tarvitseeko lean tietomallinnusta vai tietomallinnus lean...

Tarvitseeko Lean tietomallinnusta vai tietomallinnus Lean’ia?

Arto Kiviniemi Professor of Digital Architectural DesignUniversity of LiverpoolEmail: [email protected]

School of Architecture © Prof Arto Kiviniemi 2018

Finnish connection between Lean and BIM research

Prof Lauri Koskela – University of Huddersfield Prof Arto Kiviniemi – University of Liverpool

Colleagues at:

VTT Technical Research Centre of Finland

1996 – 2004:No clear connection

between Lean and BIM research areas

University of Salford, School of Built

Environment 2010 – 2013:Lean needs good

information management and BIM needs new

processes.


The basic problems of the construction industry?

Courtesy Prof Robert M. Leicht, Penn State University, 2018

Current construction industry has well known gaps and limitations that impact investments in research and innovation

1Levitt R. and Plambeck E. (2010). Identtifying and mitigating structural barriers to diffusion of energy-saving technologies in the building industry.http://web.stanford.edu/group/peec/cgi-bin/docs/buildings/research/Identifying%20and%20Mitigating%20Structural%20Barriers.pdf2Macomber, J. (2003). Follow the money: What really drives technology innovation in construction. Proceedings of the ASCE Construction Research Congress, Denver, CO.

1Vertical Fragmentation- Division by timing of involvement

1Horizontal Fragmentation- Divisions by Disciplines / Trades

1Broken Agency- Companies who incur risks differ

from those who receive benefits

1Culture of Competitive Bidding- Companies with innovative solutions

may not be the “lowest bidder”

2ROI for Contractors is high hurdle for Investments- Revenue and cost of work

are major drivers- Investment must impact

one or both- Benefit must accrue to

the contractor for it to be worthwhile


Mainstream economic doctrine…

10/01/2018 Prof Lauri Koskela, University of Huddersfield: Lean Construction Theory: Past, Present and Future

Mainstream economics does not accept that any waste occurs!• The mainstream economic doctrine includes the assumption of

optimal productive efficiency of firms. For example, in his book on construction economics, Myers (2004) says:• “In any free market economy businesses will never waste inputs. A business

will not use 10 units of capital, 10 units of labour, and 10 units of land when it could produce the same amount of output with only 8 units of capital, 7 units of labour, and 9 units of land.”

Myers, D. (2004). Construction economics: A new approach. Spon Press, London


• Management and organization science was seen as falling into social sciences – production was positioned as a mere application area for management.

• Three root stems: organizational behaviour, economics, quantitative methods

• Research had to result in empirical generalizations about behaviour.

• Research was to be done by scientists external to the phenomena studied.

Koskela, L. (2017). Why is management research irrelevant?. Construction management and economics, 35(1-2), 4-23.

The 1959 books by Gordon & Howell and Pierson


Powerful assumption: decomposed sub-processes are mutually independent! Thus, the whole production effort can be integrated in an additive manner: by minimizing the costs of each department, function, section, and work station, the total costs will be minimized.

Decomposition in management theories


Elimination of waste” versus “optimal allocation” of “scarce resources”


Waste in production vs. optimum production


Switch in theory of production through leanEarlier• Transformation model of

production

Lean• Flow model of production

• Focus on waste

• Time, variability as drivers

• Value generation model of production

• Transformation model of production


Two views on processesMechanistic• “…business processes can be

broken down into a hierarchy of smaller processes which share the same characteristics”

Armistead & Rowland: Managing Business Processes, 1996

Organic• “Every activity, every job is part

of the process. A flow diagram of any process will divide the work into stages. The stages as a whole form the process. The stages are not individual entities…”

Deming: Out of the crisis, 1982


What is lean? What is not lean?Mainstream thinking on management and engineering

• The central and noble task of managers and engineers is to find the best possible (optimal) plan or design

• It is the duty of others to realize the plan or design

• Leads to the need for organisational control

Lean thinking

• Besides enabling the finding of the best possible plan or design, managers and engineers should focus on reducing the gap between the intended/ideal and the achieved (this gap equals waste)

• There will always be waste (unnecessary use of resources)

• Leads to the need for learning and improvement


Consequential switches: collaborationEarlier• Not especially emphasized, as

division of work and the waterfall process assumed to suffice

• Throwing outputs over the wall to the next designer/expert

Lean• Emphasis to create the

conditions for collaboration:• Common ground

• Standardized routines

• Boundary objects

• Sharing gains and pains


Consequential switches: communicationEarlier• Written and oral communication

Lean• Visual communication (visual

management)• Cognitively, more efficient as using

“System 1”

• Cognitively, less prone to errors as using “System 1”

• Provides common ground

For system 1 (Unconscious Reasoning), see Dual process theory in Wikipedia


Consequential switches: management Earlier• Command and control

• Centralised planning

• Execution based on push by the plan

• Control to detect deviations and to return back to the plan

Lean• Participatory planning

• Pull based execution

• Learning from deviations


Structuralframe

Envelope

HVAC, electricity,

automation

Inner works Avoidablecosts,waste

Unavoidablecosts

Traditional view Lean view

What causes costs in a construction project?


Our tendency to prefer buying a solution

rather than changing our behaviour…


“Buying BIM software is like buying a membership in a fitness club.Having the card in your pocket does not make you fit,

it only gives you possibility to start exercising!”


If you want results from BIM, you must change your behaviour…

This stupid device does not burn fat!

© 2018 Rafael Sacks

Lean Construction

Building Information Modeling

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Lean Construction, BIMGoogle Scholar article count


Where to start?


Tools or processes are not the goal – define what you want to achieve…

Penn State Project BIM Execution Planning Guide• http://bim.psu.edu/Project/resources/contactinfo.aspx


One size does not fit all…

Don’t copy, think what are your goals?

Collaborative design and engineering with IFC in the Netherlands – Leon van Berlo 08 April 2015

“A CENTRAL DATA STORE CAN STIMULATE WRONG BEHAVIOUR”


Collaborate, really collaborate! (Sutter Health’s IPD Slogan)

Image: DPR Construction


EVERYONE BRINGS THEIR CRAFTSMANSHIP AND EXPERTISE

TO ACTUALLY COLLABORATE


THE REAL QUESTIONS ARE:- WHAT DO I NEED TO DO MY JOB?

- WHAT DO OTHERS NEED FROM ME TO DO THEIRS?


BIM and communication?


Why do (or did) we need drawings?• In paper-based environment drawings were the best way to communicate the building

design – we cannot write buildings.

• However, technical drawings are very high level abstraction of our 3D world and not easy to read for non-professionals – and even for professionals it is not easy to build a complex 3D space by reading drawings.

?


Problem: large number of often incoherent documents, different views and different abilities to understand

?

??

??


Use of 3D enables better communication and shared understanding

Image courtesy Granlund


Separation of content and representation


In traditional documents content and representation cannot beseparated

If you need a new representation,you must make a new document

Difficult (if not impossible)to keep information coherent!


In BIM the content is in a database andrepresentation is just a view to the data

Source: Graphisoft ArchiCAD


Interactions between Lean and BIM?


The interactions between Lean and BIM

Sacks, R., Koskela, L., Dave, B. and Owen, R.L., (2010)The Interaction of Lean and Building Information Modeling in Construction, Journal of Construction Engineering and Management, Vol. 136 No. 9 pp. 968-980

2 + 2 > 4 ?


Adopting BIM and Lean in the Construction Industry

▪ Pioneering construction companies find that when adopting BIM and Lean Construction in tandem, two plus two makes more than four.

▪ There are synergies between the use of BIM technology and the application of Lean Construction techniques that result in efficiencies that might not have been achieved when adopting either one or the other independently.


Lean Principles

BIM Functionality

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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 form 1 1,2 3 4 11 5 6 4

Rapid generation and evaluation of multiple design alternatives

2 1 22 7 7 8

3 9 9 22 51 1 16 5

4 10 12 8 16 5

5 1,2 1 12 1 1 1 5

Maintenance of information and design model integrity

6 11 11 11

7 12 12 22 12

Automated generation of drawings and documents

8 11 22 (52) 53 54 54

Collaboration in design and construction

9 23 36 36

10 2,13 24 33 43 46 49

Rapid generation and evaluation of multiple construction plan alternatives

11 14 25 (29) 31 (41) 44

12 15 25 (29) 37 (41) 44 47

13 2 40 25 (29) 17 40 40 40 44 47 49

Online/electronic object-based communication

14 29 26 30 30 34 34 (42) 47 48

15 18 26 30 30 34 38 38 34 (42) 45 49

16 19 27 32

17 20 28 35 (42) 50

18 21 30 30 34 39 (42) 47 48

Lean - BIM Interaction Matrix


Lean Principles

BIM Functionality

Reduce Variability

AGet quality right the first time

reduce product variabilityB

Collaboration in design and construction

9

10Multiuser viewing of merged or separate

multidisciplinemodels

2,13Clash checking

Collaborative multi-disciplinary review

2. Building modeling imposes a rigor on designers in that flaws or incompletely detailed parts are easily observed or caught in clash checking or other automated checking. This improves design quality, preventing designers from “making do” Koskela 2004a and reducing rework in the field as a result of incomplete design.Dehlin and Olofsson 2008; Eastman et al. 2008, p. 422

13. Multidisciplinary review of design and of fabrication detailing, including clash checking, enables early identification of design issues.Eastman et al. 2008, p. 362; Khanzode et al. 2008

Lean - BIM Interaction Matrix - example


Conclusions

Lean and BIM both change the way we think about

construction:

- As a production process with flow;

- As a production process with virtual prototyping;

- As an information intensive production process, with

two types of information: product and process


Should we model the product and the process?

10/01/2018 Prof Lauri Koskela, University of Huddersfield: Lean Construction Theory: Past, Present and FutureSlide from the presentation of Martin Fischer (CIFE, Stanford University) in Stockholm Open BIM Conference, 26th March 2012

http://www.openbim.se/documents/openbim/konferens_26_mars_2012/Presentationer/120326_Martin_Fischer_presentation.pdf

Example of extremely accurate site modelling – DPR Construction, Inc.


Do we have environment enabling collaboration?


The question

is NOT about

technology!

Image by Gulnaz AksenovaSisyphus by Mongoose Studio


How do the clients procure services;

select and incentivise the team?

Is the selected team capable to do

what the client wants it to do?

Usually there are no incentives for

collaboration, so companies try to

minimise their workload and risks.


Late involvement lack of knowledge in early stages

Tendency to “minimise” costs by hiring the team members and contractors as late as

possible and based on the lowest bid.

Significant waste and increased costs in the construction phase because crucial parts of the necessary knowledge were missing in

the decision making in early stages!

School of Architecture © Prof Arto Kiviniemi 2018 Courtesy Gulnaz Aksenova, PhD student, University of Liverpool

Ivan Krylov: Swan, Pike and Crayfish (1814)

This situation affects willingness to

collaborate; how can we align the goals?


Need for new contractual models, e.g. IPD or alliance models

Source: HansonBridgett: The IPD Framework

Multiparty contract

Polyparty contract

“Sharing the painand the gain”


If you want the winning team, do you select the cheapest players?If you want a winning team, do you select the cheapest playersor do you select players with the right skills for every position?


Where are we now?


Cost and schedule overruns are the norm in the construction sector• “Large projects across asset classes typically take 20 percent longer to finish than

scheduled and are up to 80 percent over budget.”• Due to the lack of digitization, information sharing is delayed and may not be universal.• Owners and contractors therefore often work from different versions of reality.• The use of paper makes it difficult to capture and analyze data; that matters because in procurement and

contracting, historical performance analytics can lead to better outcomes and risk management.• Mismanaged paper trails also routinely spur disagreements between owners and contractors on such

matters as construction progress, change orders, and claims management.• Finally, paper trails simply take more time.

Sources: McKinsey & Company “Imaginingconstruction’s digital future”, June 2016

https://www.mckinsey.com/industries/capital-projects-and-infrastructure/our-insights/imagining-constructions-digital-futureand http://blog.honestbuildings.com/mckinsey-finds-staggering-increase-in-construction-cost-overruns

Courtesy Professor Jennifer Whyte, Imperial College London, 2018

Can we manage and understand complex product systems?

Photo credit: Micagoto, Flickr

The Berlin Brandenburg Airport’s feasibility and preplanning phase took about 15 years. Construction started in 2006, and the airport was expected to take five years to be built. The target opening date was Oct. 30, 2011. Today, over six years later, the airport has yet to open. The latest estimate of project costs is €7.9 billion, almost 50 percent above the approved budget of €5.4 billion!

Courtesy Professor Jennifer Whyte, Imperial College London, 2018

Can we manage and understand complex product systems?

Photo credit: Micagoto, Flickr

The Berlin Brandenburg Airport project encountered significant quality issues, which is surprising in a country so focused on excellence and high-quality standards. Reports indicate that 66,500 defects were found, 34,000 are described as “significant” and 5,845 as “critical.” Critical defects included a non-functional fire protection, an alarm system that was not built in accordance with appropriate building codes, wrongly placed smoke extractors, conducts without isolation, and walls built to the wrong fire rating.


Is the situation improving?


Newest editions (2017) of textbooks on economics in a university library


Do textbooks on economics treat lean topics?

Waste Lean Toyota

Mankiw No No No

McEachern No No Yes*

Parkin No No No

Are key concepts in the glossary or index?

* In connection to a discussion on changing market shares of different car manufacturers


Core of current economics

• Economics is the study of how people and society choose to employ scarce resources that could have alternative uses in order to produce various commodities and to distribute them for consumption, now or in the future, among various persons and groups in society. (Samuelson)

• But• Does not explain the formation of waste or value

• Considers productivity (implicitly) as a phenomenon

• Hostile to the concept of waste


Williamson: Champion of waste in economics, at least kind of

• “Bureaucracy and waste are irrelevant if firms can be assumed continuously to be operating on production functions and maximizing profits. Alas, that is an egregious oversimplification.”

• “Although the need to get priorities straight is unarguably important, first-order economizing – effective adaptation and the elimination of waste – has been neglected.”

• Williamson is right up to this point; resources are scarce because we are wasting them, thus the priority should be in elimination of waste, before optimal allocation

• However, next he commits a mistake; he looks only at waste occurring in transactions (hence transaction cost economics) and fails to see waste in production

Source: Williamson: Strategizing, Economizing, and Economic Organization, 1991


Newest editions (2016 -2017) of textbooks on organisational behaviour in a university library


How do textbooks on organizational behaviour treat lean topics?• Buchanan & Huczynski: Discussed in several instances, positive

examples but also sweeping unjustified negative statements and shallow/erroneous understanding

• Knights & Willmott: Discussed in several instances, even with some enthusiasm, but shows shallow understanding

• Martin & Fellenz: Briefly mentions lean in a few sentences (nothing related to lean in the index)


However, the research publications of

Lean and BIM are increasing…


Developing TheoryGoogle Scholar search for “Lean Construction” and “BIM”

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Building Information Modeling

Lean Construction


KanBIMAim:

To propose, define, develop and test a BIM-enabled system to support production planning and day to day production control on construction sites.

Kanban(pull flow control in lean production management)

+

BIM(Building Information Modeling)

=

KanBIM


Lean Production Planning


Typical results

Net value-earned without KanBIM

Net value-earned with KanBIM

Gross production without KanBIM

Gross production with KanBIM

Actual Time (minutes)


Some positive results of collaboration and team work

from real projects too…


IPD is suggested as a mechanism for addressing industry challenges

Three underlying changes:

1. Multi-party agreement that defines relational interactions of the signatories, in pursuit of shared goals, and in use of collaborative governance.

2. Early involvement of all parties by engaging the designers, contractors, specialty trades, and vendors early in the design process when their influence has the greatest impact.

3. Shared Risk and Reward aligning their successes and the project success so that the team and the project succeed, or fail, together.

Kent, D. C., & Becerik-Gerber, B. (2010). Understanding construction

industry experience and attitudes toward integrated project delivery.

ASCE Journal of Construction Engineering and Management, 136(8),

815-825.

Core teamTier 1: Incentivized

subcontracts

Tier 2: Traditional

subcontracts


Impact of Delivery Strategy

204 projects-------------------Public127(62%)

Private 77(38%)-------------------Completed 2008 - 2013


Improving our projects and their outcomes requires ways to improve project teams’ ability to deliver results:

Innovation in IPDIntegrated Delivery (Procurement)

If everyone is moving forward together, then success takes care of itself.

– Henry Ford

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