A BIM-lean framework for digitalisation of premanufacturing phases in offsite construction

Abstract

PurposeThe research introduces means for improving premanufacturing processes (design, procurement and bidding) by leveraging digitalisation in offsite construction. Specifically, this paper proposes a framework that provides measures for the planning and implementation of digitalisation in offsite construction by positioning building information modelling (BIM) as the key technology and lean principles to add value and reduce waste.Design/methodology/approachThe paper follows the design science research approach to develop the proposed framework and attain the aforementioned objective. The developed framework includes data collection, value-stream mapping and simulation to assess current processes, develop and propose improvements. An empirical implementation is employed to demonstrate the applicability of both the framework and the measures used to evaluate the outcomes.FindingsThe application of the proposed three-stage framework resulted in 9.45%–23.33%-time reduction per year for the various improvement categories in premanufacturing phases. Employing simulation and applying the developed measures provide incentive for upper management to adopt the suggested improvements. Additionally, while the empirical implementation was tested on a modular construction company, the methods used indicate that the framework, with its generic guidelines, could be applied and customized to any offsite company.Originality/valueWhile several studies propose that BIM-Lean integration offers an advantage in the context of production systems, this paper focuses on the initial design and planning phases, which are mostly overlooked in the literature. Moreover, the present study provides quantitative evidence of the benefits of data integration through BIM technology.

Digital Outcome Optimization: Ensuring a Return Oninvestment of Digital Strategy

“…The benefits of digitalization were found to be specific to the implementation of the technology, were found in every sector, and can be difficult to estimate. Technology can benefit customer satisfaction, competitiveness, productivity, reduce tasks, improve health outcomes, automate information exchanges, and more [38,51,53,56,57]. As examples, this study documented benefits in architecture, engineering, construction, healthcare, manufacturing, and the public sector [36,37,39,44,50,58,59].…”

“…There is a limitless number of possible metrics, but it must directly connect to the selected human target. For example, in order to achieve customer value, management may prioritize cost compliance, schedule compliance, speed or innovation [38,45,60]. Alternately, to achieve staff efficiency or effectiveness, management might prioritize workstation throughput, waste reduction, resource allocation or others [35,36,37,41,42,45,47,50,53,59,60,62,68,69,71,73].…”

“…Digitalization and optimization are compatible, complementary and synergistic, but where are you starting? Select a framework from the many available to orient and ground the deployment, such as a maturity framework [44], or the lean enterprise architecture framework (LEAF) [74], or a framework for digitalisation of premanufacturing phases [38], or some other [42,46,47,50,56,65,72]. There are two kinds of transformation: disruptive or sustaining [72].…”

“…Optimization makes digitalization testable with early feedback and incremental deployment. Employing simulation-based optimization gives upper management incentive to selectively deploy [38]. Optimized digital transformation is trialable.…”

Digital Outcome Optimization: Ensuring a Return Oninvestment of Digital Strategy

“…One integrated approach saw remarkable results, with critical to quality metrics improved 22%, standard deviation reduced 56% and overhead costs reduced 20% [68]. In another case, the combination resulted in 9.45%-23.33% time reduction [38]. The benefits are observable.…”