Interaction of Lean and BIM in construction Industry.

(A Literature Review)
A Anil Kumar1, Sruthilaya2, Amit Kumar3 and Narsingh Rao4

Abstract: In India, construction industry is one of the largest industries which always
adapts necessary changes. Several project organizations approaches have been emerged to
progress the performance in the construction industry. The continuous changes may result in
reduction of productivity and production of large amount of waste. Therefore, to overcome
these problems a new development programme has been developed known as lean
construction to design systems to minimize wastage of time, materials and effort in order to
produce extreme possible amount of value and which aims in maximizing the performance of
programme. And BIM is a technology that is changing the pattern in construction industry. At
present, BIM is being useful in all stages of the project lifecycle, creating substantial benefits
for the society and stakeholders. BIM has increased the productivity with the enhancement of
workflow, owner benefits, contractors and designers and reduction in the risk of design errors
and has also enabled the coordination and communication among the project members. This
paper reviews about the interaction of Lean and BIM in the construction industry.

Introduction
The construction industry contributes a large to GDP of the country. In recent years,
contribution industry didn’t show appropriate improvements in the productivity. This also
indicates the low improvement of efficiency rate of the construction projects. In the recent
past, many developments have been made in construction industry for the improvement of
efficiency rate in the projects. The improvements are use of Building Information Modelling
(BIM) (Eastman, et al., 2011) and other improvement is usage of lean principles which was
adapted from the practices and methods that are applied in the Japanese Manufacturing
Industry, Toyota (Womack, et al., 1990).
BIM is a tool in which 3D models are made. Models contains the properties of the items
which it indicates. These models are helpful for the construction in the production stage
(Eastman, et al., 2011) and it provides the clear understanding of the project. By this process
we can provide a clear picture required by the client.
In BIM software packages are used for drafting purposes (Sacks, et al., 2010) and the
packages are Autodesk Revit and ArchiCAD. These packages are used in design stage.

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Therefore, BIM tool is used in construction projects where good quality constructions are
made at low cost and short duration (Sacks, et al., 2010).
Lean principles are adapted from Japanese Manufacturing Industry (Womack, et al., 1990)
and these principles are referred as Toyota Production System (TPS) which reduces wastages
and improves the productivity in the projects (Sacks, et al., 2010). The objective of lean
principle is to meet the requirements of client in view of minimal waste of man, material and
time (Howell, 1999). After many practices, techniques like last planner system is developed
and proved that it was efficient (Egan, 1998).
These two improvements lean construction and BIM cannot be applied without the other so
they should be applied together for the benefits of construction industry. A study by Sacks, et
al., (2010) cannot gives the detail information but it can give the interaction between lean and
BIM.
In these initial studies, the theory of BIM and lean construction can be studied theoretically
about the application of these two improvements for the achievement of synergy expected.
After understanding of the concepts theoretically then they can be applied on the projects
practically.

Aim
The aim of this paper to study the interaction of lean and BIM in the construction industry in
the design phase which leads to improve the efficiency rate of the project.

Objectives of Research
The aim of the paper is to find how effectively the productivity can improved when both lean
construction and BIM are applied together in the design phase.
BIM is applied in design phase and lean construction is applied in production phase. In order
to achieve expected synergy lean construction should be planned systematically and
integrated with the BIM.
This study is helpful for the exploration of interactions in design phase to understand
theoretically and suggests a path for the practical implementation.
The design phase considers BIM as a tool along with lean construction principles.
In order to answer the research question, the following objectives are set to facilitate the
study:
• Carry out the study on lean production principles and how they are applied in
construction.
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 • Carry out the study on BIM and its implementation in design phase.
• Study how lean principles and BIM together can be implemented in design phase.
Study how lean principles and BIM together can be implemented practically.

Research Methodology
The research carries out is an inferable study. This is reviewed from previous papers carried
out by different research scholars in construction industry that includes lean construction or
BIM or both lean construction and BIM were investigated. The studies are conducted from
different sources like: peer reviewed journals, past written master’s thesis, and text books.
The sources selected are focused on lean construction or BIM or both lean construction and
BIM. The sources that studied lean and BIM to form a literature review and this paper
contains both lean construction and BIM further findings.
The analysis was made from the understandings of past studies. With that understanding
many recommendations were made for the successful implementation of synergy between
lean construction and BIM during production.

Limitation
The research is limited to the use of BIM in design phase in projects and how lean
construction principles are interacted with BIM in this phase.

Literature Review on Lean Construction

Introduction:
In general projects are designed, planned, produced and delivered in an effective manner for a
specified period as they are complex and innovative. Therefore, these kinds of projects cannot
be accomplished by using traditional methods as they might lead to cost and time overruns.
Therefore, the concept of lean has emerged in order to overcome these kinds of problems
during construction. This concept has been adapted from the Toyota production system (TPS)
from shop floors of Japanese manufacturers.
The main aim of lean construction is to eliminate waste in construction and to achieve
stakeholder satisfaction with the reduction of money, material and resources. It also improves
productivity level in construction sector and is more suitable for large and complex projects.
In the construction sector it is considered to be a new form application to manage and operate
projects with safe, reduced cost, quick completion and appreciable quality (G Howell 1999).
Transformation, flow and value are three major points of production management
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paradigm for the implementation of lean production in the construction industry. (L Koskela
1992). These three principles are used for minimizing the waste and to make the process of
production more efficient (Lauri Koskela 2000). These three corresponding ways eventually
create a lean construction concept (Aziz and Hafez 2013). Lean construction is an idea used in
operations management and manufacturing production which focuses mainly on continuous
improvements in processes of production to eliminate redundancies and for better delivery of
final goods that offer added value to the customer. (Barathwaj, Singh, and Gunarani 2017).
Technology and Construction management are the two main factors influencing the
growth of the construction industry. Over the past 40 years, though several advanced and new
technologies have been used to construction projects, the effectiveness has remained quite low
(R. Sacks and Goldin 2007). By the application of lean construction concepts the productivity
has been improved in the production of a residential project.it was completed a month ahead
compared to the conventional schedule. This project has been an example for other investors to
implement lean concepts for further projects (Mota, Mota, and Da Alves 2008). (Issa 2013) has
specified that PET [percent expected time-overrun] value has been decreased substantially with
the usage of lean construction technique in construction projects and there is enlargement in
PPC values [percent plan completed. (Harsha, Suresh, and Nagaraj 2013) has identified the
kinds of waste that exists in a construction company by using this tool. Also, this tool can help
firms to decide where change needs to commence by attainment of the basic cause of the
problem and thus helping in solving of problem and avoiding sub-optimization. This could also
lead to enhanced efficiency of construction activities ensuring in lower operational costs, better
than before with yield margin and reduced environmental damages.
Lean construction appears to associate with a set of techniques and tools such as target
value design (Glenn Ballard 2011), the Last Planner System (HERMAN GLENN BALLARD
1985), value-stream mapping (Arbulu et al. 2003), relational contracting (Matthews and Howell
2005) choosing by advantages, BIM, increased visualization and 5S to achieve advanced
performance results in construction projects (Salem et al. 2004). These tools and techniques
have been developed to replace conventional tools such as the critical path method and work
breakdown structure which have failed to deliver quality projects on budget and time
(Abdelhamid 2004).
(L. J. Koskela, Ballard, and Tommelein 2002) describes lean construction as a “way to
design production systems to minimize time, effort and waste of materials to generate the
maximum possible amount of value”. (Mossman 2009) describes the importance of value will
be attained by focusing on customer value which is the only way for reduction of waste and to
and create wealth. He also claims that setting out to eliminate waste in an isolation manner from
the value of the organization or project is actually waste and distracts the content from the main
purpose. Accordingly, researchers have initiated to develop tools, frameworks and practices in
the construction industry for managing value.
(Herrala, Pekuri, and Aapaoja 2012) states that value is the final goal and represents a
value-based design management of framework which is a holistic and an integrated approach
based on the arrangement of value parameters of the project. (Björnfot and Stehn 2007) states
that customer value is the primary concern and proposed lean construction strategy for
managing value. They also argue that the “fundamental aim of Lean Construction is to aid in
the delivery of external value by managing the internal value generation process”. (L Koskela
1992) discussed that the construction industry seems to concentrate more on different
techniques and tools to reach goals such as reducing flow variation, improving downstream
performance and stabilizing work flow than on customer value. Common tools and practices for
attainment of these goals are responsiveness to change, reducing variability and irregularity,
waste minimization, continuous improvement and quality just-in-time, effective relationships
within the value stream (G Howell 1999).

Principles of Lean

(Jørgensen et al. 2007) lean thinking concentrates on identification of customer value and
delivering it to them by making the product flow through value-adding processes without any
disruption. Therefore, bringing waste and providing the opportunity to eliminate it. These
principles are represented in the figure 1.

Figure 1: Principles of lean.

Implementation of lean starts basically with committed leadership and continuous improvement
and the lean journey is represented in the figure 2. If lean principles are applied for the project,
drastic changes in quality, efficiency and safety may be achieved which paves the way for the
success of project (G Ballard et al. 2007).

Figure 2: Journey of Lean

Lean construction techniques:

Lean construction is a technique to design production systems in order to minimize waste of

time, effort and materials, to generate the maximum possible amount of value (Lauri Koskela,
Huovila, and Leinonen 2002). Lean principles like increase the productivity and effectiveness
in the production are being followed by lean construction for the effectiveness in the work.
Labour, workflow and reliability are the most common determinants of construction but lean
construction has changed the conventional perspective of the construction project as
transformation, and embraces the value generation and concept of flow. It also shares the
similar objectives of lean production like, elimination of waste and reduction in cycle time and
variability. Pull production control, continuous flow and Continuous improvement have been
the way for the execution of lean construction (Paez et al. 2005).
Significant dissimilarities generally arise in each stage of construction process like
change of Plans change and delay in the materials. (HOWELL and BALLARD 2010) specified
that in compressed conditions, difference becomes more critical and apparent as it depicts the
interdependence between activities. The work environment has become stabilized with the
implementation of lean because of its planning system. This also helped to reduce the variation
in flow of values for the improvement of downstream operations. (HOWELL and BALLARD
2010) also believed that lean production is an innovative way to organize act that rests on a new
model and also the problems occurred by non-value adding flows in construction are also
solved by lean and few tools and techniques are represented in figure 3.

Figure 3: Lean tools and Techniques

Lean Techniques and Their Implementation in Construction

(Tzortzopoulos and Formoso 1999) stated that lean thinking can also address the problems not
only at the beginning of project but also which occurs in the later phases of design like cost and
time delays. (Formoso 1999) recognized other overall benefits during the application of lean
principles in construction and its definition, applications are represented in Table 1.
i. Reduction in sharing of non-value addition of activities,
ii. Increasing the output value by using systematic construction as per customer
requirement.
iii. Reducing the process variability,
iv. Reducing the cycle times.
v. Simplifying the process by minimizing the number of parts, steps and their
linkages. Increasing the flexibility in output.
 vi. Increasing transparency in process.
vii. Focusing on whole process.
viii. Balancing the improvement of flow with changes in improvement.
ix. Benchmarking.

Table 1. Lean Techniques, definition and its application

Lean
S.NO Definition Application
Techniques
It has been formed to maximize
dependability of the material /
Control system and Production
work /
Planning are implemented in
information flow to minimize
Last Planner construction projects to improve
1 waste in
(LP) production performance and
money/time in process of
planning (Hamzeh and
project and to maximize
Bergstrom 2010)
customer value (HOWELL and
BALLARD 2010)
It is a Japanese management
it has the capacity, to adapt
philosophy that has been applied
process in the organization and
in practice since the early
to support the organization’s
1970’s in Japanese
competitiveness in the
manufacturing organizations. It
2 Just in Time marketplace by improving
is first established and perfected
product quality, efficient
within the Toyota
production. significantly by
manufacturing plants by Taiichi
reducing wastes. (Cheng and
Ohno as a means to
Podolsky 1996)
meet consumer demands with
minimum delays (Monden 2011)
This is the process for This is used for improving
developing constructability and typically
a mathematical representation of included model-based design.
3 3D Models any The coordination is attained by
three-dimensional surface of combining multiple models into
object by using specialized one and running clash detection
software. (Staub-French et al. 2003)
This contains signs related to
It is about communicating key
safety,
data efficiently to the workforce
schedule, safety and quality.
by
This tool is alike
posting various labels and signs
to the lean manufacturing tool,
Increased around the construction site.
4 and Visual Controls, which is a
Visualisation Workers can remember
continuous
elements such as performance
improvement activity related to
targets, workflow and specific
the
required actions if they visualize
process control (Moser and
them (Moser and Santos 2003)
Santos 2003)
5 Value stream It is a comprehensive It can be identified as
 mapping model of project which reveals Process Flow Charts which
issues identifies what are the
hidden in the current approaches action releases for work to the
(Greg Howell and Ballard 1998) next operation. (HOWELL and
BALLARD 2010)
Planning in the project level is
the step to “stop the line” in
This mostly prevents the release construction to guarantee a
Stopping the of defective work in downstream reliable workflow and with no
6
line (HOWELL and BALLARD defective assignments to be
2010) released downstream
(HOWELL and BALLARD
2010)
This is a pull technique used to It is the link between production
develop control and work
Reverse a plan to work in backward Structuring. The purpose is to
Phase direction from produce a plan for the
7
Scheduling the date of completion by team coordination and integration of
(RPS) planning various specialists’ operations
(HOWELL and BALLARD (HOWELL and
2010) BALLARD 2010)
In construction, some parts of
the components of products the work can proceed without
should be in continuous motion. the completion of other works
8 Make it flow
(HOWELL and and may be called as
BALLARD 2010) repackaging (HOWELL and
BALLARD 2010)
This is a continuous
improvement of system in
It involves in zero
productivity, processes,
defects cost reduction in Final
9 Kaizen technology, leadership, safety,
Product (HOWELL and
quality and company
BALLARD 2010)
culture (HOWELL and
BALLARD 2010)
This provides a place for
It is a set of techniques which everything
provides a and has five levels of
10 Five S standard method to housekeeping which helps in
housekeeping within eliminating wasteful
Lean (Cho and Ballard 2011) resources. (Cho and Ballard
2011)
This assures customers to get
It is a management practice
what they need
which helps to seeks customer
Target Value and it is also a method for waste
11 constraints for the
design reduction and
design for value delivery
continuous improvement (Cho
(Cho and Ballard 2011)
and Ballard 2011)
However, (Alarcón et al. 2008) exposed that there are few barriers in the implementation the
lean thinking and its techniques. These barriers are like lack of time for the implementation of
new techniques and practices in the project. Lack of training is another barrier. Lack of
modesty for learning from errors and responding to the deficiencies occurred in the projects.
Accepting challenges for creating the organizational elements. Lack of Understanding the
concepts in project, lower usage of different elements, insufficient administration, low levels
of communication and transparency in the organizational chain.
Further, few researchers tried to apply lean principles in different types of
construction delivery systems to get advanced benefits. (Singleton 2010) tried to apply lean
principles to play a crucial role on integrated project delivery (IPD) methods in associating
with strategic alliances to minimize waste and to maximize value on such projects.
Further, (R 1996) related lean principles for construction of supply chain to design process of
protocol and represented about reduction of variation in flows which improves the
downstream operations and change in people’s attitudes can s be achieved.

Literature Review on Building Information Modelling

Building Information Modelling (BIM) technology is changing the construction industry. It is
the future of the AEC industry. BIM is technology is changing the pattern in construction
industry and is also the future of AEC industry. National Institute of Building Sciences
(NIBS 2007) illustrates that upcoming construction and building design will gradually rely on
BIM. At present, BIM is being useful in all stages of the project lifecycle, creating substantial
benefits for the society and stakeholders. Autodesk (2008) conducted a web survey and
suggested that the BIM has increased the productivity with the enhancement of workflow,
owner benefits, contractors and designers and reduction in the risk of design errors and has
also enabled the coordination and communication among the project members.
Han and Damian (2008) has stated that BIM has numerous benefits, but still it has few
barriers and limitations which have reduced the BIM application and BIM application is still
at an infant stage to little extent (Cao et al. 2015).
BIM, has become a very popular term with great approach, concept, and methodologies
which has been studied for many years. Sun et al. (2017) has presented on of the oldest
documented example known as father of BIM,” Chuck Eastman in 1975 which is a working
prototype by the building description system. Most organizations and researchers have
focused mostly on
CAD-related studies due to its successful application in the construction industry, and there
have been numerous studies of BIM related knowledge, especially in the last decade. Many
new terms related to BIM has been developed based on various researchers and had a huge
variety in attaining the knowledge intelligent building and research.
Succar (2010) has identified few more terms used widely in both the industry
literature and research. Integrated Design Systems, Building Product Models, Building
SMARTTM, Asset Lifecycle Information System, Virtual Building TM, Integrated Project
Delivery, nD Modelling, 4D Product Models, Virtual Design and Construction. The term
BIM has been popularized in 2002 by (Sun et al. 2017), and it has not been a widely accepted
definition. Table 1 represents few definitions. Table 1 determines the definitions of BIM and
it is used as a term to define the modelling process and activity rather than a model. With
respect to this the characteristics of BIM can be seen in the following definitions. It is
collection of data which all together contains the information about a building; and this data
can be used and shared in the project lifecycle by all of the stakeholders. It is a modelling
technology and also an integrated process which is used to create a building information
model and this model is intelligent and parametric digital representation of the building.

Figure 4. Various Definitions of BIM (Chaturvedi 2013)

 BIM provides greater benefit project lifecycle, like improving communication, collaboration,
cooperation, coordination and reducing building waste, forming a consistent basis for
decisions. BIM to refer to the processes of modelling, collaboration and integration and
“building information model” to refer to the object-based model or a group of datasets.
In the developments of construction industry BIM acts as key role in forwarding the industry.
BIM is a continuous process from designers to the constructors which enables
communication between them.
According to the professionals BIM is defined as visualization tool in construction (Barlish,
2012). Contractors defines BIM as a process and designers defines BIM as intelligent 3D
models.
For the purpose of this paper, BIM is defined as a process in which models are made in
design phase and can be modified whenever needed in the construction phase.
In BIM, the deliverables are not 3D models they are intelligent objects. These intelligent
objects contain information about the object. They have parametric intelligence that any
changes can be made whenever it affects the objects (Eastman, et al., 2011).
In past, Traditional methods are used in construction. These methods use 2D drawings that
are hand drawn on paper. These are evolved from the CAD software and further evolved to
3D drawings which are utilized by BIM.
BIM shows the potential capacity to achieve when looked into the areas of scheduling,
sustainability and facility management (Eastman, et al., 2011). BIM also evolved in the way
of dimensions to have 4D, 5D and 6D BIM (O’Keeffe, 2013).
These dimensions are classified as follows;
• 4D BIM; that includes programming and scheduling information (Sulankivi, et al.,
2010).
• 5D BIM; that includes quantity schedules and costing information (Smith, 2014).
• 6D BIM; that includes facilities and asset management (O’Keeffe, 2013).

BIM functions
When BIM is implemented in the projects the advantage is that it provides a platform for
increased efficiency rate in projects (Arayici, et al., 2012).
Its implementation results into delivering both tangible and intangible properties (Turk, et al.,
1994).
BIM process provides 3D visualizations that are the possible solutions for the design phase. By
this 3D visualization entire project team can understand clearly about design solution and client
has clear understanding (Sacks, et al., 2010). Through this process, the different actors in the
project can understand and communicate with each other clearly without misunderstandings
(Hjalmarsson & Hoier, 2014).
Another functionality of BIM is it quickly generates various design alternatives and picks the
best alternative. In case a change is required in the design, it can be changed immediately and
can be adapted to all the different aspects which affects the model like cost estimation, material
count and scheduling (Sacks, et al., 2009).
Furthermore, with scares energy resources, BIM enables building performance analysis to be
done. Though this analysis which is done to ensure that the building achieves sustainable
objectives producing an optimized sustainable building design (Azhar, et al., 2009). Another
scarce resource is time. When BIM is adopted from the start of construction projects and all
stakeholders take part, a positive benefit is realized of short construction cycle times in projects
(Bryde, et al., 2013).
BIM is a tool used to manage the coordination well (Khanzode, et al., 2007). With the use of
BIM improvements can be made in team collaboration, lowering of costs in construction, less
time wastages, better stakeholder relationships (Azhar, 2011). It includes better collaboration
between consultants and actors (Hjalmarsson & Hoier, 2014). BIM facilitates participation of
the actors in the design phase to ensure better collaboration and an integrated project delivery
(Bryde, et al., 2013).
BIM also facilitates better communication between different stakeholders (Arayici, et al.,
2012). BIM provides all the information to the required team members and information about
the changes can also be provided and makes necessary changes whatever required (Khanzode,
et al., 2007).
When using 3D BIM, 2D drawings are automatically produced and these can be used to provide
relevant information to the actors (Hjalmarsson & Hoier, 2014).
Using BIM, 3D models from different disciplines designed to be constructed and can be
checked any detection of clashes are found and corrected and rechecked until the model is free
from clashes (Khanzode, et al., 2007). The benefit of using BIM in these projects is if any clash
detections are noticed by project managers and architects can be changed quickly in the design
phase (Hjalmarsson & Hoier, 2014).
With the use of BIM clashes can be identified due to the fact that different professionals are
working on design team and by share of their knowledge and information and their experience
the use of BIM software can identify errors and clashes earlier. 80% less errors were recorded
when BIM was applied (Majcherek, 2013).
BIM can be used in cost estimation. The aspect of cost is most positive affected aspect in the
adoption of BIM (Bryde, et al., 2013).

Findings
Many studies have carried out on lean construction and BIM by different researchers on one of
either of the concept to understand them. However, as research is gone in detail about these
concepts and being understood of these two concepts and interaction between lean construction
and BIM recognized and more work is done to understand more in theory.

Interaction between Lean and BIM

Lean management and BIM both are varied stand-alone systems which offer numerous profits
to the construction industry like maximizing value and minimizing waste which provides
improvement in the construction system. According to (Tulke, Nour, and Beucke 2011), there
are numerous positive interactions or synergies between BIM functionalities and Lean
principles.
BIM increases efficiency for raw materials usage, men, time and money. It results in a
construction process which is more economical, quicker and far much better than current ones
being followed. Meanwhile Lean provides its concepts and implementation which is possible
because of the application of BIM functionalities. Lean principles also focus on direction to
BIM implementation (Rafael Sacks and Barak 2008).
There has been an extensive Literature individually on BIM and Lean but a little on the
interactions among them.(Smith, D., Tardif 2007), studied that the key principle of lean is
removal of eliminating unnecessary waste or inefficient activities. pre – fabrication and pre –
assembly capabilities are enabled by using BIM. BIM tool provides more detailed and more
accurate fabrications for prototypes and final components are possible with the thorough usage
of 2D and 3D drawings only. BIM also allows prefabrication of building elements in the
workplace which primarily can be put together at the building site and it is much error free and
much cheaper on the onsite assembly and results in componential parts of much higher quality.
(Parrish et al. 2007).
Conventional process generally makes the whole process of construction a time- consuming
process and a complex project. so, the lean techniques are a requisite for the reduction of
cycle time. Building of components in a convention method is complex and its 2D drawings
and changes for fabrication also consumes much time. These kinds of changes might affect
the other design components and also might has the impact on contractors, designers and
fabricators (Wong, Salleh, and Rahim 2014). BIM attains this with its capacity by review and
automatic generation of component parts and three-dimensional models. With the help of
BIM the errors are detected and changes can be rapidly proposed.
Cost control and reduction in the project cycle time is a major goal for lean
construction. BIM has the ability and contains a robust method to provide and store the
information of a project and in its real time database which might be used for applications for
re-modelling and renovation. Furthermore, the access for data decreases the time required for
procurement of data and decreases the chances of incorrect or ineffective decisions that are
made in the data (Ríos et al. 2017). The capability of controlling data involved in the lifecycle
of a project permits for improved monitoring and effective budget planning.
Better co-ordination and collaboration among the systems and processes sand
enhanced visualization systems all together are the critical functionalities of BIM which in
turn result in the application of the lean concept i.e Just in Time key. BIM models have the
capability to foresee exactly to the amount of material required to each stage of the project,
the number of tasks to be completed and the status of all elements and jobs involved in a task.
This model adopts a “pull” system where the manpower, materials and equipment that are
required for a specific task are recognized by BIM enabled management information system
and are obtained just in time to finish that task (Fox 2008). This model helps in elimination of
unnecessary stockpiling of raw materials, inventory build-up, reducing waste and manpower
idling in the system.
The Last Planner System (LPS) is one of the lean techniques which mainly focuses on
reduction of waste and inventory and is a readymade process. This LPS comprises the ability
predict progress and look ahead for progress work for identification of constraints at every
stage. According to (Luthra 2010), BIM with its visualization abilities provides information
to management system with planners with a keen view of all the tasks that are to be
performed in the upcoming future, possible constraints and the resources required for them
and also BIM system enables the factors of construction.
 Figure 5. The dependence of benefit realization through process change in construction
on lean construction principles, BIM, and a theoretical understanding of production in
construction.(Rafael Sacks et al. 2010)

Figure 6. Interrelationship between Lean and BIM (Borrmann 2010),

Analysis

From the previous studies, we have found the aim of making the construction process more efficient. It
was observed that concepts of lean and BIM has implemented in such a way to increase the efficiency
rate. The studies have shown that we need more research work is required to carried out.
From the studies, interaction between lean and BIM are tabulated as below;
Lean construction objectives are achieved by the utilization of BIM in the construction phase.
The following ways enhance the BIM how it has been applied in the construction:
• Just in time (JIT): With the use of BIM, more information can be grabbed from the design
phase and passed to the actors by which they will carry out prefabrication.
• Concurrent Engineering: it enables to carry out the work parallel to design with the different
disciplines and are merged together then by this the information can be easily available to the
actors.
• Last Planner System (LPS): With the 4D BIM, planning process can be carried out in detail at
all the required levels of master plan, phase plan and weekly plan.
BIM is a process which has been evolving to use the computer technology and process should be
continued to integrate lean construction principles into the planning process because it leads to the
integrated process from design phase to the production phase. If lean and BIM are applied individually
then they provide less benefits when compared to apply lean and BIM together.

Conclusions
The construction industry is increasingly tremendous and is mostly back drawn with problems
of waste. In order to deal with this problem, the concept of lean is developed by manufacturing
industry and is extended to construction industry with few modifications. BIM has been
advanced very fast over the last decade and is been extensively used in many complex and
large construction projects, which is proven to have great benefits which can be obtained by
applying BIM. It may be a good strategy to carefully define benefits that are desired,
accordingly to design and execute manageable BIM/lean experiments, and to proceed in
incremental stages towards harnessing even more positive interactions between these two
initiatives.
The aim of the paper is to study about the integration of lean and BIM in design phase and to be
implemented for the increase of efficiency rate in the production phase.
In literature review we have studied how the lean construction principles are emerged and they
are emerged from Japanese manufacturing industry and they are applied in other industries like
construction. Construction techniques such as Just in Time (JIT), concurrent engineering and
last planner system are built based on lean principles. BIM in construction process can detect
clashes and provides 3D visualizations for the clear understanding between the actors of the
project.
The application of lean and BIM together in the construction process increases the efficiency
rate of production than when applied the concepts of lean and BIM individually in eliminating
wastage.
The synergy between lean construction and BIM should be implemented in the early stage of
design phase so that lean principles can be well designed and applied in the production stage.
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