Lean thinking and bim simulation

LEAN THINKING, BIM AND SIMULATION In 1990 Jones and Womack wrote “The Machine That Changed the World” whereby they created the expression “LEAN Production” to express the form of production techniques and outcomes found at Toyota. At its center is LEAN Production. This really is regarding making worth for the consuming client and removing almost everything else that does not immediately add to this value creation, i.e. waste. To assist this thinking concerning waste lowering, the production sector has moved to virtual simulation for LEAN product design. BIM and associated technologies stand for this equivalent potential in the AEC industry. It is occasionally called Virtual Design and Construction.

This increasing and varied set of tools particularly around the AEC industry simulation requirements are getting developed throughout the world. These form the basis of new process approaches and in order to maximize and operations flexibility to use any tool open information standards are required. An additional necessity is flexibility and change in process. Widely companies in the AEC industry have not noticed IT on projects as core or a strategic company exercise. This varies amidst the stakeholders, but the the greater part of AEC organizations purchasing BIM tools are still mimicking a manual method and haven’t taken this as an option to re-structure inside methods of work to be more IT empowered, LEAN and collaborative. Those shifting to new techniques and collaboration are establishing these activities in house or with a few select partners. It looks too huge to control at a market level.

LEAN thinking within design, construction and operations sets the tradition to concentrate on the growth of the correct information at the correct time. It is produced in the most effective and efficient ways to assist better judgments and information re-use at all levels of a business and can be repurposed around all stakeholders. Two illustrations of this type of thinking are the mission/business to facility and funding streams simulation through BIM models created as a pilot within the U.S. Coast Guard Roadmap. Another example is General Motors use of Clash Detection Simulation to uncover issues prior to specific field construction. By modifying the method both organizations take benefits of the accessible tools and reduce waste in human capital, materials, design, construction and management costs. In advancement are extra analysis tools by the International Code Council for Code Checking. As BIM models move further than geometry development for records and into the sphere of decision support, the need for more intelligence and standardized information use gets evident. These tools involve specific data sets since it is the interrelationship of this data that generates the evaluation.

This makes IT and information at the center of the BIM process.