Lean design management using a gamified system

Abstract

Design process, due to its information-and innovation-intensive nature, is highly susceptible to change and thus, waste. This attracted the attention of lean design/construction professionals in the past few years. However, limited, if any, researches have addressed this issue from the human behavior perspective. This research proposes a method that exploits the potential of the Last Planner ® System (LPS) in design management. The main contribution of this paper is improving the applicability of the LPS to design processes by incorporating a gami ed pay-for-performance system into the normal practice of the LPS. It encourages motivating design engineers by granting them singlepoint, autonomous responsibility to perform their tasks. To this end, the proposed method shifts the focus of design managers away from predicting the work ow and chronologies of design tasks to motivate design engineers to eliminate non-value-adding works/time. To bolster the concept and examine the method, it was put into practice by construction design teams. Findings corroborate the e ciency of the method in eliminating the nonvalue-adding works from design processes. The ndings are of practical value to consulting rms, especially design team managers who seek to maximize innovation, competency, and quality outcome.

How Has Gamification in the Production Sector Been Developed in the Manufacturing and Construction Workplaces?

“…Five results are common to the two studies [5,[48][49][50][51]. Also, there is an increase from two to four case studies of gamification in the construction industry [5,6,38,41], which is one of the focuses of this research.…”

“…In this Systematic Literature Review, 23 articles were analyzed [5,6,15,17,[23][24][25][37][38][39][40][41][42][43][44][45][46][47][48][49][50][51]. Since gamification is a multidisciplinary approach, the database search results show a growth in publications on the topic in all fields of study.…”

Gamification for HRD: Systematic Review and Future Research Directions

“…This led to increases in cooperation and task completion at the individual and organizational levels (Yilmaz & O'Connor, 2016). Similarly, Khanzadi et al (2018) tested the effects of a gamified pay-for-performance system for lean design management of construction teams and found that gamification effectively enhanced team efficiency by removing the non-value-adding tasks from the design processes and motivating design engineers.…”

“…Multiple studies have shown that gamification supported desired outcomes such as employee learning (Brull et al, 2017), employee well-being (Dadaczynski et al, 2017), and employee engagement (*Hussain et al, 2018; *Silva et al, 2019). Similarly, several studies have demonstrated that gamification reduced unwanted outcomes, such as eliminating non–value-adding tasks (Khanzadi et al, 2018) and reducing stress levels when embedded in a workplace wellness program (Lowensteyn et al, 2019). For gamification to be effective in workplace applications, however, autonomy (Mitchell et al, 2020) and ease of use (Georgiou & Nikolaou, 2020) are crucial to successful implementation.…”

Macrophage+: a Game With a Purpose for Applying Human Intelligence in Control Mechanisms

“…Some works did not propose a game, however, they contained ideas related to gamification [55,56]. In [55] a generic gamification enterprise platform was proposed that consisted of rules authored using a business rule management system.…”