An increase in global demand, a new master plan to create centers of excellence and multiple lease expirations created the perfect storm, paving the way for MilliporeSigma’s new Life Sciences Center. Fort Point PM was initially engaged for lab planning and relocation management services to move 900 employees and 1,000 pieces of lab equipment from five locations across Billerica, Bedford, and Woburn into a new state-of-the-art facility in Burlington, MA. Subsequently, Fort Point PM implemented an IWMS (Integrated Workplace Management Software) system for their national portfolio of >1,000,000 SF to more accurately track and report on real estate utilization and efficiency opportunities. Based on this data, Fort Point PM then analyzed and executed a “Flex Employee” strategy optimizing the Burlington Life Sciences Center and increasing utilization by 50%.
Change is the only constant in the life sciences industry. During this building’s three-year design and construction schedule, processes and requirements evolved and flexibility was key.
The resulting impact over this three-year duration was changing scientific processes and workflows, a need for additional lab space, dynamic equipment needs, and associated utility and infrastructure modifications. With recent organizational changes and a major rebranding, it was important to bring employees into the new building with a sense of community and a strong link to the MilliporeSigma mission and culture.
Once the building was occupied, Fort Point PM implemented an IWMS system, iOffice, and established Occupancy Captains, in an effort to integrate scalable solutions for long term space utilization tracking and proactive forecasting with key department representatives.
Subsequently, leveraging the IWMS data, multiple badge data samples and the Occupancy Captain information, Fort Point PM planned, communicated and executed Millipore’s first ‘Flex Employee’ strategy taking advantage of employee’s offsite work routine.
Partnership As Key To Success
An “out of the ground” project of this magnitude with evolving requirements during design and construction, demands an adaptable, trusting team with clear communication and real-time reporting.
The entire team responded as a dynamic unit to refine space requirements with scientific leads, while simultaneously constructing the new space. Modular casework and flexible utility, distribution panels provide maximum reconfiguration potential and convenient access to required utilities throughout the labs. A conference center and adjacent cafeteria provide multiple size spaces for collaboration with creative design and engineering to transform rooms into large open space for Town Hall Meetings and conferences. The M Lab™ Collaboration Center provides a space for customers to explore technical solutions, test applications, assess technologies, receive hands- on training and optimize their unique processes.
Similarly, partnerships with the Lab and Occupancy Captains post-move provided an efficient means for monitoring equipment and workflow changes and anticipating new capacity and research needs. These key long-term relationships between Fort Point PM team members and consistent, internal resources created the ‘Flex Employee’ opportunities we integrated to realize a 50% increase in space utilization.
increase in capacity
The initial consolidation to the Life Science Center created a positive cultural shift, not just in terms of the company brand, but in overall workflow and collaboration that continues as we study employees' behavior and productivity in the space.
The new Center of Excellence is on-brand, culture-rich, and provides future flexibility, as witnessed by the subsequent phase 2 lab and office expansion and ‘Flex Employee’ project implementation.
These initiatives were seamlessly supported by the newly implemented iOffice software solution tracking employees, utilization, square footage, and HR hierarchy. Ultimately the consolidation project reduced operational cost and the ‘Flex Employee’ initiative increased capacity by 50%.
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