Digital Obeya Room: exploring the synergies between BIM and lean for visual construction management

Nascimento, Denise Cristina de Oliveira; Caiado, Rodrigo Goyannes Gusmão; Tortorella, Guilherme Luz; Ivson, Paulo; Meiriño, Marcelo Jasmim

doi:10.1007/s41062-017-0125-0

Cited by 34 publications

(35 citation statements)

References 35 publications

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“…These activities followed the concept of mizusumashi, to mobilize teams to execute the maintenance tasks. These benefits were also established in related works (Eastman et al 2008;Sacks et al 2010;Nascimento et al 2017Nascimento et al , 2018Caiado et al 2018). Moreover, in this empirical study can be noticed the application of some BIM-Lean approaches, as B6, B1, L8, and L15.…”

Section: Empirical Studysupporting

confidence: 63%

“…Given that, BIM is a powerful tool to support an integrated lifecycle management, from the design phase to operation, based on a smoother coordination process (Pilehchian et al 2015). BIM has impact on short term -driving productivity and quality toward higher levels -and encourage bigger changes in processes related to management, as it provides tools to coordinate a substantial amount of information, a main principle of Lean Production (Womack, Jones 2003;Nascimento et al 2018).…”

Section: Introductionmentioning

confidence: 99%

“…The three objectives of this article are: (1) define both concepts - BIM and Lean;(2) analyze interrelationships between them; and (3) apply an innovative model called the Digital Obeya Room (Nascimento et al 2018) for facility management. The synergies of BIM and Lean methodology underpin the model aiming continuous improvement.…”

Section: Introductionmentioning

confidence: 99%

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Facility Management Using Digital Obeya Room by Integrating Bim-Lean Approaches – An Empirical Study

Nascimento

Quelhas

Meiriño

et al. 2018

Journal of Civil Engineering and Management

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This paper applies a methodology for interdisciplinary Facilities Management (FM) by alingment between Building Information Modeling (BIM) and Lean. Initially, the literature review of BIM, FM and Lean principles. Afterwards, the research applies the Digital Obeya Room for improved FM and describes its application on a real-world case study. Lastly, the work presents a survey with specialists to assess the relevance of each BIM-Lean concepts and correlate their perceptions with the empirical results. The main collaborations of this work are: a conceptual framework that relates the PDCA (Plan-Do-Check-Act) cycle with BIM-Lean approaches; the identification of the most relevant BIM functionalies and Lean principles; and the real-world application of the framework procedures on FM.

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Section: Empirical Studysupporting

confidence: 63%

Section: Introductionmentioning

confidence: 99%

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Facility Management Using Digital Obeya Room by Integrating Bim-Lean Approaches – An Empirical Study

Nascimento

Quelhas

Meiriño

et al. 2018

Journal of Civil Engineering and Management

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“…Due to BIM triggers the process and product innovation in organisations, previous studies have identified and demonstrated the synergy between BIM and Lean Construction (Ma et al 2018;Oskouie et al 2012;. Moreover, several authors have highlighted the potential benefits in implementing both initiatives (Dubler et al 2010;Mandujano et al 2015;Nascimento et al 2018). This synergy has been explored by scholars since 2010 , including BIM and Last Planner™ System (Bhatla and Leite 2012;Tillmann and Sargent 2016;Toledo et al 2016); BIM and IT solutions for construction management (Dave et al 2011;Gurevich and Sacks 2014;, among other uses.…”

Section: Introductionmentioning

confidence: 99%

BIM for Production: Benefits and Challenges for Its Application in a Design-Bid-Build Project

Mota¹,

Machado²,

Biotto³

et al. 2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

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The poor management of the information flow in the AEC industry is a significant problem that might be overcome by the adoption of Building Information Modelling (BIM) and Lean Construction philosophy. Although the increasing use of BIM models by construction companies, the management of BIM models for production purposes still lacks a systematic investigation by scholars.Thus, the paper presents a design-bid-build (D-B-B) project to investigate the necessary efforts of design and construction stakeholders in order to generate the BIM models for production. Moreover, the authors analysed the information flow, stakeholders' responsibilities and interactions in the BIM process.The study finds that the effective use of BIM for production is impacted by the D-B-B route due to the lack of information for construction contained within the BIM models generated by designers. Likewise, the effort of modelling for production requires a new skilled professional with design and construction knowledge.The study is limited to one case study outcomes; however, the constraints for the adoption of BIM for production are general to the AEC industry.

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“…The interactions between BIM and Lean are mutual, i.e. the development of BIM contributes to the development of Lean, and also the development of Lean contributes to the development of BIM (Nascimento, Caiado, Tortorella, Ivson, & Meiriño, 2018;Sacks et al, 2010). In particular, BIM has a high technological component that has been extensively studied in recent years; however, its implementation has several challenges from the perspective of people and organizational processes (Arayici et al, 2011).…”

Section: 1introductionmentioning

confidence: 99%

Impact of BIM/LEAN on the interaction of construction project design teams

Valencia¹,

Fernando²

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Design teams of construction projects are composed of different stakeholders; this fact could make the interactions difficult. BIM and Lean methodologies have a positive impact on construction projects. Besides, there is evidence of the combined implementation of BIM and Lean; however, it is not known the empirical relationship between Lean practices and BIM uses in the design phase. Also, there is not a deeper understanding of the social phenomena that are generated among design teams when BIM-Lean management methodologies are implemented. Therefore, the objective of this research is to understand the impact of Lean design management (LDM) practices, and BIM uses in the interaction of construction project design teams. The research method has two phases: (1) the creation of tools to assess the level of implementation of LDM practices and BIM uses and to understand the interactions in a design team; and (2) the relationship analyses between BIM, Lean, and interaction, based on empirical information from construction projects in the design phase. The results present a BIM uses assessment tool and an LDM practices questionnaire to measure the design management and a method to understand the different types of interaction in a design team. Based on data from 64 projects, a chi-square analysis revealed 33 empirical relationships between BIM uses and LDM practices; also, the application of BIM uses implies a greater application of LDM practices. The project that applies BIM-Lean management achieves many interactions among its design team; transparent, orderly, and standardized information flows; a collaborative, trust, and learning environment; and commitment management. All these interaction elements are not visible in the project, where BIM-lean management was not applied.

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Digital Obeya Room: exploring the synergies between BIM and lean for visual construction management

Cited by 34 publications

References 35 publications

Facility Management Using Digital Obeya Room by Integrating Bim-Lean Approaches – An Empirical Study

Facility Management Using Digital Obeya Room by Integrating Bim-Lean Approaches – An Empirical Study

BIM for Production: Benefits and Challenges for Its Application in a Design-Bid-Build Project

Impact of BIM/LEAN on the interaction of construction project design teams

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