BIM maturity levels (Barlish & Sullivan 2012) 

Context in source publication

Context 1

... for the actual volume needed and no control and monitoring so that each process notifies the previous one of its current needs for materials. Toyota Production System (TPS) tries to create a continuous flow by eliminating of waste (Mudas) throughout the value chain. Waste is defined as every activity that adds no value to the client. Client could be internal (H.R., technical service, financial service, etc.) or external (in the case of outsourcing, another manufacturer or the consumer). The idea is to deliver what the client wants, when he wants it and in the right quality and quantity. In this perspective, seven types of waste are commonly recognized by the lean community (Liker & Meier 2005) : - Inventory: The idea behind having an inventory is t o be sure the production isn’t compromised. In a lean point of view, it means lacks continuous flow and process control. - Transport: unless the value asked by the client is transportation, transport (inward and outward factory flow as well as the flow inside the factory) should be minimized. - Motion: motion is more related to the flow inside the factory. Moving to grab or check materials could also be considered as a waste if not optimized. This means that the worker should find all the necessary tools in the right place and at the right quantity. - Waiting: waiting for work to be processed before handling or waiting for a worker to finish the task before taking it to the next phase is a type of waste. - Over-Processing: when the degree of involvement and time-s pend isn’t in line with customer demand, one would surely suspect an over-processing waste. This type of waste deals with over-sized equipment for instance or giving a product more sophisticated than required by the client. It also includes over-quality. - Overproduction: When the quantity required by the client isn’t what is produced, a waste is automatically generated. Even if the products will be sold or shipped later, a certain list of tasks is required to manage over-production, considered as a waste. - Defect (Non quality): the most obvious type of waste is defective products or service. A rework is generated and is considered as a non-value added activity. While Lean consists of improving performance at the operational level (Pool et al. 2011), it could also drive strategic decisions (Perez et al. 2010). Many research studied Lean implementation issues. In order to be fully grasped, Lean takes many years to be fully grasped and understood. That is why, a strategic move is needed to take all of its benefits. In addition, Lean management should also be inte grated into the company’s culture. Thus, an effort to understand how Lean principles could complement the company’s practices and way of doing business is critical to for a successful implementation. Toyota’s financial scores raised drastically after matur ing their new elaborated system. This achievement was recognized worldwide and lots of companies from different sectors, aeronautics shipping, etc. (Bhamu & Singh Sangwan 2014). For the construction sector, the reflection on how to integrate Lean management principles in construction was initiated by Koskela (Koskela 1992) where he discussed the application of new production philosophy to construction. He stated that information and material flows as well as work flows of design and construction should be identified and measured. In this perspective, he conceptualized the production process using the TFV model: 1) Transformation; (2) Flow; and (3) Value generation; flow is generated based on the value asked by the client through a series of transformation. An illustration of this model could: raw materials are transformed into a products, packed and delivered to the client. In construction, however, things start to get more complex: while manufacturing is a based on a large products quantities, more or less comparable in term of design, construction however, is unique at a certain level and is created in different location (not in a centralized location). In addition, many stakeholders are involved in a construction project and are different from one project to another. All those factors make it difficult to rationalize construction processes throughout project lifecycle. G. Howell and G Ballard (Howell & Ballard 1994) also contributed to LC genesis by stressing the crucial lack of collaboration. They noted that only half of the planned actions are performed on site per week. A collaborative system called Last Planner System® was then developed by (Ballard 2000) (Ballard 2000) to remedy this problem. Last Planner system is a collaborative production planning tool designed to improve collaboration among stakeholders in the construction industry. Since construction is a “people” business where different construction actors collaborate to design and construct, the LPS is an efficient way to foster communication in project team. LPS is based on 4 integrated planning elements presented in Figure 3: - Master schedule: provide an overall overview on project milestones, - Phase plan: called revers Phase Scheduling. It is based on a pull planning where stakeholders design the project in a reverse chronology. - Look ahead Planning: It’s a six week planning with constraint ...