© Don Wong

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架构师提供的文本描述。艾默生过程管理(EPM)是设计和制造高科技测量设备的全球领先企业。艾默生产品测量和调节液体、固体和气体中的温度、压力和流量，这些行业包括：能源、食品和饮料、生命科学和航空航天。许多描述月球和火星表面大气状况的信息都是由爱默生装置测量和传输的。

Text description provided by the architects. Emerson Process Management (EPM) is a global leader in the design and manufacturing of high-tech measurement devices. Emerson products measure and regulate temperature, pressure, and flow rates in liquids, solids, and gas for a variety of industries including: energy, food and beverage, life sciences, and aerospace. Much of the information describing atmospheric conditions on the moon and surface of Mars are measured and transmitted by Emerson devices.

尽管自1956年成立以来，发明和企业家精神推动了EPM的成功，但该公司的建筑被设计成优先考虑并仅为其制造过程服务。传统上，设计工程师和支持公司的办公室都与生产和装配设施中的制造项目同时办公。

While invention and entrepreneurship has propelled EPM’s success since its formation in 1956, the company’s buildings have been designed to prioritize and solely serve its manufacturing processes. Design engineers and supporting corporate offices have traditionally been co-located with manufacturing programs in facilities designed for production and assembly. 

 © Don Wong

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EPM伊甸园改造项目是对公司日益增长的挑战的直接回应。艾默生必须吸引业内最优秀的工程人才，以支持其产品开发固有的设计和材料科学的复杂性。鉴于目前公司办公场所设计的创新和世代人口结构的变化，EPM陈旧的办公设施损害了该公司吸引和留住最优秀人才的努力。

The EPM Eden Prairie Renovation project emerged as a direct response to a growing challenge for the company. Emerson must attract the best engineering talent in the industry to support the complexity of design and material science inherent in its product development. Given current innovations in the design of corporate office workplace and changing generational demographics, EPM’s dated office facilities compromise the company’s efforts to attract and retain the best talent.

 © Don Wong

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“转换”成为一个独特的设计愿景，它为项目的各个方面提供了信息。爱默生的目标是改造明尼苏达州的伊甸园，以满足年轻一代对开放工作场所的期望，加强工程团队内部的合作，更好地沟通爱默生品牌作为游客/客户体验的一部分，提高建筑系统的热性能和能源效率。

“Transformation” became the singular design vision that informed each aspect of the project. Without adding a single square foot to the existing facility, the reconstruction of the exterior envelope and renovation of all non-manufacturing interior programs, Emerson’s goal was to transform its Eden Prairie, Minnesota facility to meet a younger generation’s expectations for open workplace, enhancing collaboration within the engineering groups, and to better communicate the Emerson brand as part of the visitor/customer experience, and to enhance the thermal performance and energy efficiency of building systems.

 © Don Wong

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PROJECT CONTEXT

艾默生过程管理公司位于明尼苏达州明尼阿波利斯西南郊区的三栋综合制造/办公大楼中。现有的伊甸园设施是1964年至1991年期间建造的多栋建筑的综合设施。设计尺寸理想的大型制造楼板，主要体积的建筑是一个两层的300‘x 400’矩形设置为倾斜等级。整个高度，两层楼的体积表示在东部的海拔，而只有上层是可见的西方。

Emerson Process Management is housed in three combined manufacturing/office buildings in the southwest suburbs of Minneapolis, Minnesota. The existing Eden Prairie facility is an aggregation of multiple building additions constructed between the years 1964 to 1991. Designed to dimensions ideal for large manufacturing floor plates, the main volume of the building is a two-story 300’ x 400’ rectangle set into sloping grade. The full height two-story volume is expressed on the east elevation while only the upper level is visible to the west.

 Lower Floor Plan

低层平面图

在过去的50年里，最初的1964年建筑的农村农田环境已经转变为一个无处不在的郊区环境-大盒子、零售和轻工业。除了向北有成熟的灰、枫树和橡树的倾斜草坪外，EPM的建筑足迹和急需的停车位使EPM的性能最大化。鉴于这些场地的挑战，设计小组力求找出和加强少数几个为建筑物改造目标服务的场地机会：(1)俯瞰伊德莱野生湖面，(2)俯瞰北坡草坪和老树，(3)建造接近州Hwy 212/5的建筑，(4)主要入口附近的局部/亲密景观区域；(5)与大方框邻居相比的建筑规模和存在性。

The rural farmland context for the original 1964 building has transformed over the past five decades into a ubiquitous suburban context of big-box retail and light manufacturing. Other than a sloping lawn with mature ash, maple, and oak trees to the north, the EPM property is maximized with building footprint and much needed parking. Given these site challenges, the design team sought to identify and enhance the few site opportunities serving the goal of building transformation: (1) views looking east over Lake Idlewild, (2) views looking to the north sloping lawn and legacy trees, (3) building proximity and visibility to State Hwy 212/5, (4) localized/intimate landscape areas adjacent to primary entries, and (5) comparable building scale and presence relative to big-box neighbors.

 © Don Wong

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这些机会中的每一个都被积极利用，提供内部办公空间的意见，反映和扩大幕墙玻璃中的景观，提供一个高度可见的灯塔，在一条高度贩运的高速公路上表达爱默生品牌，并赞助新装修和透明的“大盒子”与其功利的邻居之间的建筑对话。

Each of these opportunities were positively exploited to provide views from interior office workspaces, reflect and expand the presence of landscape in the curtain wall glass, provide a highly visible beacon expressing the Emerson brand along a highly trafficked highway, and sponsor an architectural dialogue between the newly renovated and transparent “big-box” and its utilitarian neighbors.

 Upper Floor Plan

上层平面图

变换：外包络

TRANSFORMATION: EXTERIOR ENVELOPE

该项目的方案和设计目标是在建筑设计之前的可行性研究中确定的。爱默生选择了改造而不是新的建筑，致力于内部和外部的全面改造。设计目标的外部重点是增加日光，提高能源性能，并纳入品牌意识和一个高度可见的网站。

The program and design goals for the project were defined in a feasibility study that preceded building design. Having chosen renovation instead of new construction, Emerson was committed to a comprehensive building transformation inside and out. Design goals for the exterior focused on increased daylight, enhancing energy performance, and incorporating brand awareness and on a highly visible site.

 © Don Wong

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艾默生是一个财政保守的组织，在致力于改造伊甸园设施的同时，公司领导层只会资助那些根深蒂固和务实的设计建议。尊重这一价值驱动的目标，设计团队通过严格的结构逻辑，精心加工的重复元素，精致的细节，丰富的自然光和视野，寻求诗意的表达。

Emerson is a fiscally conservative organization and, while being committed to transforming the Eden Prairie facility, corporate leadership would fund only those design proposals that were deeply rooted and pragmatic goals. Respectful of this value-driven goal, the design team sought poetic expression through rigorous structural logic, finely machined repetitive elements, refined detailing, and abundant natural light and view.

考虑到公司对日光的承诺，设计团队建议更换85%的高层外墙。现有墙体采用无保温混凝土砌体，外墙上有一层外露骨料灰泥。两个垂直的16英寸的窗户在中心24‘处的一个结构柱上成对。主要的不透明组件被热破碎的铝幕墙替换为1“厚氩填充绝缘玻璃。现有的建筑被细分为24‘x48’的结构海湾，中钢龙骨间距为4‘。这种严格的表现是重复间距的窗帘在中心4‘-0“，由一个定制挤压1/2”铝翅片覆盖垂直接头。

Knowing the company’s commitment to daylight, the design team proposed a replacement of 85% of the upper level exterior wall. The existing wall was constructed of uninsulated single wythe concrete masonry with a layer of exposed aggregate plaster on the exterior face. Two vertical 16” windows were paired about a structural column at 24’ on center. The primarily opaque assembly was replaced with thermally broken aluminum curtain wall with 1” thick argon filled insulating glass. The existing building is subdivided into 24’ x 48’ structural bays with 4’ on center steel joist spacing. This rigor was expressed in the repetitive spacing of curtain mullions at 4’-0” on center articulated by a custom extruded 1-1/2” aluminum fin capping the vertical joints.

 © Don Wong

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浅淡反光的玻璃反映了湖面、草坪和东面、北面和西面的树木。新的幕墙体积是由一个银铝装饰元素，折叠的框架建筑入口和东向餐厅露台。上面的玻璃体积轻轻地悬浮在一个黑色的铁点砖底座上，在玻璃和地面之间进行中介，并沿着北面的高度协商等级的变化。

The lightly reflective glass mirrors the lake, lawn, and trees along the east, north, and west façade. The new curtain wall volume is surrounded by a silver aluminum trim element that folds up and down to frame building entries and the east facing dining terrace. The upper level glass volume hovers lightly over a dark iron-spot brick base that mediates between glass and ground and negotiates the grade change along the north elevation.

 © Don Wong

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现有的砌体基层是由一座未保温的混凝土砌体墙和直接应用的浅黄色砖砌成的。翻修后的墙将建筑基础扩展为8“，增加了隔热、空气空间和建造真正的暗砖空腔墙。一个连续的玻璃带在底部被设置为共面的砖块，以视觉融合与黑暗的底座。砖块过程中的细微变化在构建条目时增加了一定程度的精细化。

The existing masonry base was constructed of an uninsulated single wythe concrete masonry wall with direct applied buff colored brick. The renovated wall extended the building foundation 8” to add insulation, air space and construction of a true cavity wall of dark brick. A continuous ribbon of glass at the base is set co-planar to the brick to visually fuse with the dark base. Subtle changes in brick coursing add a level of refinement at building entries.

转型：企业工作场所

TRANSFORMATION: CORPORATE WORKPLACE

在内部，爱默生领导致力于一个戏剧性的工作场所文化变革。由来已久的等级制度(封闭的私人办公室，围绕着带有全高度隔间的内部隔间的外墙)被倒置。由此产生的项目更换了28 000平方英尺的外部信封，拆除/重建了165 000平方英尺的内部公司办公项目。

On the interior, Emerson leadership committed to a dramatic workplace culture change. Long established hierarchies (enclosed private offices along the exterior wall surrounding internal cubicles with full height partitions) were inverted. The resulting project replaced 28,000 square feet of exterior envelope and demolished/reconstructed 165,000 square feet of interior corporate office programs.

 © Don Wong

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艾默生致力于颠覆传统的企业等级制度，这代表着企业领导层和员工的深刻文化转变，这被视为伊甸园项目的一个大规模试点项目。

Emerson’s commitment to inverting traditional corporate hierarchies represented a profound cultural shift for corporate leadership and staff that was seen as a large-scale pilot project in the Eden Prairie project.

为了支持文化变革，设计团队协助举办了教育讲习班，讨论目前对企业工作场所的代际和技术变革的研究。拥抱工作场所的流动性，选择灵活的非传统工作环境，非正式会议和合作的空间，以及设计作为公司品牌的表达，都被作为设计目标。

To support the cultural change, the design team facilitated educational workshops discussing current research into generational and technological changes in the corporate workplace. Embracing workplace mobility, choice of flexible non-traditional work environments, spaces for informal meeting and collaboration, and design as an expression of company brand were all embraced as design goals.

 © Don Wong

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12万平方英尺的建筑足迹，理想的制造，对办公室工作环境提出了挑战。设计目标是通过接受新幕墙95‘的内部循环，为所有办公空间提供日光和视野。与玻璃幕墙相邻的区域专门用于开放式办公环境，配备玻璃隔板的低比例工作站。玻璃幕墙的私人办公室就在循环系统内。在循环的内部，项目包括玻璃正面会议室、测试实验室、培训室、垂直循环、厕所和建筑机械设备。

The 120,000 square foot building footprint, ideal for manufacturing, poses challenges for office workplace environments. The design goal was to provide daylight and view to all office spaces by accepting an internal circulation loop inset 95’ from the new curtain wall. Areas adjacent to glass curtain wall were dedicated to open office environments with low proportioned workstations with glass dividers. Glass-fronted private offices were located inboard just inside the circulation loop. On the interior of the circulation loop, programs include glass fronted conference rooms, testing labs, training rooms, vertical circulation, toilets, and building mechanicals.

Architects HGA

Location Eden Prairie, MN, United States

Category Renovation

Principal in Charge Chuck Cappellin, PE, LEED AP

Design Principal Victor Pechaty, AIA

Project Team Dan Peterson; Matt Dunbar; Dave Kippen, AIA; Chris Willette; Dana Hlebichuk, AIA

Project Year 2014

Photographs Don Wong