• Mark Dowse
• Uncategorised
• March 1, 2018

Workplace design has never been more important!

MD Business Interiors based in Exeter are the leading office furniture supplier and office refurbishment fit out contractor in Devon. We strive for excellence and customer satisfaction.

It used to be fairly easy to define space standards for offices. We could use linear equations based on the number of people occupying the building, their job function, status, access to meeting rooms, need for paper storage and so on. Things are a lot more complicated these days as the office not only serves a technologically empowered mobile workforce but also increasingly incorporates a wide range of spaces to allow people to move around the building and work in new and dynamic ways. One of the consequences of this is that the amount of space dedicated to each person has been falling for some time.

The British Council for Offices in 2014 published its Occupier Density Study, which informs the space standards laid out in its latest Specification Guide. What it revealed was the average density of workplaces in the UK today is 10.9 sq. m. per workstation compared to 11.8 sq. m. as reported in the previous survey in 2008. This is not only a marked drop in short space of time it is part of a long term trend that has seen average office densities increase across the UK from 16.6 sq. m. in 1997, a change of over a third.

The main drivers for this change, according to the report, is the development of new ways of working which have driven changes to the way space and budgets within buildings are allocated. While at one time a typical space budget might have consisted of 80 percent fixed workplaces, 15 percent meeting space and 5 percent other space, the average office today is likely to have a greater variety of work settings, with fixed workplaces accounting for a smaller proportion of the overall space budget. The report found that this is particularly the case for the corporate, technology, media and telecommunications (TMT) and professional services sectors which have average densities of 13.1 sq. m., 12.3 sq. m. and 10.5 sq. m. compared to 9.7 sq. m. for the financial services sector.

However the report also indicates that the UK may be approaching the point beyond which we cannot shrink space standards any further. The BCO claims that while the main drivers of change remain , not least economic pressure and the growth of flexible working as well as the generalised push for more efficiency, this latest figure represents a slowdown in the rate of increase. We might be getting to the point at which we cannot reduce space standards further.

The report also highlighted the regional disparities that exist in space standards across the UK. So London and the South East of England have some of the most spacious workplaces in the UK, in spite of the fact that London has some of the most expensive office space on Earth. The research found that the South West has the highest density at 8.6 sq. m. per workstation while London (11.3 sq. m.) and the South East (12.7 sq. m.) have lower densities than all UK regions apart from Wales (11.4 sq. m.).

The upshot is that when somebody asks nowadays the ideal space standard for an office, the answer is that it all depends. It’s not that simple and a lot of questions need to be asked first before decisions about workplace design can be taken to achieve the most effective and efficient results.

The major complicating factor here is how to square off a relatively fixed resource like a building with the demands of its occupants which can change from day to day. Add in the need to keep costs down and you are left with a heady mix that drives organisations to sweat more out of their assets. But within limits, because the past few years have seen structural changes in the way firms design and manage their workplaces, away from a simple model towards something far more sophisticated. Time is no longer a fixed element that determines the way we use space. It has become a variable and that has changed everything.

As always, it is technology that has been the catalyst. The mobile workforce is a consequence of the mobile technology it uses. Even for office based employees, something as mundane as flat screens have been a force for change by shrinking workstation footprints by around a fifth. The most obvious manifestation of this has been the dominance of the bench desk as the core element of an installation as well as the increased use of third spaces which include breakout areas, cafes and informal meeting rooms.

But increasing the occupational density of a building is not just an interior design issue. One of the major implications of change is the impact it has on a building’s infrastructure. When you increase the number of people in a given space it inevitably has a major effect on the specification of the building. Toilets have to be specified accordingly, environmental systems, heating, ventilation, air conditioning, electrical systems, escape routes, all must be dealt with intelligently.

The important thing is to understand the nature of the building, the organisation that inhabits it and the people who work there. There may no longer be a simple answer to the question of space standards, but we have opportunities to achieve more with workplace design than was the case when the world was a simpler place.

(original article by Paul Goodchild, Fresh Office 2017)

• Mark Dowse
• Uncategorised
• November 9, 2017

OFFICE FURNITURE DESIGN HISTORY.

OFFICE FURNITURE DESIGN HISTORY.

We are fascinated by history! Office furniture experts MD Business Interiors of Exeter have written an article on just that.

Over the last 20 years there have been big changes in the general design of office furniture and office desks in particular. For many years before this, not a lot had changed. Technology had improved the design and finish of office furniture whilst manufacturing costs had reduced. This was mainly due to the larger number of office desks which were needed.

The standard office desk was still essentially a rectangular work surface, supported by 4 legs and with some under desk storage attached.

Before the advent of computers, there was very little need for anything more than this.  A ‘secretary’ could join a return desk to the main desk for a typewriter. An executive could join two rectangular desks together to produce a larger desk layout.

When computers started appearing, initially there was a dedicated computer desk in the office. This was because technology was very basic and PC’s were so expensive there was generally one per office or department. It was years before business and technology made it such that all staff would need a computer all the time. When economies of scale allowed and when the software developed, the prices of PC’s tumbled and then offices started to gear up so that every desk would have one.

Then it was obvious that the traditional 3 foot deep desks were just not deep enough for a large monitors of the time. Soon, Health and Safety directives were issued about monitor positioning, and soon manufacturers had developed a desk top shape to allow the user enough space to position the monitor far enough away but still allowed the planners to design layouts which were as efficient in terms of space as the old rectangular desks.

This was the advent of the radial desk, also known as a crescent or hockey stick shaped desk. This shape stayed with us for over twenty years, and in fact is still the most common desk around.

However, with flat screen monitors being cheap and plentiful nowadays, office desks don’t need to be deeper than 800mm, so we are seeing more rectangular and wave desks.

To take advantage of our office design and space planning call 01392 834980.

• Mark Dowse
• Uncategorised
• October 12, 2017

Divide your office quickly and easily and still look good!

Open plan with privacy.

Based on Marsh Barton in Exeter, MD Business Interiors are pleased to share with you FABRIKS office wall system. Fabricks is unique in its versatility and performance. As a class A absorber it can be used effectively for the control of reverberation within a space, however, it is also an effective screen against noise and has good sound attenuation properties, which means it can be used to improve both speech and visual privacy. Due to its easily reconfigurable nature, the end user or installing contractor can adjust the size and shape of Fabricks to create spaces of different levels of acoustic privacy.

Fabricks are super acoustic bricks made from acoustic foam and wool fabric, designed to look fabulous, divide space and reduce noise. Quickly configured and reconfigured, Fabricks offer the flexibility to change spaces in the modern open plan workplace by creating walls for meeting spaces and individual work areas; the dynamic of a space and even the location of power can be altered in moments.

With great acoustic credentials, Fabricks combats the increased noise levels and visual distractions that lead to reduced productivity. Fabricks are tested to ISO 10053 and BS EN ISO 354:2003 achieving Class A sound absorption and fantastic sound attenuation results.

Fabricks is a modular system of extremely light weight bricks, a simple steel base and extruded aluminium posts; it is easy to specify and easy to build. The ‘house brick’ style gives interlocking rigidity to the design. The extruded aluminium posts also accommodate power and data cables and can be combined retrospectively to alter the height of walls.

Quick to install.

A range of colours.

Walls can be created with traditional 2D flat face bricks, or 3D sculptured face, offering a beautiful textured finish. The fabric colour options and pixelated nature of the bricks allow you to match decor, or even create pictures, logos or messages.

Fabricks’ offers great acoustic and visual privacy without building permanent floor to ceiling rooms, so expensive mechanical reconfigurations can be avoided and air will flow across the open plan area. Everything has been designed for simple, quick installation and reconfiguration.

If you would like to know more contact mark@mdinteriorsdevon.com.

• Mark Dowse
• Uncategorised
• August 10, 2017

SIT DOWN OR STAND UP? YOU DECIDE.

Devon office furniture specialists MD Business Interiors present the height adjustable office furniture range from Lee and Plumpton. This range of height adjustable desking provides versatility for a healthier workspace.

Sit/Stand Workstations – Key Features

• Height adjustable from 695mm – 995mm
• Horizontal or vertical cable management
• Screen panels in a variety of options
• Electric, gas strut or fixed height workstations
• Optional modesty panels and slab ends

The Health Benefits of Sit/Stand Workstations

‘Sitting for long periods increases the risk of diabetes, heart disease and death, researchers suggest’

BBC News Report

The news is based on the findings of a review which summarised the results of all the observational studies that had looked at the association between the time spent sitting or lying down whilst awake (sedentary behaviour) and the risk of diabetes, cardiovascular disease, and death due to cardiovascular disease (such as heart attack) or any cause.

The link between worsening health outcomes and time spent sitting first became apparent in the 1950s when researchers found that London bus drivers were twice as likely to have heart attacks as their bus conductor colleagues. The researchers were concerned that, due to changes in lifestyle and employment, the health problems associated with sedentary behaviour are likely to have worsened.

They cite the findings of a 2011 study showing that the average adult now spends 50-60% of their day in sedentary pursuits. The main findings of the study were that, compared to the shortest time spent sedentary, the longest time spent sedentary was associated with a:

• 112% Increase in risk of diabetes
• 147% Increase in cardiovascular events
• 90% Increase in death due to cardiovascular events
• 49% Increase in death due to any cause

The study was carried out by researchers from Loughborough University and the University of Leicester. The primary author is being funded for a PhD in the Department of Cardiovascular Sciences, University of Leicester. The study was published in the peer-reviewed medical journal Diabetologia. The research was well-reported by the BBC, Daily Mail and Daily Express. Source: NHS News 10. October 2012

1. Brain Activity

Brain function slows due to lack of fresh blood and oxygen being pumped around your body, resulting in lack of brain and mood enhancing chemicals required to stay alert. Tiredness starts.

2. Heart Disease

Muscles burn less fat and blood flows slower during sitting. This allows fatty acids to easily clog the heart. High blood pressure and elevated cholesterol are increased leading to cardiovascular disease.

3. Back Problems

Sitting does not allow nutrients and fresh blood to enter the soft spongy discs between vertebrae, resulting in hard support tendons and ligaments. Uneven weight is also distributed unevenly between vertebrae causing spine problems.

4. Inner Health Stats

Calorie burning drops to 1 per minute . Your breaking down fat enzymes drop 90% . Good cholesterol drops 20%. Insulin effectiveness drops 24% and risk of diabetes rises.

5. Muscle Problems

Sitting creates electrical activity in the leg muscles to shut off. Your Limp Glutes found around your buttocks become accustomed to no use, this lowers your ability to maintain a powerful stride.

6. Poor Circulation

Sitting for long periods slows blood circulation. This causes fluid to pool in the legs. This problem can cause swollen ankles and varicose veins, to dangerous blood clots called Deep Vein Thrombosis (DVT).

Blood Glucose*

The concentration of sugar in blood

Seated

Peak (Highest) 152 minutes after lunch started.

Trough (Lowest) 258 minutes after lunch started.

Seated peak to trough 106 minutes.

Standing

Peak (Highest) 84 minutes after lunch started.

Trough (Lowest) 144 minutes after lunch started.

Standing peak to trough 60 minutes.

Calorie (kcal) Expenditure*

Seated average 2.6kcals per minute

Standing average 3.3kcals per minute

Heart Rate*

Seated average beats per minute 79

Standing average beats per minute 89

For more information please feel free to get in touch on 01392 834980 or via email link here.

• Mark Dowse
• Uncategorised
• July 26, 2017

The Boss Wants you Back in the Office!

Big businesses have embraced flexible work practices, but fewer of them seem to favour full-time working from home.

International Business Machines Corp., Aetna Inc., Bank of America Corp., Best Buy Co., Honeywell International Inc. and Reddit Inc. are among employers that have ended or reduced remote-work arrangements recently as managers demand more collaboration, closer contact with customers — and more control over the workday.

Bringing workers back to the office isn’t easy, managers say. Remote employees often set their own hours and ways of working, and bridle when faced with open-plan offices and set meeting schedules.

A large majority of U.S. employers let staffers telecommute sometimes, according to the Society for Human Resource Management.

Yet the portion of U.S. workers who performed all or some of their work at home fell to 22% last year, from 24% in 2015. Such workers spent an average of 3.1 hours a day toiling at home last year, down slightly from 2015, according to the Labor Department’s American Time Use Survey.

Coming back to the office can be “honestly terrifying” for remote workers, says Andrew Marder, a research analyst with Capterra Inc., a business-software review site owned by Gartner Inc.

Mr. Marder telecommuted for about three years while blogging about investing for the Motley Fool financial website. He was also a full-time caregiver for his newborn during part of that time, and juggled writing and parenting duties by working many evenings.

Moving to an office role at Capterra in 2014, Mr. Marder had to get used to the lack of privacy at work and an hour-plus commute to Arlington, Va. As a telecommuter, he was used to working at any hour to meet deadlines. Once in the office, he struggled with prioritizing tasks and managing his time during work hours, frequently missing deadlines in the first months on the job.

His manager, J.P. Medved, set weekly meetings to plan Mr. Marder’s workflow, arranging his calendar and plotting everything from research phone calls to team meetings and deadlines. Mr. Medved says those changes improved Mr. Marder’s ability to submit work on time.

Bosses acknowledge that remote workers don’t suffer from productivity problems. Research has found telecommuters who can work outside normal office hours and don’t have to spend time commuting often are more productive than their cubicle-bound counterparts. Rather, managers want their teams within view and are willing to trade some efficiency for the serendipity that office-based conversations might yield.

Companies tend to clamp down on telework during periods of turmoil and reinvention, says Ken Matos, vice president of research at Life Meets Work, a workplace consultancy.

“Leaders often say ‘I like my co-located team better than my [remote] team, but the work gets done just as well,'” he adds.

As a finance vice president at Tetra Pak International SA, George Benaroya observed waves of colleagues return to company workspaces when new leaders would take over divisions and rein in remote work.

Office comebacks were often a letdown, recalls Mr. Benaroya, who left the company in 2012. Workers accustomed to personal space and sole use of their equipment at home had to adjust to cramped spaces, full parking lots and jammed printer queues.

The formerly remote employees’ egos were bruised, too: The top managers who made special time for them during office visits paid less attention once those workers were a regular presence, he says. Managers spent extra time hand-holding ex-home workers, leaving less time for other duties.

“You lose efficiency,” Mr. Benaroya says.

Tetra Pak spokeswoman Carol Yang says the issues that Mr. Benaroya describe don’t reflect the company’s current situation.

This spring IBM, long a promoter of remote work, offered thousands of work-from-home employees a choice to follow their position back to an office location or apply for a new role. Those who chose to do neither could leave the company.

Marketing manager Dave Wilson spent a decade working from home in Nashua, N.H. With two young children home during work hours, distractions abounded and Mr. Wilson says he felt isolated from colleagues.  So when his job was relocated to Raleigh, N.C., he took a position marketing the company’s Watson artificial intelligence products at IBM’s Littleton, Mass., campus.

Mr. Wilson says he was eager to return to an office, a better fit for his “water-cooler guy” personality.

He relishes the verbal sparring of the office, too. During a recent meeting to critique IBM’s e-commerce offerings, participants challenged one another and got in each other’s faces to make their points — when he attended similar meetings via conference call, people would disengage unless they were leading the conversation, he recalls.

IBM’s leaders want to provoke those creative tensions, and have spent $750 million to redevelop its workplaces around a new system of teamwork; the company has also trained 160,000 employees on working more nimbly.

As former telecommuters arrive at IBM’s Austin, Texas, location, Joni Saylor will help to integrate them into office culture. Ms. Saylor, a product design director who worked remotely for IBM until 2013, says telecommuters sometimes struggle to adjust to working in teams after operating on their own.

Best Buy’s work-from-home program gave 5,000 headquarters employees free rein to choose where they worked, a perk that complicated tasks like scheduling meetings, says Best Buy spokesman Jeff Shelman.

“There was no control,” he says. “Managers didn’t have the tools to do their jobs.”

The company ended the policy in 2013. Workers now arrange time out of the office with their managers. The four years since the telework rollback have coincided with Best Buy’s resurgence. Net income has more than doubled in the period and shares have climbed more than 200%, though the company is reluctant to draw a connection between those results and the end of remote work.

“Obviously, there were lots of other things going on,” Mr. Shelman says.

Original article by John Simmonds and featured in the WSJ