Abstract
Over recent years, the independent adoption of lean construction and building information modeling (BIM) has shown improvements in construction industry efficiency. Because these approaches have overlapping concepts, it is thought that their synergistic adoption can bring many more benefits. Today, implementing the lean–BIM theoretical framework is still challenging for many companies. This paper conducts a comprehensive review with the intent to identify prevailing interconnected lean and BIM areas. To this end, 77 papers published in AEC journals and conferences over the last decade were reviewed. The proposed weighting matrix showed the most promising interactions, namely those related to 4D BIM-based visualization of construction schedules produced and updated by last planners. The authors also show evidence of the lack of a sufficiently integrated BIM–Last Planner System® framework and technologies. Thus, we propose a new theoretical framework considering all BIM and LPS interactions. In our model, we suggest automating the generation of phase schedule using joint BIM data and a work breakdown structure database. Thereafter, the lookahead planning and weekly work plan is supported by a field application that must be able to exchange data with the enterprise resource planning system, document management systems, and report progress to the BIM model.
Highlights
Ference we present our quantitative lean and building information modeling (BIM) interaction matrix results based on the first iteration of advanced
Connecting back to the initially stated research questions, we found from the literature review that the Last Planner System® of production planning and control is the most investigated and experimented lean construction technique
This paper deals with a state-of-the-art review of recent developments on interconnections between BIM and lean construction at the building execution stage
Summary
The lag of construction productivity behind manufacturing is a well-known fact. McKinsey research shows this discrepancy through an annual growth of 1% for the building industry while manufacturing scored 3.6% during the last decade [1]. Manufacturing success has been realized by a new production philosophy considering both conversion and flow activities. The conventional thinking of production based only on value-adding processes is still prominent [2]. Material handling and inspection operations are not generally depicted in the critical path model or other activitybased planning methodologies. The term “activity-based” best describes those planning approaches because the project is split into discrete packages of work. The planning network is built by a logical linking of those activities. As the predecessor and successor relationships are respected, all crews can move freely within the building areas [3]
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