A Method to Identify Virtual Design and Construction Implementation Strategies from a Lean Construction Perspective

Abstract

There have been important advances regarding the synergies between building information modeling (BIM), as part of virtual design and construction (VDC), and lean construction. However, the literature does not fully explore the nature of or conceptual reasons behind these synergies. A better understanding of these synergies would allow the architecture, engineering and construction (AEC) industry to achieve better lean and VDC implementation, and would provide a stepping-stone for academia to continue building on these synergies.

Furthermore, in recent years, the AEC industry has broadly expanded the use of VDC; particularly lean construction methods, to deliver value to their customers. VDC includes the use of Production Management using lean methods as an integral part of the defining theory and method, and multiple case studies have concluded that the projects with the best performance use both initiatives together.

Despite the great importance of both methodologies, VDC remains a challenge as companies lack understanding of the implementation strategies and their relation with Lean management.

The main theoretical contribution to knowledge in the field of VDC and Lean is the design of the VDC/Lean influence model, based on statistically significant evidence of relationships between elements of VDC implementations with Lean as a moderator.

Keywords: BIM, VDC, PLS, Lean Construction, Strategies, Waste

JEL Classification: Y4