A method to identify virtual design and construction implementation strategies from a lean construction perspective

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 objective of this research is to design a systematic methodology that enables AEC companies to identify the best VDC implementation strategies and its impact on performance with lean construction as a moderator. My research method included the following steps: To achieve the final objective of this study some specific objectives had to be carried out: Conduct literature review to explore the synergies between lean construction and VDC, including BIM (product), process and organization modeling; Create model of interactions between elements of VDC, including moderators of specific relationships; Frame the null hypothesis that, considering frequency of references in the literature, interactions in the model are not statistically significant; Analyze frequency of references in the literature using a statistical method (partial least squares of PLS) to test the null hypotheses and assess significance of relationships and moderators; Report and discuss findings; Draw conclusions based on findings. This study has academic and practical contributions. 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 and evidence that the best project outcomes are found when Lean is an integral element of the VDC application. A potential practical implication is that practitioners can use the insights and findings to support decisions on the implementation of VDC and Lean within the AEC industry. As we mentioned, VDC models are implemented according to anecdotes and beliefs based on past projects, which have motivated many projects and companies in many countries to use VDC methods, but they have not yet led to universal adoption around the global.