psychologists have conducted exhaustive research

programs on all aspects of the physical work environment. In

various situations they analyze factors such as temperature,

humidity, lighting, noise and reduction in working hours.

There is a wealth of knowledge about the features of the

physical environment that facilitate performance.

No one doubts that an uncomfortable environment causes

negative effects: decreased productivity, increased errors and

a higher accident rate.

According to Industrial Psychology, when the work environment

is improved by making it more comfortable and pleasant,

production increases . The contributions taken from the

aforementioned discipline are detailed below.

2.2 Conditions of the physical environment: Lighting,

temperature and humidity, noise and color.

The lighting:

When addressing the issue of lighting, it is necessary to

consider several very important factors: intensity,

distribution, glare and the nature of the light source.

Without a doubt, the optimal level depends on the nature of

the task to be performed. If it involves manipulating tiny

2
5
parts with great precision, more lighting will be required

than in other types of work.

The magnitude of the contrast between the object and the

general environment influences the light intensity

needed. The lower the contrast, the greater the

brightness. Glare (that is, the amount of light that

reverberates off walls and other surfaces) is another

factor that is combined with intensity, as is the type

of lighting. (Schultz, 1991, p 310)

Another factor is the distribution of light in the room or

work area. Ideally I is that the light is distributed evenly

throughout the visual field.

According to industrial psychology, lighting a work area at a

much higher intensity than the surrounding area will

eventually cause eye fatigue.

This is due in part to the natural tendency of the eye to

wander around the room. When a person looks at a darker

person, the pupil dilates. And it contracts when looking back

at the bright area. This constant pupil activity can cause eye

strain. So, when working at the desk, it is necessary to have

a general light (a lamp on the ceiling) and another above the

desk. This way the light distribution will be uniform

throughout the room. Both glare and lack of contrast prevent

good vision and cause irritation. The inability to maintain

good vision is also a source of errors and accidents ; while

2
6
fatigue and discomfort decrease production and cause

irritability and errors.

Inside a room, the ceiling and walls return a large part of

the light that is lost outside, the amount of this light

depending on the color of the surfaces.

White surfaces reflect 80 or 85 percent. The green and

sky blue colors reflect approximately 40 percent of the

light they receive; a cardinal red about 16 percent. The

lighting in a factory can be improved by using II

colored paints . (Maier, 1960, p. 524)

Another factor that reduces visual acuity and causes fatigue

is glare, which is due to a light of greater intensity than

that to which the eye is accustomed.

Glare not only causes visual fatigue but also visual

impairment . This is easy to describe, mentioning that when

driving on the road at night and a car comes with its

headlights high, visibility is reduced.

“ Laboratory studies show that glare produces more mistakes in

delicate work in just 20 minutes” (Schultz, 1991, p.311)

Indirect lighting is the best method for producing uniform

lighting. In this type of lighting, all the usable light is

reflected light, the high points of light that hurt the eyes

are outside the field of vision.

The lamps are protected by opaque screens directed to the

ceiling. Since the lamp is located at the top, it cannot hurt

2
7
the worker's eyes.

In addition to the physical aspects of lighting, there is also

a psychological factor when examining the distinction between

natural and artificial light.

Those who work in offices express a strong desire to have

windows, regardless of whether the lighting is adequate or
not.
On the other hand, there is a physiological need to have a

certain amount of natural light. According to Industrial

Psychology, spending eight hours a day under artificial light

harms health. Research carried out in this regard shows that

the human body needs a certain amount of daily exposure to

natural light. If it is not received, some chemical functions

are not carried out properly.

Another potential health problem is attributed to fluorescent

lighting. Studies by industrial psychologists have shown that

this type of light can cause physical and mental stress.

Atmospheric conditions: temperature and humidity I

Every human being has felt the effects that temperature and

humidity have on their mood, their ability to work and even

their physical and mental well-being. The weather and

temperature affect it differently. There are those who feel

happier and more dynamic when it is cold, and others prefer

2
8
the heat.

The human body has a constant temperature of about 37º

Celsius, and manages to maintain this thermal stability

despite intense changes in external temperature.

A human body in a normal state of health constantly produces

heat with a magnitude that depends, among other things, on the

physical activity of the individual.

Various research has identified the optimal level of

temperature and humidity at which most individuals feel

comfortable. According to ventilation and heating engineers,

the ideal temperature ranges between 23º and 25º C, and the

ideal humidity, between 25 and 50%. These temperatures have no

relation to those outside. (Schultz, 1992)

Companies almost always have temperature and humidity control,

without suffering from extremes of cold and heat. However,

there are many workplaces where the external temperature is

felt, especially in summer. How does that affect productivity?

Human beings can withstand extremely high temperatures and

(although it takes a week or two to get used to it) maintain

the ability to work on hot and humid days for long periods.

However, it is worth asking: is its performance the same as in

more comfortable conditions?

Research dedicated to physical work shows that adverse weather

conditions can influence the quality and quantity of work

performed . Production decreases in cases of excessive heat

2
9
and humidity. But even in the few cases where production

remains stable, workers are forced to expend more energy to

maintain their output.

Other studies have found that manual workers must take

frequent breaks when heat and humidity are excessive .

(Schultz, 1992)

Motivation is a decisive element in employee efficiency when

the temperature is excessively high or low. In the case of

offices, even if it were possible to precisely define the

ideal environment, it could not be achieved in practice.

Design thermal values define an ideal working environment

quite well, but they can only be achieved under certain

hypothetical conditions. In practice, the different

environmental parameters vary at each point in the office and

are constantly changing.

This point varies according to people and according to the

time. It is important that the inevitable oscillations that

occur around this ideal do not cause discomfort to the

majority of the occupants. It is impossible to please everyone

at the same time.

Studies carried out in North American laboratories have

found that a maximum of 95% of occupants consider

themselves comfortable during the summer . In offices,

the maximum percentage of employees who are comfortable

for a given air temperature is 80% while figures of 55-

65% in summer are normal for modern office buildings. In

3
0
 winter, there are far fewer people who are comfortable

with office heating. (Rabeneck, 1980)

Ventilation

Investigations by the New York Ventilation Commission showed

that physical work was worsened by high temperatures and

stagnant air.

These studies show that physical work is definitely influenced

by atmospheric conditions that prevent maintaining a constant

body temperature. Although research has not progressed enough

to determine the specific optimal conditions, it is evident

that these conditions vary with the type of work and with the

outside temperature. Radical differences between indoor and

outdoor temperatures can alter the body's adaptation and

complicate the way you dress. (Maier, 1960)

These conditions not only impair efficiency, but are

responsible for illnesses and accidents . If the temperature

changes radically from hour to hour, it is impossible for the

worker to dress according to the temperature at which he must

work. Just as with the installation of modern ventilation

systems an increase in production can be obtained, failure to

make the necessary corrections can lead to considerable

production losses.

On the other hand, statistical studies have shown that there

is some influence of atmospheric conditions on mental work

performed outside of experimental situations, so the

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possibilities must be taken into account:

- that time can affect mood, and thus influence all forms

of human activity.

- that mental action can be influenced by extreme and

continuous unfavorable conditions. (Maier, 1960)

The influence of ventilation on workforce attitudes and

turnover clearly affects all types of workers.

Acoustic factors: noise I

When the productivity of four typists working in a noisy

factory was compared, it was found that there was no

significant difference in errors, amount written, and number

of rejected letters. Reports of feelings of fatigue, taken

from time to time, also showed that there was no clear

difference between the two work environments.

In an intensive investigation into the effects of noise

reduction, the production of eleven weavers working with and

without hearing protection that reduced machine noise was

measured.

The increase in production was considerably greater in weavers

who were bothered by noise than in those who were indifferent

to it ; In fact, all the weavers increased their production as

a result of the use of the protectors. (Maier, 1960)

In general , studies carried out in industries have shown II

that I the reduction of II noise II brings with it II some I

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increase in production. Men can work the same with noise as

without noise, but they have to have a very high motivation to

act like this. Differences between individuals, the degree and

character of noise and the type of work are very important.

The color:

The usefulness of a good color combination for homes, offices

or workshops has been somewhat exaggerated. It is stated that

color increases production, reduces accidents and errors, and

improves morale. Popular magazines maintain that color

reflects our personality or lifestyle changes.

Such assumptions are not supported by empirical data; Nor is

the relationship between the use of a certain color and its

effect on productivity and fatigue true.

However, that does not mean that color should not be used in

industry : it can create a more pleasant work environment and

improve industrial safety .

For example, in some plants color is used as a key:

firefighting equipment is red, danger zones are yellow, and

first aid equipment is green. This allows equipment and areas

to be immediately identified.

Color also prevents visual fatigue, since each shade has

different reflection properties. Thus a white wall reflects

more light than a dark one.

Colors can create optical illusions of size and temperature. A

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room painted a dark color will give the impression of being

smaller and narrower than it really is. The walls painted in

light colors communicate the feeling of greater spaciousness.

Shades of blue and green are cool colors, while red and orange

are warm colors. Research has not shown that heat tolerance

increases depending on these colors, but that does not mean

that the illusion fades.

It has been mentioned that people behave differently when they

are in a cold or hot room (not defined by its temperature, but

by its color). (Schultz, 1991)

Decorators maintain that human beings are more motivated and

animated in a room with warm tones, and more relaxed and calm,

in one with cool tones.

We can conclude that if a premises looks dirty and abandoned,

the morale of the employees will improve by painting it again

and improving its appearance.

2.3 II Psychological conditions: boredom, monotony and

fatigue.

According to Industrial Psychology, boredom, also called II

mental fatigue , is usually due to performing repetitive,

monotonous and unattractive activities. Sometimes it causes a

state of general malaise (restlessness, sadness and annoyance)

that leaves employees without any energy or motivation.

One of the methods to counteract boredom is to modify the

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physical or social conditions of work, as well as the

schedule. If attention is paid to noise reduction, lighting,

the use of suitable colors and music, the worker's disposition

will be much more effective.

Good results are obtained when harmony reigns in the informal

work group. Well-scheduled breaks greatly alleviate tedium,

not because the individual needs a break but because they must

change activities to avoid getting bored. (Schultz, 1960)

On the other hand, fatigue depends directly on boredom,

despite the profound difference in the causes of both. There

are two types of fatigue: psychological fatigue (which

resembles boredom) and physiological fatigue, due to excessive

use of muscles.

Both types can decrease performance and increase errors.

From personal experiences, it is known that, when you are very

tired, you feel tension, irritability and weakness; It is also

difficult to concentrate, think coherently or work well.

In the face of all these research related to comfort and well-

being closely linked to employee performance and production,

administrative work underwent constant changes. Architects and

designers sought

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5
new solutions to the requirements of the positions linked
to the Theory of Human Relations and then to the
disciplines that emerged as a result of it. Next, in the next
chapter, the mutations that the office suffered both in the
physical space and in the organization of its occupants are
detailed.

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Chapter 3: The development of administrative work.

3.1 The office concept and its improvement.

The word office derives from “trade”, it designates a

function that is to offer organizational, people,

management or element services. Currently, the task that

is normally carried out in offices consists of receiving

information, processing the information received or

using it for other purposes, recording it, deciding and

ordering the next action . (Lardent, 1993, p.310)

The space in which they work was modified to adapt to the type

of tasks carried out today. The modern office is a concept

that resulted from the factory as a necessary by-product of

the progressive bureaucratization of the industry.

The seventies promised a review of the role of the work

environment, as concern for human relations and environmental

psychology grew.

Not since the studies at the Hawthorne plant has so much

attention been paid to office design in relation to employees,

their needs and their performance. The methods of

communication between the groups, issues related to teamwork

and the role that physical proximity played in all of this

were analyzed. In Europe, new positions on the quality of life

of workers led to demands for more equality among employees,

to place less emphasis on hierarchy and authority, and to give

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workers a voice.

3.2 The different types of office according to their progress

The ideas mentioned above did not find architectural

expression until Wolfgang and Eberhard Schnelle founded the

Quickborner Consulting Group in Hamburg, which defended an

organization based on communication and the effectiveness of

processes.

Offices and other status symbols had to be eliminated to

facilitate teamwork and participation . The characteristics of

the offices designed with this concept are large open floor

plans, with a relatively high-tech work environment, furnished

in a free way and not in a geometric or rectilinear way. “His

proposals were fluid and almost literally translated the

diagrams that visualized the communication flows with layouts

that were called Bürolandschaften or office landscapes.”

(Russel, 2003b, p.10)

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8
Figure 4: Office landscape plans. Source: “Technique and

architecture in the contemporary city” I.Ábalos, Ed. Available

at: http://375gr.wordpress.com/2008/07/09/oficina-paisaje/

A pioneering example was that of Osram in Munich (see figure

5,6 and 7): with paths that defined circulation between hive-

type functional groupings and offices were reserved

exclusively for the most senior employees, underlining the

value of communication over the hierarchy.

Another example occurs in the arguments made in favor of a

fluid, participatory and non-hierarchical business style,

which states that functional relationships are more important

than hierarchical ones. These ideas come directly from the

North American ideology on human relations in the company,

from the 1930s and 1940s, which were in part a reaction

against Taylor's treatment of the

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workers, considering them simply as elements of

production.
Figure 5, 6 and 7: Osram Offices, Munich. Walter Henn, 1963:

Bürolandschaft layout. Source: New National Office.

Available at:

http://www.carusostjohn.com/artscouncil/history/burolandschaf

t/index02.html

Traditionally, the status of staff in the office was very

important. The hierarchy ordered and structured the

organization. The procedure to express individual status

consisted of giving the worker more space when promoted, their

own office, a larger table, among others.

Office-landscape designers put an end to all that, as

organizations were said to be driven by democratic and not

autocratic principles.

In the United States, the Bürolandschaft (landscape office)

concept aroused enormous interest. But this knowledge soon

found critics who decried the lack of privacy, noise and

distractions inherent in the openness of the office , not to

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mention criticism of the lack of offices that, according to

opponents of the concept, convey little status of prestige.

The Americans transformed the informality of the Quickborne

system into something cheaper and more orderly. The open

office was perfect for flexible combinations of tables and

dividing panels, each workstation could be easily adapted and

reconfigured with furniture systems.

What American businesspeople realized was that open offices

required less space, were cheaper, and were easier to

reconfigure. The model took hold in the 1970s, but soon

developed into the usual cubicle alignments in offices.

At the same time, companies began to realize that

administrative work was less about producing paper than about

producing ideas, and that more interactive ways of

transmitting knowledge were needed .

Some pioneering examples were the following:

The Ford Foundation in New York (Roche and Dikeloo, 1967)

surrounded a large central atrium with offices, an oasis of

plants with a path and rest areas. Not only did it offer views

of a green space in the center of the city, but it celebrated

the metaphor of the walk in the park as a concept for creating

and sharing ideas.

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Figure 8, 9 and 10: The Ford Foundation by Kevin Roche John

Dinkeloo and Associates (1963 –1967). Fountain:

Metropolismag.com online. Available in:

http://www.metropolismag.com/story/20081217/rediscovered-

masterpiece-the-ford-foundation

In 1972, Herman Hertzberger built a multi-level building for

the insurance company Central Beheer in the Dutch town of

Apeldoorn, with platforms that emerged from a series of

towers, opening onto different landscapes. The architect thus

hoped to foster a humanistic entrepreneurial spirit among

employees. (See figure 11)

Figure 11: Offices of the insurance company Central Beheer,

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Apeldoorn (Holland), Herman Hertzberger, 1972.
Fountain:

Archined on line. Available at:

http://www.archined.nl/en/forum/what-to-do-with-a-building-
like-centraal-beheer/

In 1975, Norman Foster explored another urban metaphor at the

headquarters of Willis Faber and Dumas in Ipswich, England.

Although the space was occupied by cubicles, a cascade of

escalators linked the cafeteria to the reception. These common

areas encouraged the casual encounters that people could have

when walking down the street. (Russell, 2003) (See Figure 12)

Figure 12: Willis Faber and Dumas in Ipswich, England by

Norman Foster. 1975. Source: Traços do arquiteto, by Natalia

Araujo. Available in:

http://tracosdoarquiteto.blogspot.com/2007_03_01_archive.html

3.3 Unequal opinions between different cultures.

But all the innovations mentioned were the exception, and the

failure of the Bürolandschaft in North America was not

comparable to the rejection it ended up receiving in Europe.

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The social democratic policies of Scandinavia, Germany and the

Netherlands allowed companies to put environmental quality

into discussion. Unions criticized the lack of privacy and

distractions, not to mention discontent because people had to

sit thirty meters from the window . Since the 1970s, unions

have made private or semi-private offices the norm for many

white-collar workers, and having access to a window is now

mandatory in much of Europe.

From there there began to be an enormous discrepancy between

the European office and the North American office. The need to
provide each office with a window inspired much of the
European innovations, and deep floor plans gave way to
elongated prisms.
But these types of offices tended to isolate workers, and in

1988 Niels Torp designed the SAS headquarters in Stockholm by

grouping narrow rooms along an internal street that,

surrounded by planted living areas, became the artery of work

life, a place for informal meetings where ideas could arise

over a cup of coffee. ( See figure 13)

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Figure 13: Interior of the SAS headquarters in Stockholm,
Niels
Torp (1988). Source: Archined online. Available at:

http://www.carusostjohn.com/artscouncil/history/euro_stakehol

der/photo_03.html

On the other hand, the North American proposal took into

consideration two aspects: the interest pursued by the

organization, that is, reduction of administrative costs and

better response to information requirements ; and the

individual interest of the members of the organization, in

their capacity as people. They define the workstation as a

unit or composition element, and based on it the following is

determined:

1. The degree of grouping or isolation of each

workstation, depending on the needs of the company's

operational process.

2. The composition of each workstation, in order to

stimulate the efficiency of the activities carried out

there.

Through this option, a good part of the traditional

problems of adapting the design to hierarchical levels,

determining privacy levels, and defining individual

equipment are overcome. (Lardent, 1993, p. 315)

However, in the late 1970s, companies in the United States

began to view the office building as a profit-producing asset.

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5
Instead of constructing buildings that reflected commitment to

the community, corporate values or the work process, it was

decided to

4
6
delete everything tha No responded to a mentality
t
investment, that is, profitable and functional.

The American office became the default, making it increasingly

difficult for architects to propose new solutions. While a

renewed concern for status led to the return of the private

office, architects had few opportunities to formalize

innovative expressions in the concept of offices.

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Chapter 4: The office in the era of the flexible worker.

4.1 The introduction of technology in the office.

Technology is understood as “ the use of scientific knowledge

to specify ways of doing things in a reproducible manner.”

(Brooks, 1971, p. 13)

Information and Communication Technologies (ICT) include the

set that derives from microelectronics, computing (machines

and software ) and telecommunications (television and radio)

technologies. In addition, genetic engineering and its

expanding set of developments and applications are also

included in the field of information technologies. This is

because in the 1990s biology, electronics and computing

interact in their applications and in their materials.

(Castells, 1996)

Around this core of ICT, a constellation of important

discoveries in advanced materials, energy sources, medical

applications, manufacturing techniques, transportation

technology, among others, was formed during the last two

decades of the 20th century.

The first industrial revolution, although it was not based on

science, featured extensive use of information, applying and

developing already existing knowledge . And the second

industrial revolution, starting in 1850, was characterized by

the decisive role of science in promoting innovation. What

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characterizes the current technological revolution is not the

centrality of knowledge and information, but the application

of that knowledge and information processing, in a cumulative

feedback loop between innovation and its uses. (Castells,

1996)

The maturation of the Information Technology Revolution in the

1990s has transformed the work process with the introduction

of new social and technical forms of division of labor.

Technological advances mean that for the first time the

worker's equipment is no longer massive or attached to a

table, but rather lighter, portable and mobile equipment

currently offers constant connectivity that makes work

independent of the place where it is performed. .

One of the main reasons for this change has been the Internet;

at no time since the development of office buildings has

technology been so exclusive.

From the mid to late 1880s, the four epoch-making

inventions; The elevator, the typewriter, the telephone

and the electric light bulb have driven the development

of the 20th century office as we have inherited it today:

people “tied” to their work tables, from where everything

was managed. communications and messages. (Myerson and

Ross, 2006, p.13)

Until the early 1990s, little had changed, employees were

still part of the furniture and being absent from the work

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desk was like being absent . Currently, the massive spread of

cell phones implies, to an increasing extent, calling people

and not the corporate building to which they belong. Portable

technology, such as notebooks , have moved machinery that

previously needed a space conditioned for that purpose into

the worker's briefcase.

As mentioned, based on science and its contribution to

telecommunications systems, coupled with the increase in the

service sector , a large number of variants and ways of

working have appeared in the business world . However, this

does not mean in any case that this is the future of the

administrative world, given that it is based on technology and

even today's society has not completely absorbed its criteria

unanimously.

In reality, changing the habits of our society is an arduous

task.

Below, in the next passage, some of the most common new work

systems proposed today are briefly mentioned.

4.2 New concepts: mobile work.

Traditionally, no one has argued that the office worker should

be in his office. However, today a different position arises:

How can you work in a functional way anywhere, regardless of

location? Expressed another way: How to keep an office active

without being physically there?

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The slowing pace of commercial construction in the late 1980s

coincided with a time of massive restructuring and cutbacks in

corporate America, and consulting companies were the first to

recognize that the company could benefit from new space. In

this way, a shared environment emerged for people who spent

most of the day in their clients' offices. A concierge

organized the available space every day as if it were a hotel,

hence the term hoteling .

In this case, the staff communicates with a central office

where the reservation of a certain space is made, indicating

the duration of the stay, whether hours or days. Additionally,

the person can indicate the equipment with which their office

must be provided.

In the nineties, a wide variety of office environments

emerged: free or collective domicile, just-in-time space, also

called hoteling, caves, hives and clubs.

However, the most innovative were the offices of the Chiat/Day

advertising agency in New York and California, where its

designers Gaetano Pesce and Frank Gehry eliminated

conventional jobs. ( See figure 14 and 15 ) The spaces had

laptops and wireless phones , which allowed employees to

become nomads, choosing their work position based on the day's

agenda. (Russell, 2003)

Projects like this show that work is increasingly mobile and

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fluid . These offices are spaces where design and creative

thinking are developing new ideas that can make the office a

more inspiring place.

5
2
Figure 14 and 15: Chiat/Day building, Los Angeles, Frank
Gehry, 1985–91. Source: Bory Wordpress online. Available at:
http://bory.wordpress.com/2006/05/20/tbwachiatday/

The conclusion is that fixed and inefficient office

environments could no longer support the new work changes

based on knowledge and teamwork. Based on the different types

of office organization and distribution that were implemented

throughout history, some authors mentioned in the following

chapter tried to establish a method for the comprehensive

design of offices.

Taking into account the historical background, the most

relevant points were gathered, and the stages that the office

designer must complete according to the different situations

that the project demands. Although there are no rigid and

unique techniques for office planning, the following chapter

helps the designer establish order and not forget the most

important items.

Chapter 5: The introduction to office planning and design.

5.1 Objectives and needs program:

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This chapter mentions the different functions that depend on

the designer in the complex task of the office design

process. The relationship between the client and the

professional is also included in the materialization of the

needs and proposed ideas.

In the case of the client, there are several questions in the

way of organizing his company: what is the amount of space

necessary? What kind of furniture should be used?

Not to mention the problems of excessive noise, temperature

or staff circulation.

The designer's objective is to dispel all these doubts by

facing these problems by studying the following factors:

• Specific points on which office design is based and that

all parties involved must always respect.

• Way to calculate the amount of space needed.

• Main types of office spaces, relating them to the user's

needs.

• Information on standards and dimensions for detailed

design.

• Factors involved in the design of the facilities, on

which the office design is based, so that designers and
users know what issues they should entrust to the
specialists.

• Costs of the different types of offices.

• Legal and planning conditions that influence the design

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4
 and use of space.

• Function and design of specific areas such as reception,

electronic calculation, conference rooms and dining
rooms.

• Comparison between the main office furniture systems,

with functional criteria. (Duffy, Cave and Worthington,
1980a, p. 9)

The designer's first task consists of a thorough study of the

client's needs program, which consists of the general

intentions and objectives that the user wants to modify or

add. These ideas or intentions must be flexible enough to be

able to adapt them to the changes that the company may

undergo over time. The designer's job consists of knowing how

to interpret the client and being able to reflect those ideas

in a comprehensive project.

Throughout this chapter, several general items are displayed

for the designer to take into account before starting to plan

their project. (See figure 16)

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5
Figure 16: Formulation of the needs program Source: Crane,

Robin and Dixon Malcom (1992). Dimensions in Architecture

Collection: offices. Mexico, Gustavo Gili Editorial.

5.2 Space projects: the importance of distribution.

One of the most relevant problems in office design is

properly distributing the areas and the different functions

they fulfill. Today, the designer must study in depth the

activities carried out within the company. This is because

these activities are commonly interrelated and it would be a

mistake if one simply limited oneself to distributing the

most senior people on the upper floor and then accommodating

the others.

At the end of the First World War, the first analyzes of

circulation and interrelationships between personnel were

applied in the design of office interior layouts. Several

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6
systems were published in the US, which later had an impact

in the United Kingdom.

Most of these methods maintained the idea of arranging jobs

through a prior analysis of the circulation of people or

information within the office.

There are two major distribution systems, those of movement

and those of communication. In the first case, movement

problems, arise from the planning of distributions in

factories, paying attention to the movement of papers,

materials or people. And in the second case, those of

communication, which derive from the Theory of Human

Relations where the quality of life of the worker is

emphasized. This system is based on personal contact,

telephone contact or any type of message transmission. (Duffy

et al., 1980)

Both systems were used, in the case of the first open office

floors we observed the structured form of the movement

distribution system. And in the case of landscape offices,

communication and the importance of human relationships that

come from the communication distribution system are

emphasized.

However, beyond the different methods used, all must comply

with the following stages:

_ Data collection, through surveys or interviews.

_ Analysis of the information.

_ Transform this data into a specific distribution.

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In the first stage, information needs to be collected that

will later be processed and will result in the type of

distribution to be developed.

The number of personnel currently and in the coming years,

the categories of personnel, the relationship schemes between

groups, the use of communication systems, the management

style, the existing work methods, among others, must be some

of the data that needs to be obtained to take into account

the state of organization of the company and its needs.

In the second stage, analysis, the general relationships

between departments and groups are established in order of

priority; The relationships between individual jobs are

studied and; Finally, a list of main themes and problems is

made that the design has to solve. For example: does a

secretary work for two people in different groups? Is there a

person through whom all group communications go?

It is important not to forget the conditions of the building.

That is, it is necessary to study and make decisions

regarding the existing situation, such as the location of

service areas, distribution of facilities, among others.

The interior design is usually done in two stages, first

“general adjustment” or arrangement of the groups

maintaining the appropriate horizontal and vertical

relationships within the building envelope and, second,

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8
 the distribution in which each group has been related to

the others. and that it would be developed until

reaching the final distribution with the complete

situation of each workplace and the furniture. (Duffy,

et al., 1980b, p. 94)

Next, the study continues to develop the dimensions of work

necessary for different types of office situations. These

investigations were developed from the study of the human

body with respect to the artificial environment that

surrounds it, this discipline is called ergonometry. In this

way, researchers dedicated to ergonomics provide data, plans

and diagrams.

5
9
dimensional that can be used by the designer as practical
resources when starting to design.

5.3 Physical Considerations: Working and Storage Dimensions

The data mentioned below is empirically verified by engineers

and architects. Some basic schemes and principles were

selected, that is, the most relevant in general.

There are variable calculations for each workspace depending

on the task to be performed and its featured function. Crane

and Dixon, authors of the book Offices in, publish the data

that we will see below.

In figure 17 you can see a plan and a sectional elevation of

a reception desk, which can have different shapes and

measurements that vary depending on the needs and type of

design. The measurements mentioned in the graph are

indicative.

The plan shows storage drawers on the sides, and in front of

the receptionist, optional recessed shelves to store small

objects. A high counter is also clearly visible, for customer

service.

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Figure 17: Human space requirements. Reception.

Source: Crane, Robin and Dixon Malcom (1992). Dimensions in

Architecture Collection: offices. Mexico, Editorial Gustavo

Gili

In figure 18, a module for a secretary is exemplified; in

this case the necessary space is between 5 and 9 m2,

including the circulation area around the module. Points to

consider would be: minimum foot space, comfortable head

movement, relaxed posture and comfortable viewing angle.

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Figure 18: Requirements of human spaces. Secretary. Source:

Crane, Robin and Dixon Malcom (1992).

Dimensions in Architecture Collection: offices. Mexico,

Gustavo Gili Editorial.

Figure 19 shows the position that the man or woman should

have at the work table. In drawing A, the male office worker

has a main work area of approximately 50 cm, and a secondary

area of 70 cm. That is to say, its range is between 60 and 70

cm. In case B, on his work table with shelves included, the

reach is shown by getting up from the chair. The same happens

in the female case, with their respective measurements.

Figure 19: Human space requirements. Position of the man and

the woman at the work table. Source: Crane, Robin and Dixon

Malcom (1992). Dimensions in Architecture Collection:

offices. Mexico, Gustavo Gili Editorial.

Figure 20 shows the minimum measures that an executive or

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director of a company needs in their work module. Taking into

account that he usually receives other people in his office,

the space necessary for the visitor is between 1.80 or 2.00

m2 per person. The work table has optional and variable

measurements according to the type of work, however it is

recommended between 80 and 100 cm wide.

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Figure 20: Human space requirements. Executive or director.
Source: Crane, Dimensions
Collection in Robin and Dixon Malcolm (1992).
Gustavo Gili Editorial.
Architecture: offices. Mexico,

5.4 Furniture and equipment.

It is essential, before starting to design the distribution

in detail, to choose a specific type of furniture, knowing

the needs required. The physical characteristics of the

furniture can be an important determining factor in the

interior distribution. That is to say, the choice of

equipment is closely linked to the distribution of jobs and

the relationship between them.

It is important to highlight that the choice of furniture and

its placement depend on several stages: first, the

characteristics of the building are analyzed, the location of

the nuclei, the emergency exits, the areas of intense

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4
traffic, the sources of noise, among others. others that will

result in the main circulations. Then, the work spaces are

located that will lead us to consider the different

relationships between the groups.

Once that process is completed, the needs required by each

individual job within each group are taken into account.

This chapter also mentions the risks derived from incorrect

use of equipment, which as a consequence causes poor posture

that affects the health and physical wear and tear of the

worker. In this case, professionals dedicated to ergonometry

discovered several health problems caused by poor body

posture in front of the work surface. These types of problems

are very common nowadays, alreadythat the most jobs

Administrative offices are characterized by having employees

sitting at their desk for several hours in front of the

computer. In this case it is favorable to obtain appropriate

equipment to prevent future health and physical performance

problems. Some of the health problems are:

Visual Fatigue.

• Postural risks.

In the case of visual fatigue, it is very common for it to be

caused by the viewing distance, the angle of the line of

sight, and the angle of vision. In many cases, the employee

works at a very short distance from the screen. This long-

6
5
term situation causes tired eyes, blurred or double vision,

eye irritation, headaches, among other symptoms. The ideal

position is shown in figure 21:

Figure 21: Visual distance. Source: First Seminar

Occupational Health International, Ministry of Health

Digesa, Dr. Juan Ligarda Castro, Peru. Available at:

http://www.alipso.com/monografias3/Ergonomia_en_oficinas/Ergo
nomia_en_oficinas.pdf.

Due to incorrect postures in front of the screen, certain

symptoms appear. For example, an excessive head tilt (+30º)

causes muscle pain in the neck. If the trunk leans forward

too much, without the support of the back and forearms on the

work table, a degenerative process originates in the lumbar

area of the spine. Lateral rotation of the head and downward

tilt of the femur are also observed. In the first case,

rotation of the head more than 20º causes neck pain and

headaches, and in the second the pressure of the chair on the

back of the thigh generates poor blood circulation in the

legs. (Castro Ligarda, 2005)

All of these disorders are called musculoskeletal (see figure

6
6
22).

Figure 22: Relationship between postulal problems and their

causes. Source: First International Seminar on Occupational

Health, Ministry of Health Digesa, Dr. Juan Ligarda Castro,

Peru. Available at:

http://www.alipso.com/monografias3/Ergonomia_en_oficinas/Ergo

nomia_en_oficinas.pdf.

However, postures that prevent this type of disorder are

recommended. These postures are neutral, for example the

vertical sitting posture allows the user's torso and neck to

be kept vertically in line, the thighs horizontally and the

legs vertically forming right angles (see figure 23).

6
7
Figure 23: Neutral sitting posture. Source: First

International Seminar on Occupational Health, Ministry of

Health Digesa, Dr. Juan Ligarda Castro, Peru. Available at:

http://www.alipso.com/monografias3/Ergonomia_en_oficinas/Ergo

nomia_en_oficinas.pdf.

In the case of a neutral vertical posture, the user's legs,

torso, neck and head are in a vertical line (see figure 24).

In conclusion, when choosing equipment for a certain function

within the company, not only its aesthetic or physical

characteristics are analyzed, but emphasis must also be

placed on the comfort of the employee as well as on their

state of health and therefore their performance. physical.

Below, Figure 25 shows the comfortable and healthy posture

for data display work, with all the tools you need.

Figure 24: Neutral sitting posture. Source: First

International Seminar on Occupational Health, Ministry of

Health Digesa, Dr. Juan Ligarda Castro, Peru. Available at:

http://www.alipso.com/monografias3/Ergonomia_en_oficinas/Ergo

nomia_en_oficinas.pdf.

6
8
In this chapter, the main stages of the office distribution

process have been studied. The conclusions could be:

- A good distribution depends on good prior information.

- This prior information is only good if it reveals the

relationship patterns.

- Buildings and furniture are not neutral. Some spaces

limit layout options, as do

6
9
 that some furniture systems have greater

possibilities than others.

and in physical of the worker. (see Figure

performance

26).

THE HEAD upright on the The SCREEN at eye

shoulders, without making level or slightly lower.
any effort forward or
backward.
WRISTS relaxed in
neutral position, without
NECK extended and bending them up or
relaxed. down
SHOULDERS slumped
AND relaxed. FINGERS slightly bent.

THE right BACK- Maintain

KNEES —
the normal curvature of the
slightly furth
back.
lower than the hips. er
KNEES relaxed, at an
ELBOWS relaxed, at an angle of 90° to 120°.
angle of 90° to 120°.

- FEET well positioned — on

ADJUSTABLE inclined seat the floor. Short people may
slightly require foot support .
forward to facilitate correct
knee placement.

The design of the equipment influences the state of

health
Figure 25: Optimal neutral posture for work with a data
display screen. Source: First Seminar

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0
Occupational Health International, Ministry of Health

Digesa, Dr. Juan Ligarda Castro, Peru. Available at:

http://www.alipso.com/monografias3/Ergonomia_en_oficinas/Ergo
nomia_en_oficinas.pdf.

Chapter 6: Hordan SRL Project, distributor.

In this chapter, the knowledge is applied and the research

that was stated throughout the entire work is analyzed in a

real project.

The design of a work space consists of several stages, and a

design process that has been modified throughout the history

of work.

Initially, an investigation is carried out on the situation

prior to the design process. The data collected is used to

determine what needs to be modified or improved, what is

missing, and what should remain or be reinforced.

The second step consists of analyzing the data collection and

thus beginning to introduce design solutions as well as new

ideas.

In the conclusions, not only is a comparative analysis made

based on the consequences of the finished project in terms of

its functionality and aesthetics, but the performance of

employees from the new space and its relationship with the

growth of the company is also investigated. company

Below are the plans, sketches and images that help describe

the place. There are also testimonies from the company's

directors and the employees themselves who tell about daily

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1
life in the company and their expectations for their new

workspace.

6.1 Presentation:

Distribuidora Hordan SRL is an SME (Small and Medium

Enterprises) that began as a sole proprietorship in 2003,

transforming in 2008 into an SRL firm (Limited Liability

Company).

It is a company that is dedicated to the wholesale marketing

of national and imported products for all types of pets.

The two current managing partners are friends and former co-

workers from many years ago. Both people took care of both

the commercial and operational parts without having a

specific space. Over time, new accessories and various

veterinary products were added to satisfy the growing demands

of its customers, with a special emphasis on innovation,

price and quality of service. But without a doubt, one of the

most important moments in the evolutionary process of Hordan

SRL was the decision to move to its own space. The warehouse

and administration activities are brought together on the

same property, located in the Autonomous City of Buenos

Aires.

It is the intention of this project to expand commercial

expectations through the use of interior design in order to

obtain progress at an organizational and productive level.

Emphasis is also placed on the quality of the employee's work

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in order to offer a better workspace not only to improve

their quality of life but also to strengthen ties with the

company, generate greater commitment and expectations about

the company's prosperity.

Images that describe the existing space are then interpreted

and analyzed. Route and circulation graphs within the space

are also explained, which are of utmost importance within the

design process.

6.2 Determination of the current situation and distribution.

The Hordan deposit is an ochava located at the intersection

of Primera Junta and Laguna streets in the Flores

neighborhood of the Autonomous City of Buenos Aires. It has a

covered area of 104.9 m2 and a maximum height of 3.70 meters.

On the façade you can see a building that was used at some

point as a commercial premises facing the street due to the

blinds and the large stained glass windows that can be seen

in the images. (See more images in body C)

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3
Figure 26: Plan and location of the Hordan SRL warehouse.

Image of the current facade. Source: self made.

The interior of the building has a small office, which is

occupied by the two managing partners, a bathroom with a sink

and toilet, a room with a sink used as a kitchen, and a

disabled toilet. It also has a basement that is not used. The

remainder of the space serves as storage and work area. (See

figure 27)

Six people work daily in this space, including the two

partners, in this way there are four people in charge of the

production of orders.

The daily work schedule was created and analyzed, that is,

the route that the merchandise takes until it reaches its

final destination, as well as the people and the steps

involved.

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 They intervene along the way from the arrival of the order
to its dispatch. Likewise, an attempt is made to collect
information on circulation, the work spaces required
according to the various tasks, communication between
employees, among other factors.

Administrative sector:

Reception of orders, and

merchandise orders. Communications with suppliers, clients and potential clients

Expedition sector:

Reception of the
merchandise.
Stock control.
Order dispatch. Service sector:

1 bathroom
1. Toilette disabled
1. Kitchen

Figure 27: Existing plant, distribution of equipment and

different areas. Source: self made.

The organization of flows of people and merchandise can be

the source of various risks, so it is necessary to ensure

that the design of the corridors and transit surfaces is

adequate and has the correct dimensions. It will be necessary

to take into account:

• The number of workers, the size of the transport elements

and the loads that circulate, avoiding crossings as much as

possible.

• That the areas through which workers must move to carry out

their activity are safe (regular ground, not slippery, clean

and free of obstacles, without significant unevenness,

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5
properly illuminated, dangerous areas and protected

overpasses, etc.).

• That the material unloading areas are outside the passage

areas.

• For evacuation purposes, the arrangement of entry and exit

doors must be planned. Emergency routes and exits must remain

clear and lead as directly as possible outside or into a

safety zone.

To analyze the circulation of merchandise, the production

process and the possible circulation of personnel, a diagram

was created that allows us to see the possible circulations

and work spaces that the company currently has.

In figure 28, the spaces were filled with color according to

the different functions.

Figure 28: Sectors according to functions and circulation of

merchandise. Source: self made.

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The gray color represents the spaces that have no activity

within the order assembly process, which in this case are: a

small office that is in charge of the administrative part,

the basement that is not used at the moment and finally the

services such as kitchen and bathrooms.

The path that the merchandise travels begins at number 1. The

entrance is on Primera Junta Street, the owners of the

company explained that it is easier to unload on that block

due to the little car traffic. Step number 2 (green) consists

of stock control. This space is not physically delimited by

walls, it only has a table available on which the forms are

found in which the information about the incoming merchandise

is entered.

Number three (purple) is the sector in which the merchandise

that has gone through stock control is deposited, and is kept

in that place until it is packaged and labeled. It is

important to note that the merchandise is located on

pallets , and that the warehouse does not contain metal

shelves for storage space. Therefore, it follows that one of

the risks to mention is disorder and consequently the

possible problem of not finding the product. Furthermore, the

possibility of using shelves allows for better use of space.

The number 4 (yellow) represents the work plane. It has three

tables on which the order is placed. Here the merchandise is

unpacked, labeled, bagged and repackaged in boxes according

to the order. Three people work in this sector.

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7
Number 5 (light blue) is the space where the boxes that make

up the order are deposited and will be shipped through the

same entrance that is on Primera Junta Street. It should be

mentioned that the company works with several clients and

that the orders, being located only on pallets, make it very

difficult to separate and identify them. This problem could

be solved by using shelving.

There is also the possibility of labeling and bagging

products to keep in stock and in this way speed up the

assembly of orders. In this case, sector number 5' (bis) is

where the processed merchandise is stored ready for the

assembly of the order.

6.3 Analysis of premises, functions, operational and staffing

requirements.

The organization and design of work spaces must take into

account the characteristics and demands of the job itself and

the necessary interrelation between the various positions.

Raw materials must reach the workplace easily and by the

shortest possible route and finished products and waste

materials must be able to be removed without impeding the

movements of operators. It is important to provide sufficient

space to locate intermediate storage or other materials that

may accumulate in the area around the position.

All these requirements must be applied to the analysis of the

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8
current situation and distribution of the company, which was

developed in point 6.2 of this chapter.

The distribution scheme was reviewed (figure 28) and the

spaces were analyzed according to the activities carried out

in each of them. Some of the conclusions reached are:

• There is a lack of storage space, both for merchandise

and supplies.

• The space where the two partners meet, that is, the
management and administrative sector, is very limited.

• The work plans of the operators in charge of assembling

the orders are insufficient.

• One of the bathrooms is disabled.

• The basement is wasted.

• The lighting is very even. There are no contrasts, and

no “warm” places are perceived because the only type of
lighting is fluorescent.

• Hygiene is correct. There is no paint on the walls and

the toilets are quite neglected.

• The kitchen does not have a refrigerator and does not

have gas or any appliance to heat food. It only has a
sink with cold water and no tables or chairs.

• There is no reception or waiting room for clients.

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9
 It does not a heating system of
consist of
refrigeration.

However, in this first instance where the physical data shown

by the company is currently collected, the opinion of the

people who currently work in this place is of utmost

importance. For this reason, surveys were prepared that

respond to the work environment that is experienced daily.

Each of the employees, including the owners themselves,

answered questions related to comfort within their workspace.

The surveys contain closed answers and a final open question

where the person proposes their own ideas. Finally, it should

be mentioned that they are anonymous.

This experience was very interesting since it was possible to

analyze the work environment from the point of view of those

who live daily with this space. In this way, a series of

declarations of intent were obtained that are independent of

each other and that allow their review without affecting the

rest. The conclusions are significant and complement the

analysis prior to the design process.

The surveys are assembled in three parts, the first

corresponds to closed questions related to the company in

general, the second are closed questions related to comfort

and the third part is an open question where the respondent

proposes his ideas.

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0
The closed-ended response options have a margin of six

options between the negative and affirmative answers. In this

case they are:

• 1 - No

• 2 – No, but with some nuance.

• 3 – Yes, no/it depends.

• 4 – Yes, but with some nuances.

• 5 – Yes.

• N/A – not applicable.

In the first part, titled The company in general, 100% of the

company's members stated that they feel integrated into their

company and that they are aware of what they contribute to

the company. It should also be noted that 83% feel proud to

belong to the company. (See figure 29)

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1
Figure 29: Results of question no. 3 of the survey.

Source: self made.

In conclusion, the company maintains a good climate with its

employees and they feel satisfied and proud to belong to it.

This is important when analyzing the effectiveness and

performance of employees. It could be demonstrated in the

previous chapters that an employee who is dissatisfied with

his job does not perform the same as a worker who likes

belonging to his company.

In the second part of the survey, emphasis is placed on the

environmental conditions of the workspace itself; here the

information that concerns the design process is centralized.

83% responded unsure to the question related to temperature

in the workplace. 33% answered doubtfully regarding the

lighting on the work plane. And only 50% indicated that they

have enough space in their workplace.

These are the results to take into account when designing and

preparing the needs program. (See figure 30)

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2
 Is the temperature appropriate in your
Workplace?

Do you have enough space in your

Workplace?
Figure 30: Results of the second Do you have enough light in your
part of the survey: workplace?
□ Yes

□ Yes, but with

□ Yes, it doesn't
some nuances.
depend.
□ Yes, it doesn't
□ No, but with
depend.
some
nuance. □ No, but with
some
nuance.

Ergonomics and environmental conditions. Source: self made.

□ Yes

□ Yes, it doesn't
depend.
□ Yes, but with
some
nuances
□ No, but with
some

The last closed question of the survey proposes to inquire

about the recreation and relaxation areas within the

workplace. In this case only 50% responded affirmatively

while the other 50% remained doubtful or disagreed.

The final, open-ended question has several results. 50% added

that they would not modify anything, 33% demanded adding more

computer equipment, while 16% shared suggestions such as:

security system with cameras, improving the toilet, hot water

and improving the storage of merchandise.

Based on these results and their analysis, information is

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3
obtained about the current state of the company, whether from

the physical point of view, referring to the state and

conditions in which the building is located and also from the

point of view of view of corporate image that represents the

company in front of its clients and employees.

Just as it has been mentioned that the interior design of the

workspace influences the employee's productivity and

efficiency, the company's image affects both its employees

and its potential clients.

This data collection allows and facilitates the preparation

of the needs program. In office design it is impossible to

make a definitive needs program, due to continuous advances

in technology and possible reforms at the company's internal

level. However, the function played by the design process is

to predict, as long as possible, the probable uses that the

building will have, conditioned by its commercial forecasts

and the probable type of tenants.

In the next subchapter, the needs program begins to be

developed according to the data collected. Then, it is in the

hands of the designer to propose flexible solutions to these

needs. From there, the guiding idea is established, which, as

the word indicates, is the idea that governs the project, it

is the concept from which the designer is inspired for the

comprehensive development of the project.

In this instance, the plans, technical details and sketches

are drawn. Finally, the equipment and materials are

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established.

6.4 Project.

Needs program:

The information collected and the data analyzed are used to

put together the needs program. In this stage, the

requirements of the work are detailed, which according to

what was studied in the previous analysis, are:

- Expand merchandise storage. Place shelves to gain height

and thus make the most of the space.

- Restore and enable the basement to store merchandise.

- Expand the managing partners' office and equip the

administrative area.

- Reorganize the expedition area: incorporate furniture

and equipment.

- Incorporate reception room for clients.

- Improve the façade of the building.

- Improve toilets and service areas.

- Improve heating.

- Incorporate security systems.

- Check the lighting system.

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Guiding idea:

The company Hordan SRL is an SME that started a few years

ago, and its owners want to obtain a large-scale company. The

idea of this project is to improve, through the design of the

place, not only the aesthetics of the space but also to

perfect the production process by optimizing the performance

and efficiency of its members.

It should be clarified that the type of project adapts to the

economic circumstances that a medium-sized company of these

characteristics maintains. However, this does not mean that

the proposal does not meet the client's expectations; on the

contrary, it is the designer's responsibility to be able to

offer the user the best solution within his or her

possibilities.

In the first instance, the guiding idea of the project is

based on the separation of the public and private sectors

(see image 31). The private sector in this case is comprised

of: the shipping area, service areas and toilets. While the

public sector is the reception and administration area. The

intention is to divide the production area from the

administrative area, limiting access to people outside the

company. In this way, the security of visits is reinforced

and order is maintained in the management area.

Another advantage is the acoustic insulation of the

production sector. By using acoustic panels, private meetings

can be held in the administrative area without mentioning the

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6
reduction in noise coming from the shipping area.

Within the idea of the party, the merchandise storage system

and the operation of the production process are included as

central themes. In this case, the route of the merchandise

and its steps until the order was dispatched were studied.

Figure 31: Sketch of the guiding idea. Source: self made.

In the sketch (figure 31) it can be seen that the

distribution of space is not even for both sectors. Priority

was given to the production sector due to the need for

storage of merchandise and space for its circulation.

The location of the sectors is not arbitrary, the reception

area coincides with the current personnel entrance, and the

production area coincides with the current access and

dispatch of merchandise.

Each space was divided according to the type of activity

carried out within each of the sectors. According to the

various tasks that each one fulfills, it was classified as

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follows:

a) Facade.

b) Reception and office.

c) Expedition area.

d) Service sector.

e) Archive and stock sector.

a) Facade:

The exterior image of the company is as important as the

interior. Although the emphasis is placed on the interior

organization of the space, it was proposed to improve the

façade in the following way:

- The opening located on Primera Junta Street was annulled.

This allows the metal shelving in the shipping sector to be

secured.

- The windows located in the ochava and on Primera Junta

Street belong to the administrative sector and function as a

source of natural light. Therefore, in this case only the

metal blinds were changed.

- In relation to the completion of the walls, the current

coating was removed and covered with gray textured Tarquini.

b) Reception and office:

The access located on Laguna Street is presented as the main

entrance. The members of the company access it through this

8
8
place.

The project incorporates a reception for clients and

suppliers that does not exist until now. This allows creating

a reception and waiting place in case the members are busy.

Together with the reception, the office and the entrance to

the production sector are connected.

The new office has enough space for a desk with storage space

and adapted for the placement of computer equipment.

A round table is also included for occasions such as meetings

or simply as a new support plane. Although there are two

managing partners, only one desk was placed because there are

few possibilities for both of them to be in the office. Hence

arises the possibility of sharing the desktop and giving

priority to the surface of the production space. (See figure

32)

Figure 32: Office and reception. Connection between both

areas and production. Source: self made.

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9
c) Expedition area:

This sector is made up of various tasks, therefore the

location and organization of the furniture was carefully

studied in order to provide agility to the expedition

process.

Returning to the analysis of the merchandise circuit (Figure

28), the space was organized as follows:

- The merchandise enters through Primera Junta Street and

stops for stock control. In that sector, metal shelves

were provided for the identification of merchandise.

- Then the merchandise selected for the assembly of orders

passes through the processing sector. Here the equipment

consists of three desks that function as work planes,

shelves for placing processed merchandise that is not

shipped at the time and storage spaces for packaging

supplies, stationery and necessary tools.

- Immediately continue through the sector where the

packaged merchandise is stowed and prepared for

dispatch. In this case, several metal shelves were also

placed so that orders can be correctly separated and

identified according to their respective destinations

and clients.

d) Service sector:

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In this case, the sanitary facilities and the kitchen were

improved. Not having the need to expand the surface, we began

by restoring and conditioning the spaces to meet the needs of

the user.

Firstly, the toilet was fitted out: the fixtures were renewed

and the covering was changed.

In the bathroom, the fixtures were changed, a mirror and a

storage cabinet for hygiene items and towels were placed.

A counter was installed in the kitchen, and it was equipped

with a microwave and stools so that users can have lunch

comfortably. Appliances were also added: a refrigerator and a

coffee maker. Shelves and cupboards were placed to store food

and cleaning products.

e) Archive and stock sector.

The basement is enabled as a stock storage area. Here the

design consists of a system of shelves for storing

merchandise and files for filing important papers.

Materials and coatings: (See materials and equipment plan in

body C)

a) Office:

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In the office we sought to create a modern and elegant space

with the incorporation of classic pieces from contemporary

designers.

In this case, the main materials used were glass, wood and

steel. Being a managerial area, noble and highly durable

materials were included. Emphasis was also placed on

maintenance and cleaning of equipment.

Partition walls were used to divide the administrative area

and the reception. In this system, the elegant finish comes

together with practicality and comfort, given that both the

panels and the glass are practically supported on the

perimeter surface of the structure, which allows an

unbeatable method of access to the air chamber and the

curtain.

The structure is based on 60 mm square section profiles with

an anodized finish.

The curtain controls are external and are activated by means

of an external pole and lifting cord.

Its virtues include: the speed of assembly and adaptation to

any type of user demands or needs. It allows future

modifications or shifts of the structure without prejudice to

its solidity and adequate finish.

The blind panels are 18 mm thick and the finish is smooth

steel blue laminate.

The doors have an aluminum frame with plush weather stripping

throughout the contact area with the leaf. The door leaves

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can be: 45 mm thick plate type, with a honeycomb frame and

with the same finish as the panels.

The locks are stainless steel knob type with key and security

button.

The desktop is a design appropriate to the user's needs. It

is built in wood veneered in natural wenge with polyurethane

luster and with platinum fittings as well as the module that

functions as a file.

The management chair is upholstered in black leather, has a

chrome structure and curved armrests.

It has a tilt with intensity control (according to the weight

of the person using it) and pneumatic height regulation. The

chairs that accompany the desk are the Aluminum model by

designers Charles and Ray Eames , with a low backrest,

without armrests, a swing arm with a chrome finish and

upholstered in black leather.

The meeting table is the Spider model by designer Norman

Foster and is composed of a 10mm glass top and a shiny chrome

base. The accompanying chairs are the Brno model by designer

Mies Van Der Rohe, with a chrome plate structure and black

leather upholstery.

The flooring was changed to Eslabonia oak parquet with

American-style laying with boards of equal length. This

material generates a warm and elegant climate.

The walls were painted ivory white Satinol to create a

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feeling of spaciousness and greater luminosity.

b) Expedition area:

In this case, the main idea was the incorporation of metal

shelves to take advantage of the storage space. The walls

were painted white and the existing flooring was left. The

work surfaces are smooth laminate. This material is resistant

to abrasion, stains, impact, high or low temperatures and

contact with substances such as: water, salt, alcohol and

many other chemicals. As its surface is non-porous, it does

not retain dust, making it easy to clean and maintain.

The chairs are swivel and ergonomic so that they protect the

user's posture.

Lockers were also provided to store employees' belongings.

c) Toilets and services:

In both toilets, both the bathroom and the toilet, it was

covered with ceramic. The flooring and lighting fixtures were

changed.

A granite countertop was installed in the kitchen, and the

material sink was changed to a stainless steel one. It was

equipped with appliances for everyday use, and with stools so

that the user can have lunch comfortably. The existing

flooring was left and covered with ceramic up to the

countertop, then it was finished with white water-based paint

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4
(interior latex).

d) Archive and stock sector.

This sector was equipped with shelves and files for storing

merchandise and storing billing files and other documents.

Lightning

Both in commercial premises and offices, lighting plays a

very important role. The requirements of each sector must be

analyzed and the performance for energy savings must also be

studied.

Fluorescent lamps have lower electricity consumption and a

longer useful life compared to incandescent tungsten lamps.

Likewise, as heat dissipation is almost zero, an indirect

economy is obtained in the ventilation and air conditioning

of the premises, mainly reducing air conditioning

requirements. In these lamps, the energy received is

converted directly into light radiation, without appreciable

development of heat (as in incandescent lamps), since the

light is obtained by the emission produced by the collision

between the atoms of the vapor contained in the discharge

tube. .

Another advantage of this type of lamps is that they do not

generate shadows on the work surface. This facilitates work

and visibility; as the light is even, glare is not generated.

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5
However, one of the disadvantages of fluorescent light is

that it can modify skin tones and other colors, thus giving

an unnatural appearance. This was produced by the large

proportions of green and blue emitted by fluorescent lamps.

However, nowadays, there are fluorescent lamps that try to

copy natural light by faithfully reproducing the colors.

However, it is always convenient to use them with the

combination of incandescent lamps. The latter would be used

to highlight some sector or to enhance an object.

The project proposes a general lighting system with

fluorescent lamp fixtures with the combination of halogen

lamps to enhance and highlight objects, as well as the use of

auxiliary lamps such as desk lamps to create a warm

atmosphere.

A security system is also proposed with lamps designed to

turn on instantly in the event of a power outage. They

require almost no installation, they only have to be

connected to the electrical power network for their

operation. When the power returns, the equipment turns off

and recharges its battery automatically .

In body C, you can see images of the chosen artifacts and

their main characteristics.

Heating and air conditioning

One of the concerns that arose through the surveys was the

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heating and air conditioning system.

In this case, it is proposed to install a system called

multisplit. This system consists of outdoor units that allow

several indoor units to be combined. Each indoor unit can be

controlled from its remote control. The indoor units can

operate in cold and heat simultaneously, while one or more

operate in cooling, the others can operate in heating or vice

versa. The variety of possible combinations of indoor units

ensures perfect adaptation to each air conditioning project.

Security

Security is another point mentioned in the surveys. Beyond

the alarm system, users were concerned about not being able

to see who was knocking at the door. The application of an

electric intercom with a camera is a solution that adapts

perfectly to this project.

Each sector was carefully designed and organized according to

the requirements of the users, emphasizing not only comfort

but also the efficiency of the production process.

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6.5 Conclusions:

During the development of the work, the objective of

demonstrating the important influence that the interior

design of the workspace has on the person who daily carries

out different activities within it was always maintained.

Through previous research, it was shown that throughout the

history of work and more specifically in administrative work,

professionals from different areas began to worry about the

conditions of the work environment and its influence on

employee performance. Changes in work systems, political

situations and the advancement of technology were some of the

causes that contributed to the progress of the administrative

workspace.

The contents studied and researched throughout the work were

poured into this professional project. The needs and

requirements of the users were analyzed in order to propose

better solutions both aesthetically, improving the corporate

image of the company, and functionally from an operational

point of view.

The conclusions drawn from professional experience are:

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 One of the main objectives of the professional project was
to propose reorganizing the spaces according to the
production stages. The application of metal shelving to store
merchandise not only expanded stock capacity but also
streamlined the search for merchandise through rapid
identification.
The location of the shelves are the axis of the organization

of the space and their strategic location determined the

limits of the different sectors.

(See figure 33)

BEFOR AFTER
E
Figure 33: Comparison of the merchandise flow diagram between

the current situation and the design proposal. Source: self

made.

- The expansion of the management sector and the

incorporation of the reception not only allows you to move

more comfortably but also improves your corporate image. It

is important to highlight that the company is an SME that has

only been in existence for a few years, and that it is slowly

seeking to enter the market. The idea of improving your

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organization and its image is closely linked to the growth of

the company.

- It has been proven that comfort and functionality go hand

in hand with employee performance. It is extremely important

to take this concept into account not only in large companies

but also in small ventures with a view to the future.

The project manages to combine interior design with several

disciplines. We work as a team to create a comprehensive

project where nothing is left to chance.

Human beings are fully influenced by the world around them;

this concept applies to both homes and offices. Even today,

people spend more time at their workplaces than at home. For

this reason, interior design began to expand its occupations.

The surveys carried out with the members of the company

helped to understand their needs and understand how the

organization of the space works. The conclusions of the

results were decisive guidelines in the design process.

The main idea of this project was to improve the efficiency

and performance of the company's members through interior

design. In this way, production increases and generates

growth.

However, it can be concluded that not only could the

production and corporate image of the company be improved,

but also that the coexistence of the members played a

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significant role. The interaction between individuals who

share the same workplace every day was one of the points that

exceeded the interior design. However, improving the

environment that surrounds them, with certain comforts and a

pleasant work environment, predisposes the worker to start

the day with a different temperament. In this way,

relationships between individuals begin to be less rigid and

tense, which is how interior design begins to influence human

behavior.

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