Introduction
While Virtual Design and Construction (VDC) is ubiquitous throughout the Architecture, Engineering, Construction, and Operations (AECO) industry, there appears to be little consensus on how to deploy its tools and workflows to create clear and consistent value. Instead, VDC professionals often rely on narratives of assured value and, in its absence, promises of expensive rework to validate its cost burden to a project. Below, we explore how VDC fits into a Lean project and how VDC Managers can incorporate Lean principles into their processes, offering valuable insights and strategies for effective implementation.
Understanding VDC and Its Challenges
Virtual Design and Construction (VDC) involves the comprehensive use of Building Information Modeling (BIM) and other digital tools to manage the design, construction, and operation of a project. Despite its widespread adoption, the AECO industry still grapples with varying approaches to deploying VDC effectively. The main challenges include:
- High Cost, Low Quality: Deploying VDC effectively can be expensive, and without proper implementation, the quality of the outcomes can be widely inconsistent and may not justify the costs. High initial costs for software licenses, hardware, and training can be a barrier, especially for smaller firms. Additionally, if not managed correctly, VDC processes can lead to errors and rework, undermining the quality and benefits of the technology.
- Adoption of Change: The AECO industry has a long history of traditional practices, and while there is some resistance to adopting new technologies and workflows, this caution is often justified. Technology is evolving rapidly, and it is prudent for firms to be selective and methodical in their adoption of VDC tools to ensure they choose solutions that provide the most value and long-term benefits. This cautious approach can help mitigate risks and ensure a smoother transition to new processes.
- Skill Gaps and Training: Effective use of VDC requires a workforce skilled in BIM and other digital tools. However, there is often a gap in the necessary skills among existing professionals. Additionally, continuous training and upskilling are required to keep up with technological advancements. The lack of adequate training programs and resources can result in ineffective implementation and underutilization of VDC investments.
Lean Principles in Construction
Lean construction is an approach that focuses on maximizing value by minimizing waste, improving workflows, and enhancing overall efficiency. Key Lean principles include:
- Value Definition: Understanding what is valuable to the customer and aligning processes to deliver it.
- Value Stream Mapping: Identifying all activities in a process to distinguish value-adding from non-value-adding activities.
- Flow: Ensuring a smooth and uninterrupted workflow.
- Pull: Producing only what is needed when it is needed, minimizing inventory and waste.
- Perfection: Continuously seeking to improve processes.
In the context of a project, VDC is often perceived as wasteful or bloated with inefficiencies due to the high costs of labor, technology, and time requirements, coupled with an often unclear return on investment. To counteract this perception, VDC managers must actively focus on reducing waste and demonstrating clear value. This can be achieved by streamlining workflows, eliminating redundant processes, and ensuring that every VDC activity directly contributes to project goals. By aligning VDC practices with Lean principles, managers can significantly enhance efficiency, improve collaboration, and ultimately deliver greater value to all stakeholders
Integrating VDC with Lean Principles
Value Definition
To create consistent value with VDC, it is crucial to define what value means for each stakeholder. This involves:
- Project Executives: Value for Project Executives is realized through enhanced communication, financial efficiency, and schedule adherence. While there will often be several stakeholders throughout a project, VDC Managers must demonstrate its value first and foremost to the project leadership which may also include several Project Managers.
- Field Trade Managers: For Trade Managers, value is seen in comprehensive coordination and clear communication, which result in a reduced workload.
- Trades Partners: The value for trades is clear, actionable direction and the mitigation of unplanned work, unnecessary work, and rework.
- VDC Department: VDC is a vast scope of work that is too broad, too detailed, and evolving too quickly for any one person to have mastered all of it. VDC professionals must make their experience and subject matter expertise available to their colleagues and larger professional network to strengthen their immediate team and the industry at large.
Value Stream Mapping
Applying Value Stream Mapping to BIM coordination can uncover inefficiencies and identify areas for improvement. Common obstructions such as decision making delays, persistently slow performance by an individual or entity, and rework due to deficient sequencing must be addressed proactively by creating a plan to mitigate them and respond to occurrences in a timely manner.
Ensuring Flow
A smooth and uninterrupted workflow is essential for effective VDC. This can be achieved by breaking down silos and fostering collaboration among different disciplines. Innovations, such as Autodesk Construction Cloud (ACC) and Revizto directly work at improving flow of VDC information. BIM Coordination Managers are a common unnecessary silo for Clash Detection. By requiring Trade Partners to perform clash detection on their own systems, they are no longer reliant on BIM Coordination Managers to enlighten them to conflicts with their systems. Tools such as ACC, Revizto, and BIM Track decentralize the Issue Creation workflow and encourage collaboration outside of recurring coordination meetings.
Implementing a Pull System
A pull system in VDC ensures that work is done based on real-time needs, rather than on a predetermined schedule. This approach minimizes waste and enhances efficiency by aligning project tasks with actual requirements. VDC Managers must manage both a VDC Deployment Schedule and a BIM Coordination Schedule. Both must be living documents that tie into the Master Schedule, clearly indicate critical path activities, and are updated regularly and reviewed comprehensively with all stakeholders.
Striving for Perfection
Continuous improvement is a cornerstone of both Lean and VDC. Regular reviews, feedback loops, and Kaizen events help VDC Managers identify areas for improvement and implement changes incrementally. This ongoing process ensures that VDC practices evolve and improve over time, consistently delivering higher value. However, when VDC Project Managers work in a production silo, it can be difficult for them to allocate time and focus to step outside their production mindset and view their processes from a higher vantage point. Neglecting this step often delays improvements until significant problems become glaringly obvious. Incorporating this step as activities in each VDC Deployment Schedule and BIM Coordination Schedule assures it will be addressed.
Conclusion
Integrating Lean principles into VDC processes offers a structured approach to ensuring that VDC practices are delivering clear and consistent value to each project. By focusing on these principals, VDC Managers can overcome common challenges and enhance project outcomes. The topics introduced in this paper will be explored in depth in forthcoming posts, providing detailed strategies and practical examples to aid in the effective integration of Lean principles into VDC practices. To engage DatumBuilt on this or other topics, please email info@datumbuilt.com