Using Lean Theory to Identify Waste Associated with Information Exchanges on a Building Project

Dubler, Craig; Messner, John; Anumba, Chimay J.

doi:10.1061/41109(373)71

Cited by 13 publications

(15 citation statements)

References 2 publications

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“…Although the survey showed satisfactory interrater reliability was not achieved, this point is consistent with previous findings (e.g. Dubler et al, 2010; integration and common understanding of exists across the DC-OM interface. These findings corroborate a related study by Wong et al (2014).…”

Section: Discussion Of Findingssupporting

confidence: 79%

Integrated solutions for total asset management through “RIVANS”

Smyth

Anvuur

Kusuma

2017

BEPAM

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Purpose: Examine the extent of integration in delivering value from design and construction (DC) activities for total asset management (TAM) and operations post-completion. DC and operations and management (OM) are both addressed. The problem owners are those in roles and organisations responsible for integrating DC with OM. The goal is to show the extent of integration between actors along the project lifecycle. Relationally integrated value networks (RIVANS) provide the conceptual lens for the analysis.Design/methodology/approach: A mixed method approach was used. A questionnaire survey and semi-structured interviews were employed. Findings:There is a lack of engagement between DC and OM. The trend is moving counter to integration. BIM is not found to be a technical solution. Research limitations/implications:The mixed method helps extend the RIVANS perspective.Further research to understand and support integration is needed, especially qualitative research to provide greater granular understanding. Practical implications:The identified trend away from integration poses management challenges in delivery and for sustainability in use. Supply chains engage specialists, yet internal and inter-organisational collaboration require management attention to value creation. This includes the DC-OM interface. Both sides can benefit from increased engagement. Social implications:Infrastructure and property provision will continue to fall short of user and

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Section: Discussion Of Findingssupporting

confidence: 79%

Integrated solutions for total asset management through “RIVANS”

Smyth

Anvuur

Kusuma

2017

BEPAM

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“…Due to BIM triggers the process and product innovation in organisations, previous studies have identified and demonstrated the synergy between BIM and Lean Construction (Ma et al 2018;Oskouie et al 2012;. Moreover, several authors have highlighted the potential benefits in implementing both initiatives (Dubler et al 2010;Mandujano et al 2015;Nascimento et al 2018). This synergy has been explored by scholars since 2010 , including BIM and Last Planner™ System (Bhatla and Leite 2012;Tillmann and Sargent 2016;Toledo et al 2016); BIM and IT solutions for construction management (Dave et al 2011;Gurevich and Sacks 2014;, among other uses.…”

Section: Introductionmentioning

confidence: 99%

BIM for Production: Benefits and Challenges for Its Application in a Design-Bid-Build Project

Mota¹,

Machado²,

Biotto³

et al. 2019

Proc. 27th Annual Conference of the International Group for Lean Construction (IGLC)

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The poor management of the information flow in the AEC industry is a significant problem that might be overcome by the adoption of Building Information Modelling (BIM) and Lean Construction philosophy. Although the increasing use of BIM models by construction companies, the management of BIM models for production purposes still lacks a systematic investigation by scholars.Thus, the paper presents a design-bid-build (D-B-B) project to investigate the necessary efforts of design and construction stakeholders in order to generate the BIM models for production. Moreover, the authors analysed the information flow, stakeholders' responsibilities and interactions in the BIM process.The study finds that the effective use of BIM for production is impacted by the D-B-B route due to the lack of information for construction contained within the BIM models generated by designers. Likewise, the effort of modelling for production requires a new skilled professional with design and construction knowledge.The study is limited to one case study outcomes; however, the constraints for the adoption of BIM for production are general to the AEC industry.

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“…In order to maximize the benefit of integration in the operations phase, the information should be pulled from the project team using owner guidelines (Dubler, Messner, and Anumba 2010). The projects that have maintained the interest of the owner throughout the project lifecycle (Sydney Opera House and SCA) have provided great examples of success, but little detail on how to achieve the success.…”

Section: Challengesmentioning

confidence: 99%

Aligning BIM with FM: streamlining the process for future projects

Kasprzak

Dubler

2015

CEB

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A study performed by the National Institute of Standards and Technology (NIST), USA in 2004 found that owners account for approximately $10.6 billion of the $15.8 billion total inadequate interoperability costs of U.S. capital facility projects in 2002. Because of these inefficiency costs, it becomes vital that information produced during the design and construction phases of a project be transferred into operations with maximum leverage to the end users. However, very few owners have defined these informational needs or developed an integration strategy into existing maintenance management systems. To increase operational efficiency, an organization must first develop an understanding of their operating systems, as well as identify how Building Information Modeling (BIM) will add value to their daily tasks.The Pennsylvania State University (PSU) has a unique opportunity to diversely implement BIM processes because not only does the University act as an owner, but also as designer and construction manager on the majority of projects. The struggle that PSU faces is one that is unique only to owners with a large, existing, multifaceted building inventory. This paper outlines the current initiative by the Office of Physical Plant (OPP), the asset manager at PSU, to develop an information exchange framework between BIM and FM applications to be used internally. As a result of this research, PSU has been able to define owner operational requirements for future projects and develop a flexible integration framework to support additional BIM tasks and information exchanges.

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Using Lean Theory to Identify Waste Associated with Information Exchanges on a Building Project

Cited by 13 publications

References 2 publications

Integrated solutions for total asset management through “RIVANS”

Integrated solutions for total asset management through “RIVANS”

BIM for Production: Benefits and Challenges for Its Application in a Design-Bid-Build Project

Aligning BIM with FM: streamlining the process for future projects

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