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

Abstract

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.

Waste in Design Management Operations From the Viewpoint of Project Needs

“…In the early phases of the project, gained trust and efforts to seek common ground and shared goal, is crucial. Social interaction is stronger in trustful project settings, thus facilitating collaboration with less resources (Uusitalo et al, 2019b). Applying LPS in design management promotes social interaction among an inter-organizational design team, thus leading to increased levels of trust.…”

“…Applying LPS in design management promotes social interaction among an inter-organizational design team, thus leading to increased levels of trust. Better trust leads to better communication and collaboration (e.g., Smyth, 2005;Wong et al, 2008;Cheung et al, 2013;Issa et al, 2017) as well as creates a positive spiral in projects social setting (Uusitalo et al, 2019b). Teamwork and rearranging design tasks lower the effort needed to transfer information, thus leading to eliminate waste in the design process (Kpamma and Adjei-Kumi, 2011).…”

“…Each of those actions affects the project's social setting. When solving design management problems, Uusitalo et al (2019b) presented a conceptual framework with two domains, under which those problems were solved, Social domain and Technical domain. The problem-solving factor in Social domain is trust, and the factor in Technical domain is information flow.…”

“…The problem-solving factor in Social domain is trust, and the factor in Technical domain is information flow. Previous research has also pointed out, that project participants, especially different design discipline professionals (Akintoye and Main, 2007;Uusitalo et al, 2019b), form a temporary organization and thus social interaction, mostly trust, plays a significant role in the project success (e.g. Smyth, 2005;Wong et al, 2008;Cheung et al, 2013;Akintoye and Main, 2017).…”

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

“…Lean design management (LDM) has contributed to achieving remarkable results in construction projects, such as increasing collaboration among project parties, adding customer value, and reducing project costs (e.g., [1][2][3]) as well as solving design management problems [4]. LDM tools and processes each have their own strengths and optimal phases when they should be applied in a project [5].…”