Projet de Master, Enoncée Théorique by Malaïca Cimenti

CONTRIBUTORS

Alison Horrobin Persello, English teacher, for the corrections of my text. Camille Müller and Stefano Rocchetti, for their graphical help. Claire Piguet, historian of industrial architecture, who sent me the review of Neuchâtel with her useful article. Fabien Coquillat, municipal architect for the city of Neuchatel, for his helpful meeting and borrowed documents from the city of Neuchâtel. Laurent Tissot, historian of contemporary history, who shared his knowledge on Swiss industrial potentials sites. Nicolas Nova, professor at the HEAD of Geneva, for his information and references about fabrication laboratory. Rodolphe Luscher, architect, who sent me documents regarding the project Triades, an urban planning made by his office concerning Suchard’s plant. Thomas Favre-Bulle, post grading architect, for his help and information concerning fabrication laboratory. My diploma professors for their sustain and help. My family and friends for their help and support.

Diploma Professors: Theoretical study: Elena Cogato Lanza Project: Dieter Dietz Maître: Marc Schmit

PDM 2011-2012 Cimenti Malaïca

CONTENTS

INTRODUCTION 1_ RESTRUCTURING INDUSTRIES 1.1_ A capitalist strategy of organization 1.2_ Outsourcing 1.3_ Offshoring

2_ A GLOBAL ORGANIZATION 2.1_ Industry classification benchmark (ICB) 2.2_ Main carriers of goods transportation

3_ NEW GEOGRAPHY OF PRODUCTION 3.1_ Mapping locations 3.2_ Gap between countries 3.3_ Locations 3.3.1_ Land potential 3.3.2_ Site potential 3.3.3_ Plant layout 3.4_ The industrial plant

11 12

4_ SWITZERLAND, A COUNTRY CASE STUDY 4.1_ The Swiss “global” organization 4.2_ Industrial production 4.3_ Swiss production strategy 4.4_ Knowledge production_ A Swiss distinction

02 03 03

08 09

5_ NEW PRODUCTIVE TOOLS AND FUTURE PRODUCTION 25 ORGANIZATION 26 5.1_ Fablab_fabrication laboratory 5.2_ Fablab environment and worspace 27 28 5.3_ Fablabs in the world_Case studies 5.3.1_ The Waag Society_Amsterdam_ Netherlands 28 30 5.3.2_Aro fablab_Majiwa_Kenya West

6_ A SITE APPLIANCE_SUCHARD SERRIERES 33 6.1_ From a small factory to a multinational entreprise 34 6.2_ From a multinational entreprise to a 42 multifunctional site

14 15

7_ CONCLUSION

12 14

17 19 20 20 21 22

8_ BIBLIOGRAPHY 50

INTRODUCTION

This study has been done from the big scale of a global network to a specific site location. This evolving scale is also structuring the chapters treated in this document.

1 Neil Gershenfeld, “Fab, the coming revolution on your desktop-from personal computers to personal fabrication”, New-York: Basic Books, 2005 p 55

A first observation of empty unused industrial buildings in the European landscape was fascinating me a lot. How come that such big spaces can remain empty? This emptiness is even more unexpected while considering an industrial site being fully integrated into a dense urban fabric.

“In the past, art became separated from artisans and mass manufacturing turned individuals from creators into consumers. In the future, there will be universal selfreproducing molecular fabricators.” 1

Neil Gershenfeld

Based on what has been done previously with industrial building heritage, we usually observe a generic approach when industrial buildings are regenerated: the program is in most cases public with a strong reference to its initial function, converting them into museums, bars / restaurants, leisure complexes or multifunctional structures. With this study I will discuss a different approach which is pringing back production in industries. The result of empty industrial plants is explained by the phenomena of the delocalization of industries, which are outsourcing and offshoring. To illustrate the geographical, social and spatial impact of delocalization, concrete examples and studies of Consumers Goods (General Motors and White Goods) are discussed. Through the analysis of closed plants in the White Goods sector, hidden site potentials are revealed. This observation goes further than the space industrial buildings enclose, connecting also the potential of the site they occupy. The interest of unused industrial buildings refers on a bigger scale to its plot, environment, linked infrastructures and services. The link between site and the architecture of an industrial building is very strong. It is site specific and needs an accurate layout in order to reach the ideal working efficiency. I approached industrial plants as being a multipart assemblage of parameters, which all together form an optimum layout for production. The intriguing lack of information concerning Switzerland, in all kinds of market, trading and restructuring program issues, motivated me to analyse its production strategy. It seemed impossible to me that worldwide known Swiss products such as:

Introduction

Swatch, Rolex, Lindt, Toblerone, Suchard and Nestlé, wouldn’t belong to an international trading organization. Measuring the counter side of the consumption society demand and its result on global production strategy, two examples of a more sustainable and new type of production, “Fablab”, will be discussed. This program promotes what mass consumption cannot produce: fully customized small devices. The aim of bringing this innovative production activity in a potential location leads to the investigation of a site: the Suchard chocolate factory in Serrières-Neuchâtel.

The phenomenon of restructuring programs in Consumers Goods production is almost an evident measure to keep on competing on global market. It seems to be an evident solution for industrial development nowadays.

Restructuring industries

1_RESTRUCTURING INDUSTRIES

2 The size of an enterprise is defined by the amount of employees and its annual economical results. Three groups are categorizing enterprises: SME: Micro enterprise, less than 10 employees and an annual result of maximum 2 millions euros. Small enterprise, less than 50 employees and an annual result of maximum 10 millions euros. Medium enterprise, less than 249 employees and an annual result of maximum 43 millions euros. IE: Intermediate enterprise, between 250 and 4999 employees and an annual result of maximum 43 millions euros. BE: Big enterprise of more than 5000 employees. http://eurlex.europa.eu/ LexUriServ/LexUriServ. o?uri=CELEX:32003H 0361:FR:NOT

1.1_A capitalist strategy of organization Many reasons can explain why industries have to face restructuring programs. For example, it could be for ecological reasons that a firm has to move out of a country with strict legislation on environmental issues, into a more permissive one. In some cases it could also happen because of an exhaustion of raw materials, blocking the extraction process of the production. The main reason, in many cases, is global competition. It usually depends on strategic moves rather than environmental constrains. The aim is to respond to a growing demand, which includes a strong competition between producers. In order to react to competitiveness and to meet competitor’s prices, some firms have to rethink their business strategies. If it concerns small and medium enterprises2, in many cases they tend to associate with a bigger group, which markets many brands in different countries. In the case of big enterprises, they tend to relocate production lines, which could be more efficient in term of costs. In this particular case the aim is to produce more, for

less. Capitalist companies will often react to competitiveness by changing their products and their distribution and production organization. Expansion of production to a new location can mean: an additional production line and/or new offers involving market advantages but also, favourable labour and operating costs. Countries offering lower wages and cheap labour costs (essentially emerging countries) are the most attractive in this research of efficiency and productivity. Those low-cost destinations involve a physical restructuring. This moving production line abroad is one of the phenomena, which is affecting industrial buildings at present. The delocalization of production plant has a significant impact on Western European cities, as they were the first industrialized locations of the last century. Restructuring programs can operate on different levels. However one of the alternatives is involving important spatial changes and a new organization of production geography: Offshoring. This physical restructuring relates to the economy of a region, involving significant social issues. Two main alternatives are defined

and identifiable: Outsourcing and Offshoring.

1.2_Outsourcing This alternative involves a very different spatial organization of a firm. It also refers to an important connectivity with other countries and industries, and directly concerns bilateral organization. It consists of integrating the work of another firm for a phase of, or in, the production process. It means that part of the production goes out from the industry limits, but not necessarily out from the country borders. It is more a sharing production organization in the objective of a production profit research. This restructuring program is a more adequate solution for not yet international firms, which aren’t competing mainly on the demand of a global market.

1.3_Offshoring This other alternative answers directly to important competitiveness issues. It refers to an international organization of the production process. Part of the it is relocated outside the

country’s borders in search of economic advantages mainly. This relocation procedure involves a time-space dimension; it could occur over a long time period process or become an industrial business strategy. This study is based on Consumer Goods production. All the examples and references are concerning this specific sector of goods and mainly the plants located in Western Europe. A good example of an industry adopting offshoring as a business strategy is car industry.3 General Motors is a global extension of the car industry. It is grouped into a main industry, which is divided into sectors, first per continent, then per country and afterwards per brand, range, etc. On a General Motors map, we can clearly see that, this worldwide organization is grouping and making one big unit, in spite of all the different locations it concerns.4 It is also interesting to see that they don’t consider the established physical borders of countries, including for example all Russia into GME (General Motors Europe). Mentioning a restructuring program in this case could almost be wrong. It is more appropriate to speak about a

3 This study is based on Consumer Goods production. All the examples and references are concerning this specific sector of goods and mainly the plants located in Western Europe. 4 Peter Scherrer, “focus n.6. The fights for Azambuja and Antwerp: the beginnings of new global challenges. A follow up report on EMF activities at General Motors Europe”, Appendix 4, p 59

Restructuring industries

5 European Metalworkers Federation 6 Peter Scherrer, “focus n.4. Trends and developments in the white goods sector in Europe, A working paper of the EMF” p 11 7 Ibid., p 18 IMG 1 General motors empire

IMG 1

restructuring strategy, as the car industry is fully organized by dispersed plants of production on a global extension. On the geographic scale of Western Europe, the EMF5 report predicts as result from offshoring “…that approximately three to six plants may become ‘redundant’ by 2014.”6 On a social level this involves 30.000 jobs being lost in the related countries. We understand the magnitude of the impact when such a global strategy is adopted. In 2006, this action took place, it is “the beginning of this new global strategy aimed at closing plants mainly in Western Europe

and shifting towards Eastern Europe, Korea and China.”7 In the case of General Motors, the offshoring procedure is seen as a new industrial strategy within a global firm. It is not a necessity due to specific needs of restructuring programs, as some are mentioned in the beginning of chapter 1.1. Main industries on a smaller scale, not as globalized as GM, adopt the offshoring program as a solution to survey on a global market fighting for high competition. The case of General Motors performs on a big territorial scale. First, it involves the small scale of a specific location while

being on a worldwide scale of its whole production. Considering this example as already advanced, (because of adopting offshoring as global strategy) a newer phenomenon of offshoring is interesting to consider. In this case, we can better understand how this change is affecting locations in the first phase of a delocalization. This other example deals more as a time process of changes and development. It refers to the study of manufactured White Goods in Europe. It is, with car industry, the actual most important market of Western Europe. White Goods are white household appliances, which refer to

refrigerators, freezers, dish and clothes washers and dryers, and cookers. The White Goods sector is led by four groups on the global market: Electrolux, Whirlpool, BSH and Indesit. Three of them are European brands.

IMG 2 Four main White Goods brand and country of ownership

Since 1995, we have observed some shutdowns of plants in Western Europe. The explanation is quite simple, an increasing worldwide competition pushes white good companies to reevaluate their production efficiency: location, costs distribution, labour availability, area wage levels, plant efficiency and flexibility and state of the facilities, are key aspects of such an analysis. IMG 2

Restructuring industries

8 Ibid., p 6 9 Ibid., p 6 10 Peter Scherrer, “focus n.4. Trends and developments in the white goods sector in Europe, A working paper of the EMF”, EMF, 2005, p 21 11 Ibid., p 5

For example: Some brands such as Maytag, were purchased by Whirlpool in 2006. Now appertaining to a bigger group, the market strategy of that brand is able to survive on the global market. 8 For leading companies, restructuring programs are an issue. Electrolux is the leader worldwide of white goods production. In 2004, Electrolux informed that by 2008, more than 50% of its twenty-seven Western European plants would close to be relocated in lowcost countries.9 For example, the closure of Electrolux in Nuremberg, Germany, had a strong impact on the region and its employees. Taking into consideration that it isn’t the only industry of Nuremberg taking action in delocalizing industries, the city is facing a complicated situation. Despite the fact that the plant was generating profit, it is one more shutdown for the region. Around 1.700 jobs were lost with the closing of Electrolux. The compensation for these job losses in industry are difficult to replace, specially knowing that Franconia’s region is already known for having the lowest ratio of industrial workers of Bavaria. A possible consequence could be that workers are moving away

from the location in search of work. Of course such a move has also had an important influence on the region’s finances. Through this example we understand the extent of such industrial changes.10 “Under the conditions of an uncontrolled and unregulated globalization”11, this consequence is predictable.

Through classifications and transportation issues, we can see how products are unified on a worldwide scale and how global distances are minimized through its easiness of accessibility.

A global organization

2_A GLOBAL ORGANIZATION

12 http://www. icbenchmark.com/Site/ ICB_Structure IMG 3 Extraction from the ICB the Consumers Goods sector

Industrial trading systems are based on a worldwide organization. Constant competition between different brands in different countries makes the actual global exchange specially challenging. The starting point of this analytical approach is concerning the way industries and production reply to a big demand, in short time, with cheap offer; the request of mass consumption society is steering all sectors of Consumers Goods market.

2.1_Industry Classification Benchmark (ICB): Considering the amount and the diversity of products on the market, benchmark classifications had to be established in order to manage global exchanges and its related economy. The ICB, industrial production taxonomy, puts together all the products which industry can use and produce. It categorizes all markets in sectors within the global economy. The system defines ten industries, which are divided into twenty super sectors, which are further split into forty-one sectors, which finally counts hundred and fourteen subsectors12. It is an essential tool while considering

the different provenances of a raw, finished material or manufactured good. This classification is a common base for traders and international organizations, which analyse, rule and manage trading on a worldwide level Different type of classifications also exist with specific goals of grouping and ranking different industries into the same frame such as: pollution level, raw material usage, bulk and weight, ownership base, capital investment, etc.13 These ranking classifications haven’t been taken in consideration in this research, as they specify an aspect of a product which isn’t directly connected to Consumer Goods market.

2.2_Main carriers for goods transportation: Transportation is a crucial tool for restructuring industry. None of those restructuring programs could take place if one common denominator wasn’t there: Transportation.

IMG 3

Transportation of goods, in a globalized world, is a key topic. We wouldn’t even be able to imagine moving a production

line abroad without an efficient transportation. It is essential to relocate from plant A to B and to assure a good transportation doesn’t matter its destination, on a worldwide scale. For trading goods, it’s important to notice that each type of transport has a specific issue. There are five main types of transportation: railroads, waterway carriers, motor freight, airfreight and pipelines. Railroad is an important part of the total freight. Its variation and adaptability are good aspects for its shippers requirements. It is speedy, flexible and can transport light or heavy material.  Waterway carriers are a lowcost means of shipping bulky products. The speed of transport in this case hasn’t an important issue. Motor freight carriers aren’t the most appropriate for bulky materials. Its main advantage is a door-to-door delivery service. It can then avoid trans-shipment and many handling procedures due to transportation change. Airfreight carriers are advantageous for perishables, medicines, or other type of goods where speed is indispensable. Its safety aspect is also important considering that other transportation can’t offer that guarantee as much as air

13 http:// exploringgeography.wik ispacescomlassification +of+industries

A global organization

IMG 4-5-6-7 Railroad- waterway carriers- motor freight and airfreight. Territory size shows the proportion of the worldwide tonne/ kilometres of freight IMG 4

IMG 5

IMG 6

IMG 7

freight. The costs are therefore much bigger than other types of transportation. Pipelines are also types of carriers, but much more specific than the previous ones. They refer only to crude oil, natural gas and gasoline. On a land aspect, the neverending focus on cheap production is modifying city landscapes by its spatial industrial mutation. These major changes involve a strong repercussion on a social, economical and territorial aspect, maybe even without the industries measuring the related consequences.

Assembling the parameters which lead to the decision of delocalization: mass consumption demand, international competition, wage costs, land costs, laws and restrictions, production costs and labour force, the different kind of production location is evident. A new geography of production is appearing.

New geography of production

3_NEW GEOGRAPHY OF PRODUCTION

14 Peter Scherrer, “focus n.4. Trends and developments in the white goods sector in Europe, A working paper of the EMF” IMG 8 Connectivity of industrial plants. Train and road connections refered to closed White Goods firms.

3.1_Mapping locations Referring to the report of EMF14 concerning the closure of White Goods plants in different European countries, it became possible to identify the location and surroundings of industrial plants. This research is important as it reveals the potential of industrial sites. A potential, which doesn’t only belong to its constructive and architectonic aspect, but beyond the physical object itself, the infrastructures and services linked to the plant and the natural qualities of its location, on a small and bigger scale. We can clearly identify some common characteristics, in spite of the diversity of sites,

which are related to different countries and regions.

3.2_Gap between countries Observing the different strategies of production between emerging and developed countries, a possible future scenario for their production organisation can be considered. Some countries are valuable because of the efficiency and low-cost of their labour force; some other countries are valuable because of their innovations and research. We can understand the growing gap between developed and emerging countries. This gap is perceivable because of the

IMG 8

differences in the countries situations; in developed countries we count the most high-specialized workers, where industrial workers get less. In emerging countries, the economical situation enables the country to develop research and development. Their employees are essentially composed of industrial workers, operating efficiently in manufactured production essentially. We can see the production moving from Western Europe to new Eastern members of the European Union, but also to Turkey and Asia (mainly China and India). It has an important and direct effect on employment;

we have counted thousands of jobs losses in the past few years in Western European plants. This delocalization of white goods industry is especially interesting because it refers to an actual spatial change for Western European industrial zones. Those restructuring programs involving “relocalization”, “deterritorialization” are obviously linked to their consequence of delocalization to another location and another country. The aspect of relocalization is also interesting and complementary for a full overview of the phenomenon, but it won’t be treated in any more detail in this study.

IMG 9

IMG 9 Delocalisation of White goods firms from Western Europe to East Europe and Asia.

New geography of production

15 Roy L. Harmon, “Reinventing the factory II, Managing the world class factory” p 9

3.3_Locations 3.3.1_Land potential Originally, an industry location was motivated by its power sources. Sources of mechanical energy were an essential tool for manufacturing. However with steam energy, it allowed industries to think further than a fixed specific location. The potential of plant sites wasn’t defined by its energy sources anymore. Electricity, oil and gas has definitively offered a considerable flexibility to plant location. The availability of solar energy and atomic power, combined with various packaging and transportation systems are transforming locations aspects. Utilities are the essential constituents that, complementing men and machines, make the manufacturing process fully possible. They are viewed as standard services, which can be provided to manufactures by governmental agencies or privately. However, there are exceptions such as a plant located on a specific topography and can supply its own energy. “A world wide choice of locations is now open to industry as potential plant sites.”15 On account of those extended

New geography of production

possibilities, which as far small as big communities are concerned, a clear awareness of the economical advantages of having an industrial development is multiplying the competition between communities. Towns, cities, states, regions and as well as nations are competing with each other. They all see the important potential of having an industrial base for their economy.

3.3.2_Site potential A plant location and layout have specific reasons and objectives. Categories of advantages for a future plant can help to evaluate a site potential. These categories are based on: population, land, natural resources, fuels, transportation, markets and intangibles elements. Population refers to its type, quantity, character, habits and skills. Land relates to its topography, mineral content, geologic stratification, present values based on use and availability. Natural resources concern water (quantity, chemical content, source, location), quantity and quality of minerals, agriculture and forest. Fuels refer to coal, oil, gas, electricity, fuel reserves and expandability. Transportation

refers to water, rail, car or air access. Markets seen as local, regional, national and international. Intangibles relate to climate, housing, compatibility, community efficiency, services, educational facilities, finances and taxes.16 It is important to mention that some conditions, which were strongly favourable at one time, might invert their effect as soon as a change occurs. The quantity of aspects to take in consideration is significant, and even a stable, perfect solution can depend on so many factors that the equilibrium is continuously in a precarious balance. Those aspects explain why spatial forms of production can be very diverse and evolve over time in various ways.

3.3.3_Plant layout Since all plants mainly have to deal with movements of material (which will be converted, through different production process, to a finalized product), the configuration of the way manpower, machines and equipment moves together is a major point for a firm. The processes of receiving, examining, storing, issuing,

converting, assembling, storing again and shipping have to be seen as an overall process of the production organization. The flow of those different stages must be as direct as possible and all the necessary facilities must respond to it. The starting and ending point of such flows are depending on their location and to the surrounding infrastructures. As a flow is fully dependent on its manufacturing environment, it just isn’t possible to prefabricate a flow pattern and apply it to several situations. It has to be an analysed, which tries to solve the issues established by a particular setting. A good flow between the different steps of the production phases benefits on different aspects on the production. It can maximize workers efficiency, reduce delivery time, facilitate the manufacturing process, reduce risks and minimize manipulations. These organizational elements, within the production process, are essential for a company, which wants to compete on a global market. In any plant layout, the product assembly layout will determine the size and shape of it. The logic of a “just-in-time”

16 Edwin M. McPherson, “Plant Location Selection Techniques” p 7-8

New geography of production

17 Edwin M. McPherson, “Plant Location Selection Techniques” p 29-30 DIAGRAMS Working flows

principle is a method to manage the quantity of mass production. It is based on a continuous and smooth flow with almost no interruption among the different phases of production. Breaks in production are very limited, succeeding a highly controlled stock and inventory levels. This facilitates speed exchange and quantity control, plus it guarantees the quality of a product especially when it concerns component supplies. A plant layout may take in consideration different assembly forms17. In general we can categorize their pattern in six types of working flow; the straight line, serpentine, U-shaped, circular, odd-angle and job shop.

New geography of production

3.4_The industrial plant

when a production line is so big that it doesn’t fit in a standard building area.

The U-Shaped pattern is when a main machine can be used for different stages of the production, and where loading and unloading are done at the same dock.

The Odd-angle pattern is a nonrecognizable pattern. Often chosen for short production lines, especially where material handling is mechanized, where space is limited and doesn’t allow some building changes.

The Straight line pattern is related to an assembly process, which doesn’t require long process of production, with simple and short units.

The Circular pattern is quite similar to the U-Shape + + pattern being a variation of an overall flow. It can be used were a “quality cell” working strategy is established as for a group unit or a modular manufacturing systems.

The Serpentine pattern happens +

The “Job shop” pattern happens when workers are operating on different machines, and move from one to another equipment. It is often found in metalworking or woodworking plants. In apparel industry for example, it would be the pattern of a sample room.

Industrial settings are often reconsidered for adapted production locations, with attractive land costs and transport facilities. The state regularly makes contributions + + to contractors with financial advantages. Our understanding of this specific need as the key point of a global market is its trading system, which is dependent on transportation. The flexibility, more possible nowadays, gives more sites options and its choice still remains very strategic. It doesn’t involve power issues any more, but transportation needs and costs. Taking into account the location aspect, urban industrial sites are slowly disappearing in the actual production strategies. But still, the buildings and industrial plants that suffer of restructuring programs nowadays are relating to urban industrial sites. It almost always refers to Western European Industrialized cities, which are confronting the phenomena and trying to find solutions to offshoring consequences. While analysing these facts, mainly with EMF’s reports, always the same countries were appearing: Spain, France, Portugal, Germany, Austria, Italy,

New geography of production

United Kingdom, Denmark, Sweden and Czech Republic. The total absence of Switzerland was intriguing me. The possibility of any restructuring programs seemed quite impossible, as Swiss products, the most obvious being chocolate and watches, are fully part of the global market. The interest on Swiss industrial organization, as a different case study from the rest of Western Europe, could bring another facet of the delocalization phenomena.

While Swiss brands are proudly sold all over the world as a mark of quality. How come that this country, trading globally, isnâ&#x20AC;&#x2122;t referring to the same industrial issues as its neighbours?

Switzerland, a country case study

4_Switzerland, a Country Case study 4.1_The Swiss “global” organization While questioning: why Switzerland never had main problems in international trade? Why restructuring programs aren’t influencing the country on its industrial production as for others Western European countries? It is interesting to understand Switzerland’s industrial strategy and organization. On a basic level it seems to work much in the same way as other developed countries, but looking deeper into its organization there are big differences. Switzerland has one of the world’s most stable economies. The country is very small and characterized by a high labour specialization. Industry and trade are important aspects of the Swiss economy. Depending on the industrial sector, they export an important amount of their production abroad. Most of its practices are conform to the European Union’s policies, but Switzerland has a protectionism trade rule in place. This rule limits trade between foreign states. Restrictive quotas and pre-established tariffs, on imported goods for example, allow a better control on government capital movement. In past years, these rules where

defined as anti-globalization principles, as differentiating Switzerland too much from its competitors. By regulating and restricting trade with foreign countries, such a protectionism policy emphasizes the protection of workers and business.

4.2_Industrial production In spite of its country size, Switzerland has an important industrial activity. Five main sectors of industry are especially developed and a phase of new development is in process. The main production concerns: food, watchmaking, textiles, machine and metalworking and chemicals and pharmaceuticals. Food industry started with Swiss capacity to produce milk. Actually, a focus point is putted on research of processed food, such as baby food and chocolate. Watchmaking is specialized in luxurious jewellery and precise watch movements. The country is the world’s largest watch manufacturer. Textile industry is specialized in fabric finishing, high-tech polyester and manufacture of high quality yarns. Machine and metalworking is specialized in fine mechanic and precise engines. It can

be mechanical or electrical engineering. Chemicals and pharmaceuticals main interest is research and development. 82% of its output is for export.

Swiss watch manufacturers are responsible of half of world production. 95% of its products are exported. 18

The production of those different industrial sectors is characterized by a same objective: quality, high-tech, high precision and research and development. The focus on quality is the strength and what distinguishes Switzerland from its international competitors. The significance and image of the “made in Switzerland” is already associated to quality, tradition

and innovation.19 The strategy based on quality and research is the way Switzerland is competing on global level. The reason why restructuring programs are not such a fatality is because the production line process itself isn’t a major aspect for Swiss production anymore. In the 1950’s, a transition from an industrial economy to a service economy occurred. Workers tended to choose the tertiary sector, seen as a safer option. Since then the service sector has been the fastest growing.20

4.3_Swiss production strategy While looking at the offshoring and outsourcing phenomena in Switzerland, it is surprising to notice its rarity. Switzerland

IMG 10

18 www.swiss.org.tw/ trade/industries.htm 19 image: http:// nation-branding. info/2007/09/24/swissmade/ 20 en.wikipedia.org/ wiki/Economy_of_ Switzerland IMG 10 Value associated with Swiss brands

Switzerland, a country case study

21 http://www.swiss.org.tw/ trade/industries.htm 22 Huntsman.com, news rubric, “Huntsman Announces Significant Restructuring at its Textile Effects Business in Basel, Switzerland” 23 http://www. produktive-schweiz. ch/ProduktiveSchweiz/ media/ ProduktiveSchweiz/ Docs%20de/die-neuearbeitswelt.pdf

approaches this issue in a different way than other European countries do. In the Swiss case, it represents almost is a positive occurrence for their new production strategy, than a big loss for the country industry. “The Swiss industry concentrates on highly developed specialized products and services.”21 We understand better that Swiss firms are playing on a different level than the capitalist mass production competitors. An eventual restructuring program gives a specific industry the opportunity to carry out intense research and development on its previous product characteristics, without stopping its actual production, but moving it out from the Swiss territory. Looking at the textile industry: Switzerland already benefits from a good reputation on its diverse specialized products, such as StGallen’s embroidery or Zurich’s silk, muslin, organdy, and voile. Textile industry went under strong changes and restructuring due to global competition. Huntsman Textile chemical industry, is an important producer of various textile products in Switzerland. By 2013 it is predicted that all the Swiss textile production would move in China and India, the key manufacturing sites

Switzerland, a country case study

of Huntsman. Adding to this, Huntsman headquarters moved from Basel to Singapore in 2009. 22 These changes could mean an important amount of job losses and a big restructuring for this industry, but this isn’t. Huntsman isn’t moving out from Switzerland, its production line is. Huntsman main textile research and development is now established in Basel. This specific department develops highly specialized textiles for technical uses. High quality implemented to a specialized manufactured level, gives Huntsman’s products a higher status compared to other competitors. By this example we can understand this moving geography of production, which is concerning all countries and undifferentiated production of goods.

4.4_Knowledge production_ A Swiss distinction In spite of these comparisons between Switzerland and other trading countries, a fundamental distinction makes Switzerland a special and maybe even unique country. “The most important resource of Switzerland is brain. Knowledge work is THE working method of the future base of the

Swiss competition strategy.”23 Switzerland has a strong knowledge society. Compared to industrial work, knowledge workers do not produce directly physical products but knowledge, ideas and concepts. Industrial work is already strongly automated and doesn’t require any specific workers qualifications.

More than 50% of our working society are today knowledge workers. 24

For the Swiss economy and society, these new working methods are not yet fully understood. Any precise research on the impacts of productivity of knowledge, of information workers, has been established. Some organizations are making of this question a full time job.25 A transformation, from an industrial to a knowledge society, has been clearly visible for a few years, in particularly in developed countries (such as United Kingdom, Netherlands, Germany, France, ….). We have observed some major changes in work organization. People are building up online networks, to access other people and

information more easily. A new type of globalization is occurring. We aren’t referring to the one Consumers Goods is facing with trading systems and competitiveness. It’s a more abstract globalization, a globalization of knowledge, information and of interpersonal communication. It is different to capitalist industrial production strategies, or maybe it’s an alternative and different branch of a capitalist strategy. In summary, a new and different work organization is emerging.

24 www.produktiveschweiz.ch 25 for example: Graft or CeTIM,.

â&#x20AC;&#x153;Create not consumeâ&#x20AC;? Neil Gershenfeld 26

Industrial production VS Digital production

26 spectrum.mit.edu/ articles/normal/fab-lab/

New productive tools and future production organization

5_NEW PRODUCTIVE TOOLS AND FUTURE PRODUCTION ORGANIZATION 27 Neil Gershenfeld, “Fab, the coming revolution on your desktop-from personal computers to personal fabrication”, p 19 28 Massachusetts Institute of Technology 29 Neil Gershenfeld, “Fab, the coming revolution on your desktop-from personal computers to personal fabrication”, New-York: Basic Books, 2005 p 4

Considering that Swiss society is becoming a knowledge society, the difference between industrial workers and its production is enormous. Knowledge work operates on a complete different scale of production. It is considered as very limited for mass consumption. The production of knowledge work wouldn’t be economical and practical using the principles established for a big demand and a big amount, as industrial production can do. This knowledge production refers to a complete different kind of production, product quantity and form of consumption. Knowledge work, more often defined as Fabrication Laboratory (Fablab) or Creative Laboratory (Crealab), is characterized by flexible and selected machinery, made for digital fabrication. Various uses of materials and machines are possible, but computer tooling always controls them. In any case Fablab has one objective, which is “How to Make (almost) Everything”.27

5.1_Fablab_ Fabrication Laboratory The notion and creation of Fablab is attributed to Neil

Gershenfeld, Director of MIT’s28 Centre of Bits and Atoms (CBA). His first observation was to notice the increasing amount of personal computers. Knowing that computers controlled a lot of machineries, a fast association of thoughts could be done. The fact that computers were becoming an ordinary tool to everyone was also meaning that everyone could become its personal fabricator. Fablab tells how people became remarkable users of the tools they disposed. “With a personal fabricator, instead of shopping for and ordering a product, you could download or develop its description, supplying the fabricator with designs and raw materials.”29 It all started at MIT University, while Neil Gershenfeld was teaching personal fabrication to his students. This course was bringing together around fifteen faculties from the campus. The purpose was to consider the possibility of personal fabrication. The enthusiasm of the students was directly visible. This has been the starting point of Fablab: A diverse team of people and various knowledge fields brought all together for a specific personal project and not a market needed production.

Fablab encourages individuals to create small and smart devices fully customized. This is the reason why almost everything can be made, everything that cannot be bought, everything that cannot be thought for mass consumption, everything that is so personal and specific that only you can think about it, and then make it.

5.2_Fab Lab environment and workspace The importance of an urban location is crucial; exchange of knowledge between diverse people is the strength of such a work organization. Productive exchanges are especially favourable in urban contexts, within a mixed and dynamic environment. An isolated location

wouldn’t offer much potential for development. Information workers / knowledge workers are the new players in this production type. It involves considerable changes in work organization, knowing the industrial principles of production process. Collectivism is the key of this form of productivity. This collective exchange is already improving and visible nowadays by the omnipresence of connectivity. The range and flexibility of communication tools are encouraging people to reinforce their networks, to easily access information and reach other people. Advanced technological equipment is needed to deal with this flow of information and such collaboration between a range of players. In term of spatial needs, a

IMG 11

IMG 11 Example of a Fablab product

New productive tools and future production organization

30 Centre for Bits and Atoms 31 cba.mit.edu/facilities/ index.html 32 fab.cba.mit.edu/about/ labs/

Fablab production organisation requires a small scale workshop. It isn’t dealing with big machineries, bulky materials, important stock and merchandise transportation as mass consumption production does. These workshops can have some facilities in addition to their primary function of fabrication. Taking in consideration that an unpredictable amount of collaborators could work on a project, for an undetermined time, in an external location that their home base, some extra services have to be provided. We can see, through two diverse examples, that a fabrication laboratory deserves more than just a laboratory. Public services such as hotel, conference rooms, restaurant, etc., are applied in order to make a comfortable accommodation and an interesting contribution to a collective work typology. Having taken the example of Switzerland as a location and country organisation, the Fablab could implement its production with the knowledge and the research that the country is already doing. The principle of permitting individuals to produce smart objects, whatever those could be, is remaining the essential distinction of a Fablab production.

New productive tools and future production organization

5.3_Fab Labs in the world_ Case studies In general, all Fablabs are part of the MIT’s CBA30 program of Neil Gershenfeld. This improves his research on the boundaries between physical science and computer science. “MIT’s Centre for Bits and Atoms manages a facility for making and measuring things on length scales from atoms to buildings. Rather than requiring user fees, it is funded by CBA’s research programs for use by participating researchers, with additional available time shared with collaborating programs.”31 They are already many official Fablabs spread all over the world: Afghanistan, Belgium, Costa Rica, France, Germany, Ghana, India, Kenya, Netherlands, Russia, Spain, USA, and many others are planned.32

5.3.1_The Waag Society, Amsterdam, Netherlands This Fabrication laboratory is situated in the centre of Amsterdam. It is located in the second oldest building of the city. This creates a certain attraction and interest for

tourists and people curious and interested to use the Fablab. The Fablab workshop is equipped of digital machineries, electric and hand tools, design spaces and materials on stock. The different tools allow producing 3d models and prototypes of diverse sizes and materials. Beside the production tools, the Fablab staff can help with the different programs and files extensions. This Fablab offers its services to different kind of users: businesses, communities, schools and individuals. For each user, specific services are proposed in order to reach the diverse needs: The business clients will have the possibility to rent spaces for presentations or discussions in the building itself. The communities or group organization will find spaces to meet and discuss on new ideas and form teams. The working field of those groups can be various and unlimited. Everybody having innovative and incredible ideas is welcome. Schools and all kinds of educational programs, will dispose of spaces to develop ideas, getting knowledge on technical issues and information on how to think and built prototypes. The Waag society is promoting an

innovative medialab centred on education and its imaginative use of new technologies.33 Individuals refer to entrepreneur, inventors or whatever person interested to create a product or solve problems. The Fablab is the perfect place to produce fast ideas, in a cheap and easy way. Two days in a week, Tuesdays and Thursdays, are especially dedicated to individuals. The Fablab gives information and free access to the machines and diverse tools.

33 fablab.waag.org/ IMG 12 Workspace in the Waag Fablab

An organisational system of days and users, allows the Fablab staff to organize their services. In fact, depending on the users, and of a profit or non-profit production, some costs will be applied to the clients. The use of the facilities can be reserved for hours or days if needed. The

IMG 12

New productive tools and future production organization

34 www.arc-kenya.org/aro/ index.php?option=com_ content&view=article&i d=67&Itemid=27

materials and support from the Fablab staff can be added to the proposed services. The prices are obviously varying with the needs and type of users. The Waag Society website gives additional information about suppliers and materials lists, techniques and possibilities of machines production and all supplemental needed instructions.

5.3.2_Aro Fablab, Majiwa, West Kenya

work on, are mostly to help and empower the population and to offer them future perspectives. During workshops it is often happening that external people are curious to see what is going on. People from all ages are collaborating on some intriguing and unexpected projects. In general, the persons participating and using the Fablab computers and machines are surprised about the accomplished projects, while starting from a small idea or problem. Through three diverse examples we can understand the extent of projects, which can be done within a Fablab. ARC Kenya helps AIDS orphans to access education and encourage them to live in a community. SANA, an external international childcare association, helps them to get technical knowledge on different disciplines, (for example: carpentry and masonry) to learn a profession. They get very different skills, which will help them for the future.34

ARO Fablab Kenya West started in 2009. The location is more complex and particular than for the previous Dutch example. Kenya isn’t a developed country so far, and some primary needs are missing. The programs, which the Fablab sustain and

MMW, Majiwa Modern Wavers is an activity generating income. The program gives possibility to local women to lift up their life standards, being able to pay school fees for their children for example. The work of this group of women consists in weaving

This type of Fablab is offering services to various interested users. Some additional advantages are proposed to facilitate exchanges and promote innovative projects. Another Fablab, Aro Fablab, Kenya West, also part of the MIT’s Centre of Bits and Atoms program, is interesting to compare. The principle is the same but the extremely diverse location makes the difference.

New productive tools and future production organization

cotton objects, such as belts, bags, ropes, baskets, jewellery. For each object a group member produces, she gets half of the money.35 In the same idea as the last example we can also mention the MMC, Majiwa Modern Caterers. It is a group of women wanting to become specialists in cooking and offering a very good accommodation. They prepare food on a daily base for ARO guests, orphans and members. They also clean and prepare the guests rooms, for people visiting ARO Fablab.36

unused Swiss urban industrial sites, it was important to make everything fitting, as puzzle pieces. An urban site is needed to bring full power to the Fablab; the knowledge workers of a region must be involved into this new form of production; a site well connected in various ways to welcome flows of potential collaborators and users; a site which could bring together program and location, in order to have an optimal concentration of ingredients; a site which wouldn’t suffocate the small interventions of a laboratory; a site which could bring back some essential aspects of its previous activity: innovation and quality.

35 www.arc-kenya.org/aro/ index.php?option=com_ content&view=article&i d=64&Itemid=27 36 www.arc-kenya.org/aro/ index.php?option=com_ content&view=article&i d=69&Itemid=27 IMG 13 Workspace in Aro Fablab

Through these examples we can see the difference of usage of the Fablab, but in each cases, it shows great developments, with the particularity of having a membership and collaborative enthusiasm and energy. This Fablab is more considered as being an educational centre, composed by different members. It is widely open to every person that wants to use the laboratory, following the mission of ARO: sustain peace and decrease poverty. Through the different examples of the Fablab production activity, and knowing the significant IMG 13

A strong topographic contrast, a disorderly accumulation of buildings through time and, a legendary production with an after taste of sugus and chocolate.

A site appliance_Suchard Serrières

6_A SITE APPLIANCE_ SUCHARD SERRIERES

37 Jean-Pierre Aubert, “Les friches industrielles, un potentiel a exploité: Anciennes fabriques Suchard, Les principaux obstacles: transparents” document pdf 38 Ibid 39 Rodolphe Luscher,” TRIADES”, p 6 40 Claire Piguet, “Un site a lire en filigrane: l’emprise architecturale de la chocolaterie Suchard à Serrières” pp 17- 60 IMG 1 Photo of the building leveling under the Pont de la Gare.

The site “Chocolat Suchard” is an urban industrial plant of three hectares. It is located in Serrières, in the region of Neuchatel. The city of Serrières is a main west entrance door for the main city, Neuchâtel37; it is located close to the French border, with a good infrastructure of buses and trains, as well as being close to Geneva airport. The evolution of the city is characterized by its industrial development. In less than a century, a location composed essentially of small manufactures

including Suchard’s one, grew into a dynamic and important city38. At the beginning of the city development, the valley was the vein of the working and living daily life. We can still perceive this nowadays, while looking into the valley. The unusual visual effect, characterized by a disordered aggregation of buildings combined with the topography, gives a unique setting and quality to this place. A network of footbridges and bridges connects a total of twenty-five buildings, with a level difference of forty meters.39

IMG 1

6.1_From a small manufacture to a multinational enterprise The evolution of this industrial production is explained through the building acquisitions and the main development of the production process. That’s why an analysis of the main phases, in a chronological order, is essential for a complete comprehension of the site. It started in 1826, when Philippe Suchard founded his first manufacturing plant, in the valley of Serrière’s river, Rue des Usines.40 This specific location

IMG 2

has been the starting point of the city. At the time, a few different manufactures where setting up precisely in that area, taking advantage of the hydraulic energy from the four hundred fifty meters long river. Metal, wood, paper, textile works and mills were all located in the valley of the Serrière. (Refer to MAP 1)

Description of the various activities in the site map on the right: 1.spinning 2.dyeing 3.spinning 4.housing 5.housing 6.hostel 7.stable

8.housing 9.joinery, carpentry 10.housing 11.housing and chocolate factory 12.stable 13.office 14.housing 15.millstone 16.mill 17.stable 18.brewery 19.dyeing 20.housing 21.mill 22.sawmill 23.steam rooms

IMG 2 SITN map of Serrières in 1838. Serriere’s valley where the city started its grows MAP 1 Diverse activities taking place in the valley around 1900.

MAP 1

2 3 4

10 11 13

12 14

17 9

7 18 23 8 6 19 20 22 21 5

A site appliance_ Suchard Serrières

MAP 2 Site in 1837 MAP 3 Site in 1855

A site appliance_Suchard Serrières

In 1837, to assure the perennity of its enterprise, Philippe Suchard bought the actual building and extended it with two more buildings, which were attached and surrounding the original location. (Refer to MAP 2) In 1855 the son of Philippe Suchard joins the direction of the manufacture. An important growth in production and

MAP 3

building scale of the familiar fabrication occurred. (Refer to MAP 3) With this extension, six new buildings are added to the existing three. In addition this acquisition includes the water property and the biggest water wheel of the valley. Suchard manufacturing started to dominate on the small valley. In 1860, Neuchâtel’s railway station is connected to the European train network.

MAP 4

In 1873, the factory expands into twenty-four buildings. The twelve new constructions (the double compared to 1871) are mainly located in between Pont Berthier’s and the Pont de la

Gare. (Refer to MAP 5) It might seem difficult to imagine a cohesion and efficient production process through all those different buildings. We can already look at the site as a composition of three groups of condensed constructions. However, knowing the extension of the production through numerous buildings, an important external network of bridges is set up. We can then see a complex mesh of rails designed for goods transportation within the production plant. The network is composed by different parts of open, covered, on and underground settings. (Refer to image 3)

From 1870 it is worth noting how many architects and

From 1860 and until 1882, we can see how Suchard conquest the whole valley. In1871, the plant was made up twelve buildings. (Refer to MAP 4)

MAP 2

MAP 5

IMG 3

MAP 4 Site in 1871 MAP 5 Site in 1873 IMG 3 Rail network, 1906

A site appliance_Suchard Serrières

41 Ibid., pp 43- 45

buildings in total.

MAP 6 Site in 1882 IMG 4 View onthe Pont de la Gare, 1870 IMG 5 View onthe Pont de la Gare, 1890

In 1880 Suchard was the first Swiss chocolate manufacturer to open a firm abroad and produces half of the national Swiss production.

all their different properties to make them profitable, a new type and size of factory is developed.

(Refer to MAP 6)

(Refer to MAP 7)

MAP 6

contractors participated in the rehabilitations, constructions and reorganisation of the industrial site. In1876, for the fiftieth anniversary, the manufacture counts approximately one hundred employees. From 1882 the properties acquisitions are more located further south, after Pont Berthier.41 In 1882 the enterprise consists of thirty-six

Some pictures taken around 1870 and1890 are a great demonstration of the evolution of the chocolate factory and its architecture. (Refer to image 4-5) From 1886 until 1908, Suchard will provide some housing for its employees. The area is called “Cité Suchard”. It was a five steps constructions of small villas, located on the south of the valley, facing the lake. (Refer to MAP 7

IMG 6

A different architectural typology is envisioned, meeting the new needs of the company. Large free surfaces and dimensions are emphasized. An open plan model is chosen improving the evolution of the production process. New structures and building materials (such as concrete and steel) are used for a better resistance to the weight of the machines and for fire safety. Bigger openings are created in order to bring more light and aeration in the buildings. Good examples of these new types of constructions are the called “L’orientale”, “Fabrique Rouge” and “Fabrique Metallique”, which was referred.

IMG 6 “Plan incliné”, connection to the train station MAP 7 Site in 1912

(Refer to image 7-8-9)

1890 is an important year in the history of Suchard and Serrières; it marks the opening of a railway station linked with Neuchâtel and its international network. The factory is connected by a “plan incliné” to the station. The chocolate company opens its doors to international exchange. (Refer to image 6)

Despite the constant effort of modernization, the industrial plant, because of its buildings articulation, wasn’t complying to efficiency and quality standards. Being extremely difficult to adapt IMG 4

IMG 5

MAP 7

A site appliance_Suchard Serrières

42 www.swissworld.org/fr/ population/portraits_ de_chocoatiers/ philippe_suchard/ IMG 7 L’orientale, 1890 IMG 8 Fabrique Rouge, 1906 IMG 9 Fabrique Metallique, 1906

A site appliance_Suchard Serrières

Through the observation of Suchard’s evolution in industrial changes and constructions, it is interesting to refer to a quote of Claire Piguet, historian of industrial architecture: “Par nature, l’architecture industrielle est en effet conçues pour produire et être rentable, mais rarement pour marquer son environnement d’une empreinte architecturale durable ou monumentale. Ce sont des lieux de fabrication bâtis selon des impératifs industriels, notamment la cohabitation de machines, de force motrice, de main d’oeuvre et de matières premières.”42

IMG 8

it isn’t possible to consider this plant like we view others in chapter 3.3.3_Plant layout . Here, the feature of a building puzzling typology is more a consequence than a planned solution and rarely functions well for a production process. As mentioned previously in this

This is a normal way to describe industrial buildings, but in this case we clearly understand that

study, the spatial organisation of an industrial plant is crucial for its efficiency. In this case, it doesn’t start with the most efficient solution, as the process has been to add, in time, neighbouring buildings, in order to form an overall. Even with this difficulty, we can see a positive side to it. In the above citation it is mentioned that industrial constructions don’t put any effort in bringing any architectural value to buildings. After seeing the pictures of L’orientale, Fabrique Rouge and Fabrique Metallique, we notice that a certain architectural language characterizes these new constructions, giving them a significant value. Maybe the wish to differentiate their modernity from the existing buildings was implemented by the aim to respond to contemporary needs and production efficiency. The Suchard industrial plant benefits from a certain monumental victory, a completely new aspect for the city and its inhabitants.

This change allows Suchard to extend the plant out from the river valley, implementing the plant with a few other buildings. Two big manufacturing halls step out from Serrière’s valley to take place along Rue de Tivoli. The site size, as visible in 1912, will be adequate only until the mid twentieth century. (Refer to MAP 8) Even if some buildings were already outside of the valley, the fire of L’orientale in the gorge in 1957 will definitely push out all future buildings from in the valley.

43 citation of Claire Piguet, “Un site a lire en filigrane:l’emprise architecturale de la chocolaterie Suchard a Serrières” p18 MAP 8 Site in 1984

In 1970 Suchard acquires Tobler. The group is then named Interfood SA. Toblerone chocolate is then added to the previous main products of Suchard: the

In 1905, Suchard’s company becomes a multinational player. It is made up of plants in Germany, Austria and France. At this time, the Swiss plant employs 1700 workers.43 In 1908 Suchard changes from hydraulic to electric energy. IMG 9

IMG 7

MAP 8

A site appliance_Suchard Serrières

44 Claire Piguet, “Un site a lire en filigrane:l’emprise architecturale de la chocolaterie Suchard a Serrières” p60 45 Jean-Pierre Aubert, “Les friches industrielles, un potentiel a exploité: Anciennes fabriques Suchard, Les principaux obstacles: transparents” document pdf 46 blog.sansonners.ch/ post/chocolat-suchard/

candy Sugus, the drink Suchard Express, the milk chocolate La-DoRe, the chocolate Milka and the Rocher. The last important construction dates from 1982. The seven newer constructions are located on the north and south side of Rue de Tivoli, built between 1910 and 1982.44 The beginning of the end occurs in 1982, when Jacobs buys Interfood SA. The group, then named Jacobs Suchard Tobler, moves the main production line from Serrières to a sophisticated and modern firm in Berne. In 1990 Jacobs Suchard Tobler is sold to Kraft, affiliated to the giant Philip Morris. From 1993 until 1996, the production of Sugus takes still place in Suchard’s plant. From 1996, the whole site ceases any form of production.45 Except for the Toblerone, still produced in Berne, all the other products of Suchard are distributed all over the world, proudly mentioning on the packaging: “chocolatier depuis 1826”.46 It is through those important phases that the site developed, like stratus putted together one

A site appliance_Suchard Serrières

after the other and bringing everything together as a big puzzle. The site itself translates a continuous evolution in time, which portrait fairly Suchard manufacture. Through innovative type of production, precocious mechanisation processes and the familiar dimension, the site has a lot more to tell. In this work the intention is to show how the evolution of the manufacture is translated into buildings and space articulation. Referring to chapter 3.3.3_Plant layout, this analysis is an important explanation of the non-visible typology of a production layout. An explanation to this is probably the notable and constraining topography of the location. But in spite of this, the spatial organization of the plant had a certain coherence and no rupture is visible through the different buildings. This is an outstanding aspect considering the way how the industrial plant developed, translating a constant architectural and industrial evolution.

6.1_From a multinational enterprise to a multifunctional site When the site stopped producing all kind of Suchard’s products,

it was a big site to redevelop. Its configuration was cutting out the site in two parts: the first one located in the valley, and the second one, newer one, taking place on the north and south of Rue de Tivoli. As we could clearly see in the overall site map of 1984 MAP 8, much bigger buildings, enclosing large surfaces, characterize the second part. The first part is more composed of lots of small surfaces. When the site had to be rented out, the smaller spaces in the valley showed immediately more success. Their surfaces were adapted to different types of activities and became fast reused and occupied. Sports and leisure activities, small offices units, even a restaurant in one of the chimney took place in the site. Philip Morris, to develop a research section for its industry, kept the northern and last building of the valley (Refer to Map 9/ 1). In between Philip Morris and the Fabrique Rouge, some offices such as an estate agency from Geneva occupy the site (Refer to Map 9/ 2). A restaurant took place in the old sugar silo (Refer to Map 9/ 3). The next building is used as range deposit (Refer to Map 9/ 4).In the Fabrique Rouge different working activities inhabit the building: architects, engineers,

MAP 9 Description of actual activities in the valley

1 7

3 10

MAP 9

A site appliance_Suchard Serrières

insurances, services and facilities for disables. (Refer to Map

47 refer to MAP 8 48 http://urbanites.rsr. ch/blog/rehabiliterle-friche-suchard-aneuchatel/

9/ 5)

On the northern part of the site, after Pont Berthier, we can find a small alternative theatre, a Portuguese club and some changing activities. (Refer to Map 9/ 6) It is the most unused part of the valley nowadays. A mix of functions takes place in the valley, using as efficiently as possible the previous chocolate manufacture. Of course the uniformity of activities isn’t comparable as Suchard usage of the site, but somehow it returns to its initial form, where all kinds of work and handcraft motion were occupying every single building.47 Speaking about a future envision of the valley, Ola Söderström, professor at the geographical Institute of Neuchâtel, mentioned: “(...) I could see the development of activities that have already developed in vacant buildings from 1996. Innovative and creative activities, such as it existed in the past Flon in Lausanne.” 48

MAP 10 Assignments plan

As it usually happened, the site could redevelop and offer interesting spaces for new occupations. The city of Neuchatel has made a development plan for the site, with a clear definition of the MAP 10

buildings functions and the intention to uncover some covered parts of Serrière’s river and furnish, at the end of the valley, the pleasant green and woody area. (Refer to Map 10-11) For the constructions themselves, no changes are planned, as the existing buildings aren’t specially damaged. No re-affectation, demolition or reconstructions are planned. On the eastern part of the valley, and all along the river, the buildings are mainly welcoming housing. (Refer to Map 9/ 7-12) An interesting mixture of functions is occupying nowadays the valley, with a good quality of life for workers and residents.

MAP 11 conceptual planification

On the second part of the site, some bigger volumes are taking place on the road level after Pont Berthier, on north and south of Rue de Tivoli. It refers to the last constructions Suchard needed to reply to the strong demand of chocolate. Nowadays those spaces are too large to find a potential activity, which could make use of them. The enterprise ARTUFABE SA, which bought them, found a huge potential in the location they are occupying; on a viewpoint facing the lake, with a south orientation, interesting urban situation and good accessibility; all ingredients that predicts a MAP 11

A site appliance_Suchard Serrières

good future for that location. Unfortunately it didn’t seem to be enough for making an interesting development of the area.

IMG 12

IMG 13 49 Rodolphe Luscher architecte FAS/ SIA urbaniste FUS/ Lausanne, “Le site des anciennes usines Suchard/ NeuchâtelSerrières”, p 2 IMG 12 existing plan 1992 IMG 13 Luscher’s proposal

The architectural office Luscher architects from Lausanne has been in charged to propose a project, including the industrial plant, located on both sides of Rue de Tivoli. (Refer to image 12-13) According to urban principles, the north side would keep its industrial function. The actual area counts 17.680 sqm of land; the zone would be densified with extensions on the existing buildings, which occupies 20.420 sqm. It would bring the constructions to a total amount of 39.910 sqm, which could be used for industrial purposes. The density factor of the actual industrial zone is about 1.2 and would increase to 2.3. In proportion 65% of handcraft activities would take place on the north of the plot, close to the railway station, and 35% of offices would be directly connected on the south of the plot with Rue de Tivoli.49

This south part is differently approached and refers to a special development plan. Its new planning includes a mixed zone with a housing program and important green spaces. It seems a good option as the plot is facing south orientation and enjoys from a great view on the lake. This regional urban zone has a very good accessibility by car and public transports; highway, buses and train are attached to the area.50 The aim is to develop the previous industrial complex of Rue de Tivoli into a new activity and development centre for the city of Serrières. It is an important part of the west side entrance of Neuchatel’s city, and is directly connected with the highway. This development

is an important move for both cities. The objective to change the existing image of the area into a modern icon could be a promising project. The inhabitants of Serrières are unfortunately fully opposed to these new developments. Higher traffic, polluted air and increase of noise are the main arguments, which brings them all together against any proposal. It is important to mention that the proposed project is quite a big change. For the city landscape, these new constructions are speaking a complete different language than the surrounding constructions.

50 Office Fédérale de l’Environnement: www.bafu.admin.ch/ bodennutzung/index. html?lang=fr IMG 14 various transport lines IMG 15 transport lines and built volumes including the new project of Luscher architects

(Refer to image 14-15)

The start of the project for Tivoli north and south started in 1993 and is still frozen nowadays.

The south side area counts 20.914 sqm, with an actual industrial function. The existing constructions represent 10.090 sqm of land occupation, a corresponding density of 0.5. IMG 14

IMG 15

CONCLUSION

IMG Actual plan of Neuchâtel- Serrières, 2010

Through the analysis of the phenomena of restructuring programs, a change in industrial production became clear. Western European industries are suffering from moving production lines abroad. Mass consumption production is pulling down Western European plants and its workforce. This observation brought me to the wish of finding a more sustainable type of production.

51 Office Fédérale de l’Environnement: www.bafu.admin.ch/ bodennutzung/index. html?lang=fr

An Industrial plant is an exceptional type of architecture, which is more than just its construction: it refers to a very strategic setting, contributing financially with its location, in a very specific site. For these specific reasons I find it logical to don’t remove the primary original function, production, from its site. Knowing the consequences of mass consumption demand, I searched for a new type of production process. It has to be based on a different quantity of products and a different consumer’s request to work differently. The fabrication laboratory (Fablab), defined as sharing knowledge and digital production, focuses on non-mass consumption production. With this production principle, obvious differences from industrial production are potent and convincing me. The strong aspect of collectivity and connectivity of the Fablab is specially interesting. In constant evolution, this flexible work organization is based on a strong notion of time and space development. The Suchard plant in Serrières responds positively to new working methods, different production process and regeneration of its site in time. By its size, site variety and its major inoccupation, this site is fullfilling all the parameters for a promissing regeneration. The location of Serrières is still inhabited by some previous Suchard’s employees or members of their family. The Cité Suchard is the main place where they cohabit, full of memories from that glorious time. Maybe a development through time, in different stages would make the development of the area less conflicted and benefitting to everyone. I strongly believe that it is essential to make the inhabitants interact and participate to this new phase and new face of such an historical symbol. A Fablab is an interesting proposal as it would be a dynamic activity for the site, the city and its inhabitants. It would bring an encouraging and stimulating novelty, giving full power to the west entrance door to Neuchâtel.

“En Suisse, des centaines de friches industrielles, don’t la surface totale équivaut à celle de Genève, sont sous-exploitées ou tombent en friches.” OFEV 51

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BIBLIOGRAPHY Books:

Review and article:

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Antonio Negri, Michael Hardt, “Empire”, USA: First Harvard University Press, 2001 Carol Berens, “Redeveloping industrial sites: a guide for architects, planners, and developers”, Hoboken, N.J. : Wiley, 2011 Edwin M. McPherson, “Plant Location Selection Techniques”, Park Ridge, N. J. : Noyes Publication, 1995 Hilde Heynen, “ Architecture and Modernity”, Cam Massachusetts: MIT Press, 1999 John Rees, Geoffrey J. D. Hewings, Howard A. Stafford, “Industrial Location and Regional Systems: spatial organization in the economic sector”, Brooklyn, N-Y 11243, J. F. Bergin Publishers, inc., 1981 Neil Gershenfeld, “Fab, the coming revolution on your desktop-from personal computers to personal fabrication”, New-York: Basic Books, 2005 Ray Hudson, “Industrial restructuring and spatial change: myths and realities in the changing geography of production in the 1980s”. Occasional publication No.27, Department of Geography, University of Durham, 1992 Roy L. Harmon, “Reinventing the factory II, Managing the world class factory”, N-Y: The Free Press, 1992

“Les annales de la recherche urbaine: Industrie et territoires”, N.29 Janvier 1986, Paris, Centre de Recherche d’Urbanisme, éditions Dunod

Site study brochure: Rodolphe Luscher architecte FAS/SIA urbaniste FUS/Lausanne, “Le site des anciennes usines Suchard/ Neuchâtel-Serrières”, 18/12/1992. Rodolphe Luscher,” TRIADES”, Neuchâtel: ARTUFABE SA, 1993

Internet and pdf documents: Jean-Pierre Aubert, “Les friches industrielles, un potentiel a exploité: Anciennes fabriques Suchard, Les principaux obstacles: transparents”, Zürich Organisation ARE et OFEFP, journée d’études du 1er septembre 2004 Peter Scherrer, “focus n.4.Trends and Developments in the white goods sector in Europe, a working paper of the EMF”, EMF, 2005 Peter Scherrer, “focus n.6. The fights for Azambuja and Antwerp: the beginnings of new global challenges. A follow up report on EMF activities at General Motors Europe”, EMF, 2004 articles.famouswhy.com/different_modes_of_transportation_of_goods/ www.arc-kenya.org/aro/

Bibliography

www.bafu.admin.ch www.emf-fem.org fab.cba.mit.edu fablab.waag.org www.huntsman.com www.swissinfo.ch www.swissworld.org/fr/population/portraits_de_chocolatiers/philippe_ suchard www.swiss.org.tw/trade/industries.htm www.worldmapper.org www.wikipedia.org