Applying Level of Detail in a BIM-Based Project: An Overall Process for Lean Design Management

Abstract

Few construction companies apply the available lean tools and processes in an integrated manner when managing design. Additionally, lean design management tools and processes each have their own strengths and optimal phases in which they should be applied. Earlier approaches in lean design management have not explicitly included the level of detail of building information model (BIM) models in connection with planning methods. For example, the Last Planner System (LPS) uses collaborative social methods to obtain task dependencies and commitments from project stakeholders, but it does not provide any guidance regarding what those tasks should be in a BIM-based process. With regard to production, this guidance is provided by combining location-based methods, such as a location-based management system or takt planning, to LPS. In a similar manner, by combining information from various sources, this paper defines a location-based design management process using the concept of level of detail that can be integrated with LPS. The level of detail definition must be based on the requirements of the end-user in each stage of the construction project. The process was cocreated and validated in focus group meetings with design and construction companies and further evaluated and assessed by applying it in a case project.

How takt production contributes to construction production flow: a theoretical model

“…Moreover, integrating the design information and material flows into the rhythm of production was found to be critical for flow. Uusitalo et al (2019) have proposed a model to integrate levelof-design-based design management process with takt production, as aligning the design in parallel with takt time and takt areas would enable better flow in production, particularly during the ramp-up phase. In addition, just-in-time (JIT) material delivery matching the pace of work tasks was suggested as a significant enabler of flow; Tetik et al (2019) have suggested that centralized logistics control with JIT material delivery could improve flow by decreasing inventory buffers and variability in material flow.…”

“…Releasing wagons in short cycles with more mature constraints reduces the amount of making-do, as more effort is expended to ensure the necessary requirements for work. The timing of the supporting flows, such as material flow (accompanied with adequate inventory buffers) and information flow, can and should be accurately planned to meet the preconditions of production, as the requirements for the flow are clearly determined in the takt plan (Uusitalo et al 2019). Thus, takt production enables the reduction of making-do (L7).…”

Improving Building Design Processes and Design Management Practices: A Case Study

“…In the as-is situation analysis, it was observed that design and design management were viewed as technical activities. Lean production and lean design management literature have recognized the need for a social conceptualization of design and design management [14,32,51]. However, Çıdık and Boyd [31] argued that no coherent social conceptualization had yet been developed.…”

Waste in Design Management Operations From the Viewpoint of Project Needs

“…Kpamma and Adjei-Kumi (2011) argued that transferring the information in smaller batches would eliminate waste in the design process. Uusitalo et al (2019a) proposed a lean design management process that is applied to manage the LOD of design information and connect that information to location-based production in smaller batches, thus creating a pull to design information. Also, the proposed process utilizes collaborative methods, such as the Last Planner System (LPS) to determine the correct level and quantity of information and their milestones.…”