Principal area Principle Column key

Stage Functional area and function Row key

Reduce variability of form
Visualization
Aesthetic and functional evaluation 1
Get quality right the first time (reduce product variability) A
Rapid generation of multiple design alternatives 2
Focus Reuse of model
on improving data forflow
upstream predictive analyses
variability (reduce production variability) B
Predictive analysis of performance 3
Design ReduceAutomated
cycle timescost estimation 4
Evaluation of conformance to program/client value 5
ReduceMaintenance
production cycle durations and design model integrity
of information C
Single information source 6
Reduce inventory D
Automated clash checking 7
Automated generation of drawings and documents 8
Reduce batch sizes (strive for single piece flow) E
Collaboration in design and construction
Design and fabrication detailing Multiuser
Increase editing of a single discipline model
flexibility 9
Multiuser viewing of merged or separate multidiscipline models 10
ReduceRapid
changeover timesand evaluation of construction plan alternatives
generation F
Automated generation of construction tasks 11
Use multiskilled teams G
Construction process simulation 12
4D visualization of construction schedules 13
Select an appropriate production control approach
Online/electronic object-based communication
Preconstruction and construction
Flow process Visualizations
Use pull systems of process status H 14
Online communication of product and process information 15
Level the production
Computer-controlled fabrication I 16
Integration with project partner (supply chain) databases 17
Standardize
Provision of context for status data collection on site/off site J 18

Institute continuous improvement K

Use visual management

Visualize production methods L

Visualize production process M

Design the production system for flow and value

Simplify N

Use parallel processing O

Use only reliable technology P

Ensure the capability of the production system Q

Ensure comprehensive requirement capture R

Focus on concept selection S

Value generation process
Ensure requirement flow down T

Verify and validate U

Go and see for yourself V

Problem solving
Decide by consensus, consider all options W

Developing partners Cultivate an extended network of partners X

 Lean principles
Cultivate
Select an
Design the Ensure Decide by an
Reduce Reduce appropriate Institute Focus on Ensure Verify Go and
Reduce Increase Use visual production comprehensive consensus extended
functionality cycle batch production Standardize continuous concept requirements and see for
variability flexibility management system for flow requirements consider network
times sizes control improvement selection flow down validate yourself
and value capture all options of
approach
partners
A B C D E F G H I J K L M N O P Q R S T U V W X
Visualization of
1 1,2 3 4 11 5 6 4
form
Rapid generation
of design 2 1 22 7 7 8
alternatives
Reuse of model 3 9 9 22 51 1 16 5
data for 4 10 12 8 16 5
predictive
analyses 5 1,2 1 12 1 1 1 5
Maintenance of 6 11 11 11
information and
design model 7 12 12 22 12
integrity
Automated
generation of
8 11 22 (52) 53 54 54
drawings and
documents
Collaboration in 9 23 36 36
design and
construction 10 2,13 24 33 43 56 46 49
Rapid generation 11 14 25 (29) 31 (41)
and evaluation of 12 15 25 (29) 37 (41) 44 47
multiple
construction plan 13 2 40 25 (29) 17 40 40 40 47 49
alternatives
14 29 26 30 30 34 34 (42) 47 48
Online/electronic 15 18 26 30 30 34 38 38 34 (42) 45 49
object-based 16 19 27 32
communication 17 20 28 35 (42) 50
18 21 30 30 34 39 (42) 47 48
 Evidence from practice
Index Explanation
and/or research
Due to better appreciation of design at an early stage, and also due to the early functional evaluation
Eastman et al. 2008, p.
of design against performance requirements (such as energy, acoustics, wind, thermal, etc.) the
1. 390; Manning and Messner
quality of the end product is higher and more consistent with design intent. This reduces variability
2008
commonly introduced by late client-initiated changes during the construction stage.
Building modeling imposes a rigor on designers in that flaws or incompletely detailed parts are
Dehlin and Olofsson
easily observed or caught in clash checking or other automated checking. This improves design
2. 2008; Eastman et al. 2008, p.
quality, preventing designers from “making do” (Koskela 2004a) and reducing rework in the field as
422
a result of incomplete design.
Building systems are becoming increasingly complex. Even trained professionals have difficulty
3. generating accurate mental models with drawings alone. BIM simplifies the task of understanding Eastman et al. 2008, p. 382
designs, which helps construction planners deal with complex products.
As all aspects of design are captured in a 3D model the client can easily understand; the
Eastman et al. 2008, p.
requirements can be captured and communicated in a thorough way already during the concept
4. 378; Manning and Messner
development stage. This can also empower more project stakeholders to participate in design
2008
decision making.
Virtual prototyping and simulation due to the intelligence built in the model objects enable
Eastman et al. 2008, p.
5. automated checking against design and building regulations, which in turn make verification and
390; Khanzode et al. 2008
validation of the design more efficient.
With BIM, Gemba can be augmented because it is now possible to virtually visit the project and the
6. worksite (Whyte 2002). With objects that contain intelligence and parametric information, problem Whyte 2002
solving is also more efficient.
BIM provides the ability to evaluate the impact of design changes on construction in a visual manner
7. that is not possible with traditional 2D drawings. Rapid manipulation is a key enabler for repetition Eastman et al. 2008, p. 378
of this kind of analysis for multiple design alternatives (see also Item 40).
It is now possible for multiskilled teams to work concurrently in order to generate various design
alternatives at an early stage using integration platforms such as Navisworks, Solibri, etc., as
Eastman et al. 2008, p.
8. exemplified in the Castro Valley project case study (Khemlani 2009). Also, at a later stage during
329; Khemlani 2009
manufacturing/construction; for any design change, changing the model will automatically update
other relevant information such as cost estimating, project planning, production drawings, etc.
Testing the design against performance criteria ensures that the design is appropriate for the chosen
9. Eastman et al. 2008, p. 390
function, reducing the variability and improving the performance of the end product.
Automated quantity takeoff which is linked to the BIM model is more accurate as there are less
chances of human error; hence, it improves flow by reducing variability. Also, changing the design
10. Eastman et al. 2008, p. 425
at a later stage also changes the linked quantity files; this ensures that the quantities are always
accurate.
In sets of 2D drawings and specifications, the same objects are represented in multiple places. As
design progresses and changes are made, operators must maintain consistency between the multiple
11. Eastman et al. 2008, p. 422
representations/information views. BIM removes this problem entirely by using a single
representation of information from which all reports are derived automatically.
Use of software capable of model integration (such as Solibri/Navisworks/Tekla) to merge models,
12. identify clashes, and resolve them through iterative refinement of the different discipline specific Eastman et al. 2008, p. 431
model results in almost error free installation on site.
Multidisciplinary review of design and of fabrication detailing, including clash checking, enables Eastman et al. 2008, p.
13.
early identification of design issues. 362; Khanzode et al. 2008
Automated task generation for planning helps avoid human errors such as omission of tasks or work
14. Eastman et al. 2008, p. 409
stages.
Discrete event simulation can be used to test and improve production processes and to run virtual
15. Eastman et al. 2008, p. 429
first-run studies which in construction are often impossible or impractical.
At the conceptual design stage, rapid turnaround to prepare cost estimates and other performance
16. evaluations enables evaluation of multiple design options, including the use of multiobjective Eastman et al. 2008, p. 445
optimization procedures (such as genetic algorithms).
Animations of production or installation sequences can be prepared. These guide workers in how to
perform work in specific contexts and are an excellent means for ensuring that standardized
17. Eastman et al. 2008, p. 429
procedures are followed, particularly where turnover of workers from stage to stage is high, as is
common in construction.
When up-to-date product information is available online, the opportunities for identifying conflicts
18. Eastman et al. 2008, p. 422
and errors within short cycle times, when their impact is limited, are enhanced.
Direct transfer of fabrication instructions to numerically controlled machinery, such as automated Khanzode et al. 2008; Tekla
19.
steel or rebar fabrication, eliminates opportunities for human error in transcribing information. 2009b
20. Direct delivery of information removes waiting time, thus improving flow. Khemlani 2009
Provision of a model background and context for scanning bar codes or RFID tags and display of the
21. process data on model backgrounds enable accurate reporting and rapid response to work flow Vela 2009
problems.
Quick turnaround of structural, thermal, and acoustic performance analyses; of cost estimation; and
22. of evaluation of conformance to client program, all enable collaborative design, collapsing cycle Eastman et al. 2008, p. 386
times for building design, and detailing.
23. Parallel processing on multiple workstations in a coordinated fashion (with locking of elements Khemlani 2009
edited on each machine) collapses cycle times of otherwise serial design activities. Where design
 Evidence from practice
Index Explanation
and/or research
was previously (i.e., with CAD) performed in parallel on different parts, the time needed for
integration and coordination of the different model views is removed.
Model-based coordination between disciplines (including clash checking) is automated and so
24.
requires a fraction of the time needed for coordination using CAD overlays.
Eastman et al. 2008, p. 422
All three functions serve to reduce cycle time during construction itself because they result in
25.
optimized operational schedules, with fewer conflicts.
Where process status is visualized through a BIM model, such as in the KanBIM system, series of
26. consecutive activities required to complete a building space can be performed one after the other Sacks et al. 2010
with little delay between them. This shortens cycle time for any given space or assembly.
Direct computer-controlled machinery fed directly from a model can help shorten cycle times by
eliminating labor-intensive data entry and/or manual production, thus shortening cycle times. This
27. Eastman et al. 2008, p. 333
does not guarantee shortened cycle times if the time gained is then wasted through batching or
waiting.
Removal of data processing steps for ordering or renewing material deliveries, removal of time
28. Vela 2009
wasted before ordering, etc., improve cycle times.
In this case the functionality can be said to increase inventory of design alternatives. This can be
29. considered beneficial in terms of making broader selections, delaying selection of a single alternative Khemlani 2009
until the last responsible moment.
Online visualization and management of process can help implement production strategies designed
30. to reduce work-in-process inventories and production batch sizes (number of spaces in process by a Sacks et al. 2009
specific trade at any given time), as in the KanBIM approach.
Automated generation of tasks for a given model scenario and project status drastically reduces the
31. setup time needed for any new computation or evaluation of a construction schedule alternative from Eastman et al. 2008, p. 345
any point forward.
For numerically controlled machinery, data entry represents setup time. Direct electronic
32. communication of process instructions from a model essentially eliminates this setup time, making Tekla 2009b
single piece runs viable.
Design coordination between multiple design models using an integrated model viewer in a
collaborative work environment, such as those described by Liston et al. (2001) and Khanzode et al. Khanzode et al. 2006; Liston
33.
(2006), enables design teams to bring multidisciplinary knowledge and skills to bear in a parallel et al. 2001
process.
Process visualization and online communication of process status are key elements in allowing
production teams to prioritize their subsequent work locations in terms of their potential contribution
34. Sacks et al. 2009
to ensuring a continuous subsequent flow of work that completes spaces, thus implementing a pull
flow. This is central to the KanBIM approach, which extends the last planner system.
Where BIM systems are integrated with supply chain partner databases, they provide a powerful
35. mechanism for communicating signals to pull production and delivery of materials and product Vela 2009
design information. This also helps make the supply chain transparent.
Multiple users working on the same model simultaneously enable sharing of the workload evenly
36. Not yet available
between operators.
Discrete event simulation can reveal uneven work allocations and support assessment of work
37. Li et al. 2009
assignments to level production.
Online access to production standards, product data, and company protocols helps institutionalize Hewage and Ruwanpura
standard work practices by making them readily available and, within context, to work teams at the 2009; Sacks et al.
38.
work face. This relies, however, on provision of practical means for workers to access online 2010; Sriprasert and Dawood
information. 2003
Where BIM interfaces provide a context for real-time status reporting, measuring performance
39. becomes accurate and feasible. Measurement of performance within a system where work is Not yet available
standardized and documented is central to process improvement.
BIM provides an ideal visualization environment for the project throughout the design and
construction stage and enables simulation of production methods, temporary equipment, and
processes. Modeling and animation of construction sequences in “4D” tools provide a unique Eastman et al. 2008, p.
40.
opportunity to visualize construction processes for identifying resource conflicts in time and space 429; Li et al. 2009
and resolving constructability issues. This enables process optimization improving efficiency and
safety and can help identify bottlenecks and improve flow.
Detailed planning and generation of multiple fine-grained alternatives can be said to increase
41. Not yet available
complexity rather than simplify management.
42. These applications cannot be considered mature technology. Manning and Messner 2008
Where clients or end users are engaged in simultaneous reviews of different system design
43. alternatives they can more easily identify conflicts between their requirements and the functionality Eastman et al. 2008, p. 349
the proposed systems will provide.
Rapid generation of production plan alternatives can allow selection among them to be delayed
44. (making the last responsible moment later than it would be otherwise). This can be considered to be Kong and Li 2009
a set-based approach to production system design and to production planning.
Online access helps to bring the most up-to-date design information to the work face (although it
45. Hewage and Ruwanpura 2009
cannot guarantee that the design information reflects the user requirements).
46. Clash checking and solving other integration issues verify and validate product information. Li et al. 2009
Visualization of proposed schedules and visualization of ongoing processes verify and validate
47. Dehlin and Olofsson 2008
process information.
48. Where managers can “see” process status with near to real-time resolution, this may substitute for Sacks et al. 2009
the need to see processes directly on site. However, it cannot substitute for seeing a process with
 Evidence from practice
Index Explanation
and/or research
one’s own eyes.
These functions can support and facilitate participatory decision making by providing more and
better information to all involved and by expanding the range of options that can be considered. Of
49. Dehlin and Olofsson 2008
course, they cannot in and of themselves guarantee that senior management will adopt a consensus
building approach.
Integration of different companies’ logistic and other information systems makes working
50. Not yet available
relationships that extend beyond individual projects worthwhile and desirable.
Use and reuse of design models to set up analysis models (such as energy, acoustics, wind, thermal,
51. Not yet available
etc.) reduce setup time and make it possible to run more varied and more detailed analyses.
Abuse of the ease with which drawings can be generated can lead to more versions of drawings and
52. other information reports than are needed being prepared and printed, unnecessarily increasing Not yet available
drawing inventories.
Automated generation of drawings, especially shop drawings for fabrication (of steel or precast, for
example), partly enables review and production to be performed in smaller batches because the
53. Not yet available
information can be provided on demand. Unlike Item 52 above, this and the following item are
positive interactions of automated drawing production.
Automated drawing generation improves engineering capacity when compared with 2D drafting, and Sacks and Barak 2008; Tekla
54.
it is a more reliable technology because it produces properly coordinated drawing sets. 2009a
Animations of production or installation sequences can be prepared. These guide workers in how to
perform work in specific contexts and are an excellent means for ensuring that standardized
55. Dehlin and Olofsson 2008
procedures are followed, particularly where turnover of workers from stage to stage is high, as is
common in construction.
Sharing models among all participants of a project team enhances communication at the design
56. phase even without producing drawings, helping ensure that the requirements are understood and Not yet available
transmitted throughout the team and on to builders and suppliers.