Digital Fabrication (DFAB) is a systemic innovation with low adoption rates in architecture, engineering and construction (AEC) projects. Managing requirements of a new design process is one major challenge for the increased DFAB adoption. For other types of innovations, practices such as Building Information Modelling (BIM) and Early Contractor Involvement (ECI) improve design management by integrating process, information and organisation in construction projects. In theory, BIM and ECI could improve design management and increase the adoption of DFAB. However, the relationship between DFAB, BIM and ECI has not yet been studied thoroughly. There is a need to understand new paradigms of DFAB design management in regard to process integration, information integration and organisational integration. This study undertakes a comparative study of four DFAB adoptions in AEC projects with varying levels of BIM and ECI implementation. The design processes of DFAB are traced using swimlane process diagrams. From this, relationships between DFAB, BIM, and ECI are derived using a quadripartite interrelationship diagram. This work illustrates the proposed relationships in DFAB adoption in design using a fishbone diagram. This work concludes with potential future research in design management for digital fabrication, including five takeaways for practitioners to adopt and manage DFAB in the design process of construction projects.
Digital Fabrication (dfab) is emerging as a new technical and computational approach for the architecture and construction industry. However, managing dfab requires processes to account for integrated design and construction processes. Lean construction management and design for manufacture and assembly (DfMA) offer two potential strategies for managing dfab. Although dfab, DfMA and lean have each been of wide interest among scholars, little research has examined their potential synergies. This paper conducts a literature review of all papers based on the authors' knowledge that discuss at least two of the three topics, and identifies common practices shared between the lean, DfMA and dfab. Two practicesdesign to target value and concurrent engineeringare found to be shared by all the three topics. Further, seven practices shared by two of the three topics: pullplanning, design-to-cost, standardisation, Jidoka, Just-in-Time, design-to-construct and knowledge sharing. This paper demonstrates the opportunities for synergies between lean, DfMA and dfab, and concludes with suggestions for future research to further investigate implementation of lean management for dfab in construction.
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