Enhancing Maintenance Management Building -Myassignmenthelp.Com

Question: Discuss About The Enhancing Maintenance Management Building? Answer: Introduction BIM is a process with a life cycle that has various actors and players including people, process, and technology. The people make decisions and generate inputs into the BIM process using various hardware and software tools. Process enables different actors to interact with BIM at different stages in the life cycle of a building, while technology enables important functions such as collaboration and exchange of ideas, in platforms such as cloud computing. Lean Construction is a concept that combines practical development and research in the design and construction field in which lean manufacturing practices and principles are adopted and used in the entire construction process life cycle (Xu, Ma and Ding, 2014). While manufacturing makes products, construction is a form of production based on projects. However, the two concepts of BIM and lean construction are a synergistic process psychology interacts to achieve objectives such as low cost, low wastage, and high quality construction. This section discusses the synergy between BIM elements of people, technology, and process, and lean construction critically, before making drawing conclusions (Enache-Pommer, Horman, Messner, Riley, 2010). The section starts by discussing the origins of the two concepts, before discussing the synergy between them Discussion: BIM and Lean Construction According to (Tauriainen, Marttinen, Dave, Koskela, 2016, p. 569), lean construction and BIM have existed as separate and independent entities for the past two decades. Both have origins traceable to academic studies; however, focus has shifted over time to practical and industrial application. At their inception and early stages, both the concepts had their own distinct networks of supporters and special interest groups and they were considered as having competing agendas (Bansal, 2015). In the past decade or so, practitioners attempting to implement both the concepts (lean construction and BIM) discovered that the two had considerable synergy. In its simplest definition, synergy refers to a whole that is greater and better than the sum of its components/ parts. The discovery that both lean construction and BIM, used together, could achieve even greater success in the built environment heralded the continued and increasing use of the two systems in a synergistic way. The two system s fit together like a nut and bolt, and together, achieve much more than each one applied separately (Clemente and Cachadinha, 2013). Linkages between BIM and Lean Construction BIM works on the principle that all processes and components in building structure are interconnected and interrelated; the materials used are related to their costs, the designs used have a direct relation to the frame and structural integrity of the building. The materials used are directly related to their manufacturer that also generates information about their quality, price, and usable lifespan (Sacks, Koskela, Dave, 2010). The materials and overall designs used impact the energy usage and sustainability of the building. The suppliers used have a direct relation to the expected lifespan of various facilities and equipment. A change in one of the elements affects some or all the other elements, for instance, changing the materials used in one section of the building changes its structural integrity, the suppliers, and the costs. As such, BIM is a process that generates a lot of data and information from inputs by various actors and systems, data and information that can be used to achieve lean construction principles (Lin et al., 2016). For instance, using BIM, materials can be sourced and be scheduled for delivery just when they are needed, while construction process simulations can help plan for construction in such a way that there are no additional costs associated with having to store materials until they are needed, or delaying works because materials are late in arriving. Further, because of interconnections between all elements in a building, using BIM ensures that costly reworks and materials wastage does not occur (Mah et al., 2011). There are four main linkages between Lean Construction and BIM, at least in an academic sense; first of all, BIM makes a direct contribution to lean principles. For example, BIM detects clashing ideas or components within a building structure and allows for such clashes between different principles of design to be eliminated (Bolpagni, Burdi, Ciribini, 2017). This detection and elimination of clashes results in reduced delays and re-works at the construction site. During the era where 2-D drawings were developed during design, inconsistencies in design became the single most significant causes of problems such as scope changes and re-works at construction sites (Mah et al., 2011). Therefore, through the use of BIM, reduces unnecessary problems and issues in building construction and management. Just by using BIM, lean construction is achieved without having to use or implement other lean construction principles. Secondly, lean methods and principles can be facilitated or supported t hrough the use of BIM. In this situation, the existing functionalities of BIM are systematically used to enable lean principles and procedures. For instance, the simulation of a construction sequence using a computer is used extensively as part of construction evaluation and collaborative site tasks planning. Further, views and illustrations derived from BIM can be utilized as tools for visual management; visual management is a pillar of lean construction. A common ground is then created between different actors in a design or construction process (Qi, 2016, p. 34). Third, BIM based tools and methods can be developed and utilized for the realization of lean objectives; the functionalities of BIM are augmented or extended in order to realize lean methods and principles in construction. At the heart of lean is rapid iterations; carbon footprint and cost calculation models obtain it directly from BIM models support the lean principle of rapid iteration. With the rapid evolution of mobile computing, have created new possibilities for BIM where information can be directly delivered to the work sections. Relevant parts of a building can now be viewed using a variety of software and this will enhance collaboration. Fourth, lean principles facilitate and enhance the introduction of BIM (Tauriainen, Marttinen, Dave, Koskela, 2016, p. 570). The emphasis on lean construction is predictability, collaboration, and discipline. All the benefits of BIM can be obtained from the features of lean construction because they are very suitable as tools that support t he introduction and implementation of BIM based principles and technologies, especially commercial solutions where pains and gains are shared; and organizational solutions that are created for the creation of a collaborative lean implementation environment. The four linkages have significant managerial implications for management in firms that participate in the projects and construction project management. Incremental preparation of the build model is done carefully, in a comprehensive and systematic manner to realize the benefits of both concepts. Further, lean construction should be implemented in parallel with BIM in order to realize the full benefits of the two concepts (Ahuja, Sawhney, Arif, 2017, p. 74). Lean Construction (LC) and BIM have several positive interactions; they lead to reduction in the variations to processes and cycle times, there is automation of some activities that are non-value adding, processes and products are increasingly being visualized, and they lead to increased collaboration. Further, the two enable advanced options for fabrication, rapid alternatives integration, and better capturing of value. The synergy between LC and BIM is not limited to just the design phase; it does extend to the entire construction life cycle of a building, especially with the advent of multi-dimensional BIM capabilities that include tie and cost (Hao, 2012, p. 52). The synergy between LC and BIM is most apparent during the design phase of the construction life cycle. The LC related priorities in concepts and design such as Set Based Design, target Value Design, Collaborative design, and Client Defined Value, among others, leverage the rapid generation of design alternatives and mul ti-trade coordination BIM capabilities extensively with few errors and mistakes. Other aspects of BIM that are leveraged include efficient constructability modeling, better design intent visualization, powerful simulation options, and advanced Pre-construction analyses. BIM use in supporting the goals of LC has been widening during the building construction phase. Multi-dimensional BIM is increasingly being integrated with existing information systems, such as ERP (enterprise resource planning), Virtual Reality, point cloud generations, and laser scanning (Vaux, 2016, p. 72). At present, last planner meetings benefit from BIM visualization, same as happens during stakeholder engagement and design briefs. Present BIM systems can help visualize the flow of construction, enabling better understanding of the different available alternatives and schedule/ cost control. BIM enables 5 D simulations for time, resources, constructability, and safety; the result is reduced RFIs (requests for information), reduced cycle times, increased safety for some work tasks, and reduced wastes. The image below represents the linkages between BIM and lean construction Case Study where BIM and Lean Construction Synergy was Successfully Implemented: The Amazon Arena in Brazil In 2014, Brazil was preparing to host the FIFA World Cup and was faced with serious challenges, including having the stadias and facilities ready on schedule. The FIFA World Cup quest was unique in that the tournament would for the first time be held in 12 different host cities spread over a country the size of a whole continent. One striking project was to build the Amazon Arena in the city of Manaus; the stadium would have the capacity of 44500 spectator seats. It was a bold engineering project utilizing several precast elements, a complex roof and facade structure covered with a membrane; it was among the largest construction projects in Brazil. The area has a unique environment characterized by high temperatures and relative humidity. The Design was contracted to the German Office GMP, and incorporates advanced sustainable architecture concepts, including the system for collecting rain water, leadership in energy and environmental design award, and high level reuse, in which 95% of removed/ demolished material in the previous stadium were reused by the contractor. Its metallic structure is complex and one of a kind (Mattos et al., 2017). In planning the stadium construction, factors such as realistic rates of productivity had to be taken into consideration. Skilled professionals were a shortage in the Manaus region and on site schools were opened to prepare various cadres of workers in the construction sector, from masons to equipment operators and carpenters. The distance between Manaus and major centers of construction equipment production, it was decided that precast materials would be used; the project required 67000 cubic meters of concrete. For purposes of planning, the team managing the project and other participants opted to use 4-D BIM where the first phase involved a 3-D illustration of the project in Google Sketch up and ArchiCAD software modules. After that, the team used Microsoft Project to attain the 4th dimension of BIM (where 3-D is used plus Time to attain 4-D). The use of BIM, especially 4-D BIM is still at a nascent stage in Brazil. Using 4-D BIM enabled the team to attain benefits in the project, including better management of logistics, checking accessibility, state of the art design, identification of clashes and interferences, simulation of construction and other scenarios, and viewing work status (construction progress). Further, using BIM enabled the team to generate animation of activities for filed teams instruction. The image below shows how 4-D BIM was used for planning and control (Mattos et al., 2017) The project had serious challenges and tight scope controls, based on the contracts signed between FIFA and the tournament host cities. There had to be compliance with all technical requirements and despite not spending any penny in the projects, FIFA and the COL (local organizing committee) would require changes to the original project at any given time, even if such scope changes result in changes in schedule and project costs. Changes occurred during project detailing, initiated either by FIFA or the COL. For instance, the stadium visibility curve was changed during the execution phase of the project so that the stands could be adapted to new parameters. Advertising signs, for instance had their heights increased to 1m from 0.9 m while distance to field boundary was reduced to 4m from 5m. These may look like small changes, but they are very significant I a project of such magnitude. FIFA determined that all fans must be able to see the ball on the football pitch from a 20 meter he ight (Mattos et al., 2017). These scope changes resulted in significant changes to job quantities and materials requirements as the table below illustrates; The requirement for compliance with LID certification led to further scope changes; these cumulative scope changes had a significant impact on project schedule, cost, and scope. The deadlines were strict and short; the only way the project team, including the designers and contractors could deliver was through the use of value engineering based on BIM and lean construction principles. Value engineering analyses were prepared for negotiating with the host cities, the project owners where innovative technical solutions were used to offset the effects of scope change. The selection of slabs, materials, reinforcement, poles, cranes containment, and drainage systems was done through value engineering based on BIM. The cast in place slabs and beams had to be changed to precast elements, enabling greater flexibility and adaptation during construction. Lean Construction principles were employed in the project because the date of completion could not be changed. The team used the LIE (lean op erational excellence) principles of lean construction so as to significantly reduce wastes and generate a method for managing work processes that was quick and effective. The result was reduced costs and increased productivity; helping offset the major scope and cost changes. Lean production focuses on waste reduction, value addition, and prioritization of activities, with focus being placed on eliminating work considered unnecessary and/ or not adding value. Using LOE, activities of certain tasks were evaluated based on value adding activities, hidden/ necessary wastes, and evident wastes. LC was applied to the precast plant, reinforcing steel plant, the laboratory, and cast in place concrete. These were enhanced through BIM and collaboration as well as high level visualization and simulation of construction processes through BIM. The result was that the project objectives and deliverables were met, being finished in time and within budget, with high quality construction (Mattos et al., 2017); this is a clear case where BIM and LC synergy helped in excellent project execution and management, Conclusion BIM and LC are highly synergistic due several positive interactions between them; BIM makes a direct contribution to lean principles. Lean methods and principles can be facilitated or supported through the use of BIM. BIM based tools and methods can be developed and utilized for the realization of lean objectives; and lean principles facilitate and enhance the introduction of BIM. 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