Toward BIM and LPS Data Integration for Lean Site Project Management: A State-of-the-Art Review and Recommendations
Abstract
:1. Introduction
1.1. Research Topic and Scope
- Identify the prevalent lean and BIM interactions that have been investigated and experimented on by researchers and industrial professionals;
- Find the limitations of the identified strong lean and BIM interconnections;
- Discover the latest research orientations that overcome the current gaps in applying the strong lean and BIM interactions;
- Suggest an integrated information technology system that allows effective application of the prevalent lean and BIM interactions.
1.2. Lean Construction Overview
- Lean production management: This runs from the beginning of a project to the handover of a facility. It consists of work structuring (WS) and production control. Introduced by Ballard in 1999, work structuring is used before the construction stage to break down products and processes into work chunks in order to dimension production units and organize handoffs between groups [20]. WS deliverables encompass project execution strategies and organizational structures, operations design, and master and phase schedules. From a lean mindset, master schedules should only include special clients’ milestones. Phase or pull schedules are best produced by last planners, who can create a reliable network of executable tasks and use float to buffer uncertain activities [21]. Contrary to traditional project management wisdom, we notice that lean construction suggests hierarchical, collaborative, and progressively detailed planning. In order to support continuous workflow, location-based scheduling techniques such as line of balance, flowline and takt-time planning are preferred over the well-known activity-based critical path method (CPM) and program evaluation and review technique (PERT). Planning is followed by control to ensure that project objectives are met. For a lean community, production control means ensuring events conform to the plan. This conceptualization is distinct from traditional project control, where discrepancies in project progress trigger corrective actions. The functions of the Last Planner production control system help to achieve those ends, which also evolved over time. Its first production unit control component, driven by a quality checklist of weekly work, focuses on solving the mismatch between what a superintendent said he would do and what he did. This primary item improves labor productivity and commitment quality, and this key performance metric was labeled percent plan completed (PPC). The PPC could hit 100% if tasks are made ready before their execution date. This is the function of workflow control or a lookahead plan, the second fundamental component of LPS. During lookahead scheduling, last planners divide phase schedule activities into assignments and analyze their constraints before adding those tasks to the lookahead window and thus to the weekly work agenda [22].
- Lean design: This aims to integrate process and product design in the pursuit of TFV goals. It encourages the exploration of alternatives between cross-functional teams rather than handing off single point solutions to downstream disciplines. This strategy fits well-integrated forms of contracts like IPD or design-build projects.
- Lean supply: The objective is to optimize the flow of goods and services, information, and funds between customers and suppliers. The best practices advocated are standardization, off-site fabrication and preassembly, consolidation of transport orders, and long-term supplier relationships.
- Lean assembly: The goal is to minimize in situ installation effort by using several tools, such as just-in-time delivery, one-touch handling, first run studies, multi-skilling, total quality management, and so forth.
1.3. BIM Overview
2. Methodology
3. In-Depth Analysis and Results
3.1. Weighting Matrix of Lean Construction and BIM Interactions
3.2. Lean IT Tools Supporting Production Scheduling and Control
3.3. Research Orientations in the Field of Construction Planning and Control Automation
3.3.1. Automated Trial Runs for Scheduling
3.3.2. Automation Trial Runs for Progress Monitoring
4. Discussion
5. Conclusions and Further Works
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
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3D | Visualization, navigation and sharing models |
Drawing and document production | |
Clash detection | |
Defect detection and control | |
Simulation, analysis and optimization of physical and functional performances | |
4D | Visualization and animation of construction schedules |
Time-space conflict analysis | |
Automated generation of tasks | |
Optimization of construction sequences | |
Progress tracking | |
Procurement tracking (Supplier integration) | |
Manage site logistics (laydown areas and site layout, access to site, location of equiments and resources) | |
5D | Quantity takeoff |
Cost estimating | |
6D | Carbon footprinting |
7D | Performance monitoring |
Asset tracking for maintenance operations | |
8D | OHS rules checking |
Safety hazards identification (prevention of falling…) | |
Safety training and emergency management |
Publication Type | Publication Number |
---|---|
Conference papers | 42 |
International Group for Lean Construction | 28 |
Annual Association of Researchers in Construction Management Conference | 3 |
IOP Conference Series | 2 |
Communications in Computer and Information Science | 1 |
Computing in Civil and Building Engineering | 1 |
Construction Research Congress | 1 |
CSCE General Conference | 1 |
International Conference on Computing, Networking, and Informatics | 1 |
International Conference on Engineering, Technology, and Innovation | 1 |
International Symposium on Automation and Robotics in Construction | 1 |
Lecture Notes in Computer Science | 1 |
Procedia Engineering | 1 |
Articles | 21 |
Automation in Construction | 4 |
Engineering, Construction and Architectural Management | 3 |
Journal of Construction Engineering and Management | 2 |
Civil Engineering Journal (Stavebni obzor) | 1 |
Construction Innovation | 1 |
Construction Management and Economics | 1 |
Electrical Construction and Maintenance | 1 |
Frontiers of Engineering Management | 1 |
Journal of Engineering Design and Technology | 1 |
Journal of Information Technology in Construction | 1 |
Journal of Management in Engineering | 1 |
Lean Construction Journal | 1 |
Science and Technology for the Built Environment | 1 |
Sustainability | 1 |
Reviews | 2 |
Engineering, Construction and Architectural Management | 1 |
International Journal of Mechanical Engineering and Technology | 1 |
Total | 65 |
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Sbiti, M.; Beddiar, K.; Beladjine, D.; Perrault, R.; Mazari, B. Toward BIM and LPS Data Integration for Lean Site Project Management: A State-of-the-Art Review and Recommendations. Buildings 2021, 11, 196. https://doi.org/10.3390/buildings11050196
Sbiti M, Beddiar K, Beladjine D, Perrault R, Mazari B. Toward BIM and LPS Data Integration for Lean Site Project Management: A State-of-the-Art Review and Recommendations. Buildings. 2021; 11(5):196. https://doi.org/10.3390/buildings11050196
Chicago/Turabian StyleSbiti, Maroua, Karim Beddiar, Djaoued Beladjine, Romuald Perrault, and Bélahcène Mazari. 2021. "Toward BIM and LPS Data Integration for Lean Site Project Management: A State-of-the-Art Review and Recommendations" Buildings 11, no. 5: 196. https://doi.org/10.3390/buildings11050196