Investigating the Role of Lean Practices in Enabling BIM Adoption: Evidence from Two Indian Cases

Mahalingam, Ashwin; Yadav, Amit Kumar; Varaprasad, Jarjana

doi:10.1061/(asce)co.1943-7862.0000982

Cited by 86 publications

(85 citation statements)

References 38 publications

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“…BIM has been portrayed as a 'change agent' with benefits including added value to clients (McGraw Hill Construction, 2014b); increased quality of communication and information flow (Mahalingam, Yadav, & Varaprasad, 2015;Sacks, Koskela, Dave, & Owen, 2010); enhanced visualization (Forgues, Staub-french, Tahrani, & Poirier, 2014); design error reduction (Love, Edwards, Han, & Goh, 2011); collaboration in design and construction (Sacks et al, 2010); reduction in variation and cycle times (Ahuja, Sawhney, & Arif, 2014); improved design coordination (Hooper & Ekholm, 2010) and accurate quantity estimation (Sabol, 2008). The McGraw Hill Construction (2014a) states that BIM helps to reduce rework and clashes, improve productivity and reduce overall project duration.…”

Section: Literature Reviewmentioning

confidence: 99%

Adoption of BIM by architectural firms in India: technology–organization–environment perspective

Ahuja

Jain

Sawhney

et al. 2016

Architectural Engineering and Design Management

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Section: Literature Reviewmentioning

confidence: 99%

Adoption of BIM by architectural firms in India: technology–organization–environment perspective

Ahuja

Jain

Sawhney

et al. 2016

Architectural Engineering and Design Management

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“…Specifically, we chose to use a technology called BIM (Building Information Modelling) that is relatively well known in the Architecture-Engineering-Construction (AEC) industry, to build our prototypes. BIM is a digital platform through which project teams in the AEC industry can build parametric models of the built environment, share information better, visualize project processes and take decisions that can improve project performance (Teicholz, 2004;Construction Users Roundtable (CURT), 2005;Mahalingam et al, 2015). While enhanced coordination during design and construction is touted as one of the key benefits of using the BIM platform (Azhar, 2011), one of the most common uses of BIM currently in the AEC industry is to visualize 3-Dimensional models of buildings and The parametric nature of the BIM platform also allows users to interact with the 3D model, quickly change parameters and develop walk-throughs and videos that can enhance the experience of viewing the model.…”

Section: Methodsmentioning

confidence: 99%

Using ‘design thinking’ to enhance urban re-development: a case study from India

Kumar

Lodha

Mahalingam

et al. 2016

Engineering Project Organization Journal

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The discourse on urban planning and development has evolved over the last century with topdown methods of planning urban spaces giving way to bottoms-up approaches that involve residents and other stakeholders in the design process. While the notion of participation and user involvement is considered critical to the design of appropriate and acceptable urban forms, there is no clear consensus in the literature on the methodology to be used to involve users and stakeholders in the design process. In this paper, we propose that the use of 'Design-Thinking' -a methodology for Human-Centred Design that is often used in product design and related industries -may be an effective methodology for engaging stakeholders in the urban design domain. The Design-Thinking approach iteratively encompasses an empathizing phase where deep-dive studies are conducted to understand the users' needs, a project brief definition phase, an ideation phase and rapid-prototyping and testing phases to arrive at an appropriate design solution. Taking the example of the redevelopment of a slum in the city of Srirangapatna in South India, we describe how we implemented the Design Thinking process over a period of one year to involve slum dwellers in the re-design of their own neighbourhood. We then show how designs developed through this process were different from a design developed prior to the use of Design Thinking due to the generation of new insights in the process. Furthermore, the residents of the slum almost unanimously indicated that one of the designs generated through the Design Thinking process was their preferred choice for the redevelopment of their slum, indicating the ability of the process to generate acceptable and potentially sustainable designs. Finally, residents who went through the Design Thinking process also demonstrated greater ownership towards this design choice and expressed an increased willingness to work with the local political authorities to contribute to the development of the selected design. The key contributions of the paper are to highlight the applicability of Design Thinking as a methodology for user-centric design in urban communities and to propose that Design Thinking can lead to the discovery of solutions that enhance the satisfaction of local communities. ARTICLE HISTORY

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“…[ 16,35,40,41,43,46,48,[52][53][54][55][56][57][58] PC 6 The coordination of project information between the different stakeholders is performed through a single platform, which allows systematic updates and continuous communication between stakeholders. [14,24,35,36,40,54,56,58,59] During the design phase, there are many iterations associated with both the creative process of design and the existence of problems of a different nature, such as incompatibilities between specialties, regulatory constraints, economic constraints, and ill-defined requirements, among others [34]. Therefore, these creative or problem iterations will generate instances of decision making and problem solving (category 3), which can be addressed individually and centralized, collaboratively and decentralized [60], or intuitively with defined and standardized action protocols [23,61].…”

Section: Of 19mentioning

confidence: 99%

An Assessment of Lean Design Management Practices in Construction Projects

et al. 2019

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Evidence exists for the application of lean management practices in the design process. However, there is no systematic review of this type of practice that links the design management practices to the lean construction principles. There is no tool to assess the level of use of lean design management practices in construction projects either. Therefore, this paper aims to assess the lean management practices that are performed at the design phase of construction projects. The research was divided into a literature review of design management practices; a validation of lean design management practices with a practice-principle relationship, based on an expert survey; the devolvement of a tool (questionnaire) to evaluate the lean design management practices; and an assessment in 64 construction projects (coherence, reliability, correlation, and descriptive analysis). It is concluded that evidence exists for the implementation of 19 lean design management practices. These practices are grouped into three categories: stakeholder management, planning and control, and problem solving and decision making. Additionally, in the assessment of the 64 projects, it can be observed that the lean design management practices are at initial levels of implementations, so there is a significant development gap. This research proposes a tool to assess management practices in the design phase of construction projects; then, the study identifies implementations gaps, it provides benchmarks with other projects, and it improves the design process through a taxonomy of lean design management practices. been studied to evaluate its performance [7], to implement integrated management systems and visual management tools [8], as well as to optimize this process [6].Technological tools have great potential to improve the performance of projects, particularly in the design phase. However, the problems generated in the design of construction projects cannot be solved with technology alone but require an understanding of the social phenomena related to the processing of individual and collective information [9]. For this reason, certain lean tools can allow higher interactions because they encourage the management of commitment and trust among team members [10][11][12][13].Evidence exists for the application of lean management principles and some of its tools in the design management process [14,15]. For example, Fosse & Ballard [16] presented a case study that demonstrated the change between traditional planning and planning using the last planner ® system (LPS ® ) at the design phase. Although they did not present evidence of the changes in the project s performance, they concluded that the degree of satisfaction of the project s stakeholders increased when the LPS ® was applied during the planning phase of the project. For their part, Knotten et al. [17] emphasized that the use of LPS ® and collaborative planning in the design phase reinforced the trust and commitment among the members of the team, which are both considered fundamental elemen...

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Investigating the Role of Lean Practices in Enabling BIM Adoption: Evidence from Two Indian Cases

Cited by 86 publications

References 38 publications

Adoption of BIM by architectural firms in India: technology–organization–environment perspective

Adoption of BIM by architectural firms in India: technology–organization–environment perspective

Using ‘design thinking’ to enhance urban re-development: a case study from India

An Assessment of Lean Design Management Practices in Construction Projects

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