Review of Lean Design Management: Processes, Methods and Technologies

Uusitalo, Petteri; Olivieri, Hylton; Seppänen, Olli; Pikas, Ergo; Peltokorpi, Antti

doi:10.24928/2017/0224

Cited by 22 publications

(34 citation statements)

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“…LDM offers several methods and tools to facilitate design management. Uusitalo et al (2017) reviewed and categorized the current LDM concepts that are generally considered to support lean thinking into 1) social processes, 2) methods and 3) technologies. In Seppänen et al's (2010) discussion of production control systems for construction, the authors distinguished between social and technical systems.…”

Section: Lean Design Managementmentioning

confidence: 99%

“…The more transparent and fast the information flow, the more efficiently the team can solve design management problems through shared intentionality (Bar-Yam, 2004;Sloman and Fernbach, 2017). Table 1 includes the categorization of the LDM concepts, identified by Uusitalo et al (2017), into social and technical domains based on their key mechanisms. Most of the concepts are primarily technical in nature, with a focus on structuring the information and improving its flow between parties.…”

Section: Lean Design Managementmentioning

confidence: 99%

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Solving design management problems using lean design management: the role of trust

Uusitalo

Seppänen

Peltokorpi

et al. 2019

ECAM

Self Cite

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Purpose: Although prior studies have noted the importance of trust for project performance, research remains scant on describing the role of trust when using lean design management (LDM) in projects. This study explores the connection between LDM and interpersonal trust in solving construction projects' design management problems.Design: A qualitative study was conducted that included 29 trust-and LDM-themed semi-structured interviews in the United States (California), Brazil and Finland; 11 focus group discussions were also organized to validate the interview findings.Findings: The study reveals how LDM contributes to solving design management problems through two distinct but interconnected mechanisms: 1) improved information flow and 2) improved trust among project team members. A conceptual framework was crafted to illustrate the mechanisms in building trust by means of the social domain of LDM concepts. Research limitations:The conceptual framework requires testing through an international survey or through multiple case studies. Practical implications:The results indicate that design management would benefit from trustful environments and that trust may be the catalyst for actors' engagement with LDM. Managers in charge of design within projects can use the conceptual framework when selecting the appropriate LDM tools, which should include both the social and technical domains.Originality: The study emphasizes the importance of the social domain of LDM concepts. Previous studies have focussed on information flow aspects of LDM but have overlooked the value of interpersonal trust in solving design management problems.

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Section: Lean Design Managementmentioning

confidence: 99%

Section: Lean Design Managementmentioning

confidence: 99%

Solving design management problems using lean design management: the role of trust

Uusitalo

Seppänen

Peltokorpi

et al. 2019

ECAM

Self Cite

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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%

“…The decision-making mechanism is a meeting with all stakeholders involved, where a specific technique is used, for example, choosing by advantage (CBA) or others. [14,22,23,35,40,42,43,58,[62][63][64] DM 8…”

Section: Id Definition Sourcesmentioning

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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“…It is difficult to say with certainty, based on available information, but the method that Suffolk Construction, Boston, applies to handle design processes (Uusitalo, Olivieri, Seppänen, Pikas and Peltokorpi, 2017) resembles process-oriented milestone planning. The authors write that Suffolk, unlike other cases they have studied, apply a milestonedriven pull plan to manage Level of Detail (LoD) (Leite, Akcamete, Akinci, Atasoy & Kiziltas, 2011) in BiM based on milestone requirements.…”

Section: Introductionmentioning

confidence: 99%

New Approach to Developing Integrated Milestones for Planning and Production Control

Kalsaas¹,

Kristensen²

2018

26th Annual Conference of the International Group for Lean Construction

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This paper examines the issue of bringing improved structure with integrated milestones into the project and production management process to handle progress and strategic coordination in complex AEC-projects. We address the phases between front-end planning and project execution. In terms of theory, we base our project on a concept of strategic milestone planning and we find inspiration in ideas from the practical world.The design research approach is applied, and our artefact is a proposed method by which to develop a network of pull-based integrated milestones. The proposal is verified by documentation of the application in a construction project.In this paper, we argue that the described method can be applied as an improvement of milestone planning both in Last Planner and in more traditional project management.The present study fills a gap in project management literature, which appears to address milestones in a superficial manner; this is partly the case for Last Planner System for production control. Our study contributes to theory and practice regarding development of milestones.

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Review of Lean Design Management: Processes, Methods and Technologies

Cited by 22 publications

References 0 publications

Solving design management problems using lean design management: the role of trust

Solving design management problems using lean design management: the role of trust

An Assessment of Lean Design Management Practices in Construction Projects

New Approach to Developing Integrated Milestones for Planning and Production Control

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