Be Smart, Be Lean, Be Big: A Strategic Business Proposition for BIM #bsl2015

Stage 2: Be Smart, Be Lean, Be Big: A Strategic Business Proposition for BIM

 12:00 PM – 1:00 PM
 08/04/2015
 
 

In recent years, construction industry stakeholders have been implementing BIM for a number of reasons; Level 2 compliance targets, pre-qualification box ticking, saving face relative to competitors and peers, and interests in emerging technologies are examples of common drivers for BIM implementation that, while valid, fail to completely answer the ‘Why BIM?’ question from a business strategy perspective. This class will examine the link between BIM, Lean, and Theory of Constraints (TOC) business principles to give construction industry professionals, building owners and operators a bottom line proposition to fundamentally answer the ‘Why BIM?’ question.

The class will be structured in four related sections:

An introduction to Lean and TOC: Many construction industry stakeholders will have had some exposure to Lean and TOC, but most will have had limited engagement with these business principles on a formal and practical level. The first part of the class will provide an overview of Lean and TOC and frame their fundamental principles within the context of the construction industry.

Lean and BIM: The link to Lean and BIM has been the subject of discourse in many construction industry forums. This part of the class will outline the eight wastes (Transport, Inventory, Motion, Waiting, Over production, Over processing, Defects, and Skills) of Lean and identify BIM workflows, tools, and techniques for targeting these business risks.

TOC and BIM: This section will offer insight into a systems approach to the design, construction, and operation of building projects and highlight BIM workflows that impact throughput on construction projects. Design, construction documentation production, building construction, project management, procurement, and maintenance processes and outcomes will be discussed in a BIM for continuous business improvement context.

Summary of BIM as a strategic business proposition: The final section of the class will identify the links between the concepts of BIM, Lean, and TOC and demonstrate the business imperative for improving construction projects through investment in people, process, and technology for the betterment of all sector stakeholders.

Learning Objectives:

  1. Expose delegates to formal business theories associated with bottom line improvement, which can be applied to the construction industry.
  2. Demonstrate the link between BIM and functional business processes.
  3. Provide delegates with examples of BIM workflows, tools, and techniques that can be viewed in the context of systemic improvements that lead to competitive advantage.

Speakers

Focused on the business side of why we do BIM.

Services bimfit bimcheck and bimcontrol

Align the purpose of BIM with the purpose of the business

TOC – theory of constraints.

80% people and 20% process. People are the largest overhead.

Innovative for the sake of promoting the business and not for innovations sake.

Business strategy is reviewed typically twice a year.

Strategic view versus accounting view. Investment and not overhead.

PESTEL analysis. http://pestleanalysis.com/what-is-pestle-analysis/

BIM is a temporary competitive advantage.

You don’t get to do the cool stuff without the finance to support you. Make more money now and in the future. Profit is not a dirty word.

TOC

The goal by Eli goldratt 1984

 2015-04-08 12.18.40 2015-04-08 12.19.04 2015-04-08 12.20.29
  1. Find the constraint
  2. Exploit it
  3. Subordinate everything else to the constraint. No point having materials on site if no one is going to use it. 
  4. Elevate
  5. Reassesses the system over time to find the next constraint. 
In our industry most likely resources. Could it be process related. 
Resource levelling through BIM with complexity added by customer demands. 
Getting lean:
Design Transportation from a to b. From brain to brain. 
Minimise material movement on site. 
Operations – locating equipment or people in the correct space.
Lean de risks a project.
Minimise travel, use virtual.
Some focus on teams/gangs needs for a job including tools, materials and van.
Reduce waiting for information. Everyone is waiting for someone else to do something and no one is actually doing any work.
Just because you can do things does not mean you should. Overproduction. Getting team size correct on construction teams.
Use BIM data for value engineering material specification.
get up to date information on to site.
Reverting to type wastes investments made.
Align BIM output with supply chain capabilities.
You only get paid when you have done the work.
2015-04-08 12.43.34
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About Shaun Farrell

I have been involved in the construction sector since 1986 and over the years I have seen things change dramatically. Much of the change has been directly as a result of technology. This blog will be about the key combinations of People, Process and Technology. Any views expressed here are strictly my own.
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