Mobile BIM

Engineering, Construction and Architectural Management
Mobile BIM implementation and lean interaction on construction site: A case study
of a complex airport project
Ozan Koseoglu, Elif Tugce Nurtan-Gunes,
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ECAM
25,10 Mobile BIM implementation and
lean interaction on
construction site
1298 A case study of a complex airport project
Received 30 August 2017
Revised 4 January 2018
Ozan Koseoglu
Accepted 31 January 2018 Istanbul Grand Airport, Istanbul, Turkey, and
Elif Tugce Nurtan-Gunes
Department of Civil Engineering,
Istanbul Teknik Universitesi, Istanbul, Turkey
Abstract
Purpose – Building information modeling (BIM) and lean construction are two practices that are developed
in order to increase productivity, efficiency and quality in construction by implementing various procedures.
However, the practical execution of both BIM and lean is mostly limited with the tasks performed in the office
environments in the design phase. The purpose of this paper is to examine the benefit realizations in terms of
lean interactions resulting from mobile BIM processes through a framework by focusing on digital
transformations performed on the construction site.
Design/methodology/approach – This paper examines the benefit realizations in terms of lean
interactions resulting from mobile BIM processes through a framework by focusing on digital
transformations performed on the construction site. To describe the case, BIM project management
processes during construction phase have been explained by a participatory research. With a comprehensive
literature review, interactions between site BIM processes and lean principles have been defined and the case
has been evaluated accordingly.
Findings – By focusing on the mobile BIM delivery of project information via tablets to construction site, it
has been identified that through the use of technology enabled by BIM practices, lean construction principles
are also simultaneously accomplished. This achievement is not only realized with technology but also with
the strategic implementation and transformation of organization with the proper BIM practices.
Research limitations/implications – The research is focused on mobile BIM processes applied on-site to
enhance traditional project management processes. With the findings of this paper, practitioners may identify
research questions to resolve real-life implementation challenges.
Practical implications – This research will enlighten construction practitioners regarding site BIM
application capabilities and lean achievements with the utilization of improved project management processes
enabled by BIM.
Originality/value – Through the implementation of project management processes enabled by BIM
practices on construction site, lean principles are achieved and bottlenecks are identified.
Keywords Technology, Case study, Project management, Building information modelling,
Information and communication technology (ICT) applications, Construction site
Paper type Case study
1. Introduction
Adequate collection of on-site construction data and the timely communication of this data
are essential concerns to all parties involved in the construction industry (Cox et al., 2002).
A successful project delivery can only be achieved when the practitioners have access to
relevant and appropriate project information on time. Even though there are accelerated
innovations in technology, the construction sector is remarkably far away from adopting
Engineering, Construction and
Architectural Management these recent developments compared to other industries. Most of the construction
Vol. 25 No. 10, 2018
pp. 1298-1321
companies, for instance, rely on manual processes and traditional communication tools
© Emerald Publishing Limited
0969-9988
(Nourbakhsh et al., 2012). Construction industry does not take advantage of what
DOI 10.1108/ECAM-08-2017-0188 technological developments can offer.
According to an analysis conducted by the McKinsey Global Institute, the new digital Lean
technologies have not been yet embraced by construction industry, even if the interaction
long-term benefits are significant, as shown in Figure 1 (Agarwal et al., 2016).
One approach for improving declining productivity of the construction industry
worldwide is using lean construction. Building information modeling (BIM) has the potential
to increase productivity, efficiency and quality, which forms the core of sustainable
development (Arayici et al., 2010); however, it cannot be achieved at its maximum in the 1299
current implementation of BIM in real projects. According to McGraw Hill Construction
Market report, 88 percent of the BIM projects use BIM as a representation tool (McGraw Hill
Construction, 2012). The companies trying to adopt BIM are predominantly focused
on how BIM can enhance the communication and collaboration among the stakeholders
(e.g. 3D representation and modeling, engineering simulation, 4D CAD, evaluation,
McKinsey Global Institute industry Relatively low Relatively high

digitization index; 2015 or latest digitization digitization
available data Digital leaders within relatively undigitized sectors
Assets Usage Labor

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ICTb
Media
Professional services
Finance and insurance
Wholesale trade
Advanced manufacturing
Oil and gas
Utilities
Chemicals and pharmaceuticals
Basic goods manufacturing
Mining
Real estate
Transportation and warehousing
Education
Retail trade
Entertainment and recreation
Personal and local services
Government
Healthcare
Hospitality
Construction
Agriculture and hunting
Figure 1.
McKinsey global
Notes: aBased on a set of metrics to assess digitization of assets (8 metrics), usage (11 metrics) digitization index
and labor (8 metrics). b Information and communications technology
ECAM documentation, etc.) along the project life cycle, which is typically constrained in office
25,10 environments as well as in the form of conventional desktop computers (Wang et al., 2012).
In order to achieve the maximum potential of BIM, efforts made in the offices should be
applied in the construction site. Research on BIM is mainly focused on theoretical BIM
implementation in design (Santos et al., 2017). The ones mentioning BIM execution in
construction are restricted with prototypes created for single projects and focused on a
1300 specific task on-site (Santos et al., 2017). There has been far less effort to describe the
integration of BIM during construction in order to enable major project management
practices. This paper is part of a research that seeks to contribute to that effort. Our research
explores a real-world project to analyze lean interactions derived from the implementation of
mobile BIM during the construction stage of a mega airport while managing the utilization
of right technologies and people transformation.
2. Literature review
2.1 Lean construction enabled by BIM practices
BIM is defined in the National BIM Standard-USA as “a digital representation of physical and
functional characteristics of a facility.” As such, it serves as a shared knowledge resource for
information about a facility, forming a reliable basis for decisions during its life cycle from
inception onward (National BIM Standard-United States, 2012).” The implementation of a lean
project delivery system using BIM/VDC has been investigated by Khanzode et al. (2008).They
have mainly focused on process and product design elements of the lean design phase of lean
project delivery system (LPDS)in a case study. Two prototypes have been created for process
visualization and construction visualization, thus improving safety planning and workers
coordination (Sacks et al., 2009). Eastman et al. analyzed two case studies of BIM
implementation focusing on prefabrication. In these case studies, subcontracted suppliers
delivered the prefabricated elements which are fabricated according to detailed design.
They have found that “Lean construction techniques require careful coordination between the
general contractor and subs to ensure that work can be performed when the appropriate
resources are available on-site. Because BIM provides an accurate model of the design and the
material resources required for each segment of the work, it provides the basis for improved
planning and scheduling of subcontractors and helps to ensure just-in-time arrival of people,
equipment and materials.” Sacks, Koskela, Dave and Owen (2010) created a framework by
analyzing both experimental and practical literature to show interactions between lean and
BIM in constructions. Even though many different interactions have been discovered and
analyzed with the previous research efforts, there is still a need for a clear evaluation of lean
principles realized with BIM implementation during the construction phase in a real-world
project in order to encourage the practitioners.
2.2 BIM integrated with mobile computing to support on-site activities

“Construction is a diverse industry handling both production on-site and also services such
as engineering, design, management in order to achieve a unique project with variety of
teams brought together” (Blayse and Manley, 2004). The management of several numbers of
different on-site and off-site tasks, access to large amounts of information in many forms
and a continuous communication between the parties are required for successful project
delivery. BIM has allowed designers and contractors to optimize and coordinate design by
providing collaboration. Construction will be benefitted from having a system, so-called
BIM, that collaborates and improves all these functions/assets.
Even though there are many research works conducted to improve efficiency and
productivity in construction projects by improved communication and collaboration
enabled by BIM, BIM is often constrained in the office environments in the real projects. Site
management activities and daily activity level of work are still dominated with manual
processes and paperwork. As there are still such traditional methods followed on-site where Lean
the final product is delivered, so the benefits of BIM implementation in construction cannot interaction
be realized at their maximum potential (Sacks, Radosavljevic and Barak, 2010). There are
still deficiencies while transferring the digital BIM data from office to site. Mobile computing
has begun to serve this purpose. Cox et al. (2002) developed an application to be used in a
pocket PC in order to automate the collection of inspection information from site. This
application has provided cost saving by minimizing errors, reducing paperwork, and 1301
enabling automatic generation of reports and faster distribution of electronic data (Cox et al.,
2002). Elvin (2003) examined the use of tablet and wearable computers in terms of
improvement of communication between field staff and off-site participants in design and
construction. He found that usage of these may lead to a more efficient design-construction
process by improving the quality of communication between office and site. Chen and
Kamara (2008) explored the potential benefits of mobile computing by evaluating user
perspective and preferences. Final outcome was that mobile computing is still its infancy for
the users (Chen and Kamara, 2008). Kimoto et al. (2005) developed a software to be used on
PDA for construction managers to perform inspections, position checks and progress
monitoring. Development of such system enables more information in construction site,
increases the productivity of construction managers and creates a link between site and
office information for progress monitoring (Kimoto et al., 2005). Chen and Kamara (2008)
developed a model for the process of selecting mobile computer technology in construction.
Later on, this model was also evaluated in a case study for validation (Chen and Kamara,
2011). Nourbaksh developed a prototype to enhance communication and manage on-site
info, and this prototype is tested against postgraduate students (Nourbaksh et al., 2012).
Kim et al. (2013) introduced a system to improve the performance of on-site construction
management via mobile computing. After testing this proposed system in a case study, it
has been found that quality can be improved by reducing construction time and
construction cost by removing travel time to office to gather project documentation, by
minimizing the possibility of rework by effective information management and clear work
orders and by reducing incidents of defects with work task information (Kim et al., 2013).
The common point of these developments in mobile computing to improve project
performance in terms of time, cost and quality is the lack of practical implementation.
Khanzode et al. investigated the lessons learned by adopting BIM/VDC technologies
(3D/4D modeling) for coordination of MEP systems on a complex medical office building. By
using such tool, they observed benefits such as prefabrication, zero conflicts in the field, and
savings in cost and schedule (Khanzode et al., 2008). Matthews conducted a case study by
extending the detailed design of RC structure to construction by using a commercial
cloud-based tool on tablets (Matthews, 2015). They have intended to evaluate the effectiveness
of the proposed system enabled by BIM-based improved management processes and practices
on-site. Davies and Harty (2013) developed a tool called Site BIM used on tablets to support
site operations during the construction phase for accessing design information, recording
quality and progress on-site. This implementation is judged to be successful since the
technology was approved, delivered and adopted by the users through informal processes, but
the system did not create a transformation in the current site management practices, it only
ease the existing processes by partly automating them. Our research is a case study of a
real-world project to implement BIM-related tools and tablets for computing mobile use onsite
and assessing it in terms of lean construction realizations. The study not only focusses on
construction phase but also generates overall project implementation starting with design
processes and considers test and commissioning and, finally, operations. The research
question addressed was if the use of tablet completely changes the way people interact and
communicate during work on-site and off-site with collaborators in building design and
construction. This paper presents mobile BIM as a lean management concept of construction.
ECAM The goal of this project is to better understand the interaction between BIM and lean practices
25,10 while implementing a mobile BIM application to create a mobile virtual environment for
collaboration, communication, and effective and productive delivery.
3. Research methods
3.1 Case study details and research approach
1302 Our research is a case study exploring a real-world project to execute the implementation of
BIM in design, construction and operation stages of a mega airport while managing the
utilization of right technologies and people transformation. Airport design and construction
is highly complicated and incorporates a varying mix of infrastructure, including buildings,
terminals, runways, passenger gates, car parks, railways and roads. The first phase
includes the construction of independent parallel runways, taxiways, apron, terminal
building, air traffic control tower, VIP lounge, cargo and general aviation terminal, state
guest house, outdoor and indoor car park, plus other service buildings. The period of
completing the official construction of the first phase that would serve 90m passengers is
predicted to be finished in 2018. All engineering, construction, manufacturing, operation and
maintenance works are handled in a BIM environment.
At the time the research was conducted, design was complete and construction well
progressed for the first phase of the project. With the completion of the first phase by late
2018, operation of the airport will directly be initiated. The project is funded through a
public−private partnership deal and contracted on a design-and-build basis with a joint
venture contractor employed by five Turkish companies. The contactor also has
responsibility for the facilities management of the project for 25 years after handover.
As stated by Flyvbjerg (2004), the approach followed in this study is to derive lessons
from specific cases. Even though case studies have been evaluated as unscientific since they
cannot be generalized and are open to bias, Flyvbjerg defends them by explaining the force
of the real-world practices which include complexity and randomness according to the
theoretical research.
3.2 Data collection and analysis

A case study that utilized a participatory action research approach was conducted to
examine how mobile BIM is implemented on-site to sustain the level of efficiency during
construction. In order to identify lean interactions of the mobile BIM processes performed
during construction, a framework has been generated after a comprehensive literature
research. The data used in this research derived from literature analysis, project documents,
observations, formal meetings and data stored in the cloud system collected by researchers
who involve with the organizations in daily activities.
The initial research question was to learn about the mobile BIM processes applied to
transfer the efforts made in the office to the construction site. In order to achieve these,
formal meetings, workflows and BIM project data are collected and analyzed. The research
is aimed to relate the lean principles with mobile BIM applications and to evaluate them to
derive results than can be used in further research.
4. Site BIM processes and lean construction interactions framework

In order to identify proposed site BIM processes and their relations with the lean principles,
a comprehensive literature research has been performed. Various applications on-site have
been summarized into five main categories with references from 46 literature studies, as
shown in Figure 2. By investigating the results of these studies, an interaction matrix for
lean principles with these five main site BIM processes has been generated. This framework
is aimed to introduce the possible mobile BIM operations on-site and relevant lean outcomes
Site BIM Practices Literature Reference Frequency Lean Interactions

Specify Value Value Stream Flow Pull Perfection
Agarwal et al. (2016), Wang et al. (2012), Roh et al. (2011), Akula et al. (2013), Davies
and Harty (2013), Wang et al. (2014), Meza et al. (2014), Parfitt and Whyte (2014), Chen
and Kamara (2011), Shen and Jiang (2017), Oesterreich and Teuteberg (2016), Yang and
(1) Design Management 13 x x x x
Kang (2014), Bråthen and Moum (2016)
Cox et al. (2002), Noubakhsh et al. (2012), Agarwal et al. (2016), McGraw Hill Construction
(2012), Wang et al. (2012), Cus-Babic et al. (2014), Yeh et al. (2012), Redmond et al.
(2012), Chong et al. (2014), Matthews et al. (2015), Wang et al. (2014), Meza et al.
(2) Information Management 18 x x
(2014), Elvin (2003), Chen and Kamara (2011), Kim et al. (2013), Sattineni and Schmidt
(2015), Martinez-Rojas et al. (2016), Oesterreich and Teuteberg (2016)
Cox et al. (2002), Noubakhsh et al. (2012), Agarwal et al. (2016), Sacks, Koskela,
Dave and Owen (2010), Davies and Harty (2013), Park et al. (2013), Zhou et al. (2017),
Tsai et al. (2014), Martinez-Rojas et al. (2016), Oesterreich and Teuteberg (2016), Xu and
(3) Quality Control and Assurance Management Wang (2017), Kwon et al. (2014), Han and Golpavar-Fard (2017), Shin and Dunston 14 x x x
(2010)
Process
Cox et al. (2002), Agarwal et al. (2016), McGraw Hill Construction (2012), Wang et al.
(2012), Cus-Babic et al. (2014), Dimitrov and Goparvar (2014), Lin et al. (2015), Chen and
Kamara (2011), Kim et al. (2013), Martinez-Rojas et al. (2016), Lin et al. (2014)
(4) Resource Management 11 x x x
Cox et al. (2002), Noubakhsh et al. (2012), Agarwal et al. (2016), Wang et al. (2012),
Cus-Babic et al. (2014), Sacks, Koskela, Dave and Owen (2010), Golpavar et al. (2015),
Bosche et al. (2014), Elbetagi and Dawood (2011), Davies and Harty (2013), Matthews
(5) Performance Management 19 x x x
et al. (2015), Meza et al. (2014), Han and Golpavar-Fard (2017), Sacks et al. (2009),
Chen and Kamara (2011), Kim et al. (2013), Martinez-Rojas et al. (2016), Oesterreich
and Teuteberg (2016), Xu and Wang (2017)
Lean
1303
Framework of
Figure 2.
interaction
interactions for lean
applications
and site BIM
ECAM proposed by the literature. After detailed explanation of the case studied, the case will be
25,10 evaluated according to this framework in order to reveal potentials and limitations for a
real-world BIM implementation on-site.
Five lean principles have been used in this study as proposed by Womack et al. (1990).
The sub-interest areas of the categorized site BIM processes in the literature studies are
explained below:
1304 (1) Design management: use of BIM models on-site via mobile devices through model
viewers and augmented reality.
(2) Information management: use of 2D drawings and other project documentation on
mobile devices and digital communication on-site spontaneously.
(3) Quality control and assurance records: site inspections via mobile devices and defect
reporting.
(4) Resource management: materials delivery, jobsite planning and logistics, crew
tracking, and safety monitoring.
(5) Performance management: construction field activity records, on-site progress
monitoring, automatic report generation, and schedule tracking.
5. BIM implementations strategies and transformation processes

5.1 Project management
During the design and engineering phase in IGA Project, BIM has provided interdisciplinary
coordination via BIM model clash detection and daily workshops held in the BIM Room.
Since all of the relevant parties including subcontractors were involved in the process, 2D
shop drawings produced for the site installation purpose were also compatible with the
coordinated BIM model. Apart from design coordination, construction schedule was
integrated with the BIM model to monitor progress and take necessary decisions to avoid
any possible delays. BIM-based quantity take-off has been performed periodically and
shared with purchasing and contractor technical offices which control subcontractor
installation quantity and progress payments according to these installations. Whilst design
team was progressing with BIM implementation process and adaptation, it was needed to
extend all these efforts performed in the office to the construction site to maximize BIM
benefits. With improved formal workflows enabled by technology and cumulative BIM
efforts, an increase in engineering quality, reduction in unnecessary rework, savings in cost
and project schedule have been aimed. In order to achieve these, five main processes have
been addressed on-site which form the mobile BIM in this case study:
(1) Design management:
• access to BIM models on-site; and
• access to spontaneous revisions.
(2) Information management:
• access to 2D drawings;
• access to material approval forms (MAF); and
• access to method statements (MS).
(3) Quality control and assurance records:
• site inspections; and
• observations.
(4) Resource management: Lean
• crew tracking; and interaction
• jobsite planning.
(5) Performance management:
• production and coordination check by BIM site team;
1305
• executive reporting;
• detailed specialized reporting; and
• schedule tracking.
Cloud-based collaboration tools, namely, Autodesk BIM 360 field and BIM 360 Glue, have
been selected to transfer digital BIM data from office to site, and lead all these five processes
for mobile use because of their compatibility with the common tools used in the design
phase and their user-friendly features. The aim was to keep the site updated about the latest
and most accurate design/construction data in forms of BIM Models, Shop drawings, MS,
MAF whilst monitoring automatically and improving quality management workflows.
To run these applications on-site, organization schemes of all the departments within the
company have been studied while determining the total number of tablets to be purchased.
Selected tablet users have been discussed with the head of departments and the final
number has been settled as 150 for 6 departments: MEP, IT, BHS (Baggage Handling
System), SAS (Special Airport Systems), Superstructure, Infrastructure and QA/QC.
Site engineers have been equipped with tablets that include tools selected and approved
by the BIM Department, as shown in Figure 3. Access to internet browsers or any other
Figure 3.
5 BIM Mobile
Access Guide
ECAM applications selected by BIM has been restricted by company’s IT department via a mobile
25,10 device management system. These arrangements ensured that the site personnel are
focused on only work-related activities while using iPads, and these arrangements also
ensured the privacy of project data by restraining data sharing with any other device.
Site engineers and QA/QC personnel have started to get familiarized with the new tools,
workflows and communication ways with the trainings given by BIM engineers who have
1306 formed the structure of the tools for effective use according to project characteristics by
optimizing processes. Because of the size of the project, managing issues on daily/weekly base
was foreseen as a challenge. For this purpose, weekly sessions are set with all the users to
upskill them when using the system. These sessions were not considered as on-off processes
and they are still continuing periodically for all departments to educate new comers and also
keep current users updated with the features and workflows regarding the tools in use.
Mobile BIM Guide has been prepared and distributed by the BIM department in order to
create an easily accessible document for anyone involved in the project, as shown in
Plate 1. By this way, a standard has also been put on use for common processes to be
followed by every personnel.
The aim was to steer site installation progress while making it cost effective and high
quality with minimized rework with BIM mobile access in this project. Glue and field tools
are functional on-site with the following context: fully coordinated BIM models, approved
2D shop drawings, QA−QC documentation including material acceptance forms and
method statements, QA−QC processes, inspection forms, inspection checklists and site
observations, performance tracking, crew and jobsite planning.
5.1.1 Forming the structure of mobile tools. 5.1.1.1 User access and permissions. In the
cloud project, selected tablet users as explained in the previous section were identified in the Glue
project by assigning them to both relevant departments and company in order to give them
accurate permissions. Selected subcontractor stuff had also given access with the edit-restricted
permission. While contractor staff is able to see all the issues assigned to each subcontractor,
subcontractors are able to see only the issues/documents related to their company.
5.1.1.2 Model integration process. Native file format that is used to create and update
BIM models is Revit. In order to publish these models for tablets, the following workflow has
been considered.
Plate 1.
Site team is
using tablets to
view BIM models
According to the workflow shown in Figure 4, final coordinated and approved models after Lean
completing design and engineering processes are shared with Glue application directly from interaction
native file format Revit via Glue add-in. Because of size and multiple assets in the project, it
has been decided to share the BIM models in asset-/level-/zone-wise logic. In order to do that,
each zone is saved as view in Revit models then shared with Glue in the relevant folder
created according to model hierarchy. Discipline- and zone-wise Revit models in Glue are
checked by BIM team, and by appending all the disciplines in one zone, merged models are 1307
shared with field application for site use.
5.1.2 Mobile BIM practices performed on-site. 5.1.2.1 Design management. After
finalizing the cross-disciplinary coordination in the BIM environment in the offices, BIM
models are shared with BIM 360 field application by following the workflow shown in
Figure 4. Any design change or installation information with integrated disciplines is
delivered to site within minutes. This leads to a faster and correct application of the
coordinated design without any delay and with less problems on-site.
The models are split into zones which are already created in the system in the beginning
of mobile utilization. There are two types of updates followed to keep site team informed
about BIM model progress.
5.1.2.2 Bi-weekly architectural-structural updates. All the structural and architectural
updates have been gathered from the related departments in weekly manner to keep the
BIM model uptodate. These updates are reflected to BIM models and shared with the site
team in bi-weekly periods.
5.1.2.3 Immediate coordination. Once cross-disciplinary coordination progress is
finalized, clash-free engineering models are shared with site team to steer installation.
The merged model structure shown in Figure 5, shared with site for one zone, is as follows:
• Structural model: it includes all concrete and steel elements.
• Architectural model: it includes all architectural elements including wall, floor,
façade, lifts, elevators, and escalators.
IGA Workflow Revit models
Revit
BIM 360 Glue Navisworks
Figure 4.
Model integration
workflow from
office to site
BIM 360 Field
ECAM
25,10
1308
Figure 5.
Project documents
accessible from tablets
• MEP-IT model: it includes all coordinated mechanical, electrical and IT services.

• BHS model: it includes all the elements of the baggage handling system which is the
main system in an airport facility.
The resulting clash-free BIM model with necessary engineering decisions considering all
disciplines is being shared to the site directly by mobile applications for site engineers to
carry out zone-wise production.
Benefits of the design management process applied on-site are listed below:
• Any late delivery of design change can be prevented, thus prevents rework and delay
on-site.
• Construction team gets the opportunity to foresee their disciplines further
interactions with the rest of the services and process accordingly.
• Production on-site follows clash-free coordinated BIM models which lead to effective
and zero-defect production.
• Site team follows the latest design information with the periodic updates. In this way,
physical distance in between office and site can be eliminated.
• Any design and engineering considerations taken into account while finalizing BIM
models are transferred to site. This leads to the correct application of considerations
which will prevent any further problems foreseen.
5.1.2.4 Improved information management. Together with the BIM model, 2D
drawings compatible with BIM coordination are also installed on iPads after an
approval process including cross-check with the latest BIM model. This control process
ensures everybody is working on the latest and approved design and engineering
information. Site engineers do not periodically update the hard-copy 2D drawings that
they supervise the installation on-site with. It is very easy for them to use the old Lean
revision of a hard-copy drawing, since there is no sign that a drawing is expired. On the interaction
other hand, this possibility is minimized with BIM-enabled improved information
management on-site. Users receive immediate notifications after each upload to project
library in field application and they can also search through a specific drawing to follow
the latest revision. These documents can be viewed and also notes can be taken with
markup tool. 1309
Apart from 2D drawings, other project documents such as MAF and MS are also stored
in cloud which are accessible with field application on-site. Without needing any printouts,
all the necessary information needed on-site can easily be found in the tablets and thus
production leads in the most accurate way. Site engineers can reach the current project
documentation on a cloud platform, which makes a significant contribution to improved
engineering quality, as shown in Plate 2.
Benefits of the improved information management system on-site are listed below:
• any information to be used to manage site works is made available with the mobile
devices that can be carried anywhere;
• production on-site follows the most updated and accurate approved project
documentation which ensures that the desired quality is applied on-site; and
• project information do not stay on the papers with old revisions.
Plate 2.
Multidisciplinary
merged BIM model
view on tablets
ECAM 5.1.2.5 Quality control and assurance records. While setting up the mobile quality system,
25,10 traditional workflows and checklist documentations have been examined and optimized to
form an effective process by IGA BIM team. Improved site inspection workflow enabled
by mobile BIM is suggested at the end which can be followed from Figure 6.
According to improved workflow, the first step is to identify all the QA/QC checklists
to be used during inspections in the BIM 360 field application either manually or using
1310 excel spread sheets. After the creation of the checklists on the system, a template is also
saved for future assignments for each task type for easy reference of tablet users.
Steps of the inspection workflow are standardized in detail and users are trained in the
same manner to avoid variations during the practical implementation. This standard
procedure created and put on use is explained in detail below:
• subcontractor notifies the contractor on daily basis when the site installation is
completed for each zone;
QA/QC NFI Process on iPads via BIM 360 Glue
IGA-BIM
• Uploads
• Shop Drawings
• 3D Models
• Material Submittals
• Method Statements
• Creates QA/QC Checklists
• Run Reports
• Identify Users
Creates NFI
Assigns to MEP/IT/SAS Site Engineer
IGA MEP-IT-SAS Site Engineer IGA Superstructure Site Engineer
• Receives NFI Form

• Creates NFI form and assigns
• Fills the NFI Form and Signs
to related Engineer
• Saves if there are any Issues
• Fills the checklist
(Comment, Photo, Mark-up
• Saves if there are any lssues
(Comment, Photo, Mark-up)
• Assigns NFI form to other
parties to be signed
IGA MEP-IT-SAS QA/QC Engineer
• Checks for any

inconvenience
• Signs the Form and Close IGA Superstructure QA/QC Engineer
the Inspection
• Receives signed NFI Form by
related parties
• Checks for any inconvenience
Figure 6. • Saves if there are any Issues
(Comment, Photo, Mark-up)
Improved QA/QC • Signs the Form and Close the
workflow enabled by Inspection
mobile BIM
• contractor QA/QC team schedules inspection program according to subcontractor Lean
notification and sends the information (zone, discipline, date and time) to BIM interaction
management team;
• BIM management team creates tasks daily according to the schedule provided by
QA/QC team, attaches related shop drawing, fills the checklist form with
subcontractor and assignee and, finally, assigns the tasks to relevant site engineer
and notifies everybody with an e-mail; 1311
• site engineer receives the e-mail with Outlook app, synchronizes his iPads to receive
his tasks and fills the inspection form offline on-site;
• if there are any nonconformities in some of the items, the system creates “issue”
and assigns to the relevant subcontractor and attaches the photo if site engineers
take any, or attaches a document which is already uploaded to field application or marks
the model;
• site engineer assigns the completed task to QA/QC engineer; and
• QA/QC engineer checks the inspection form and gives an overall rate and either
closes or leaves it open.
After completing this inspection workflow, since everything is recorded in the cloud system
spontaneously, corrective actions can be taken immediately. The corrective action
procedure is also standardized as follows:
• Open items identified by site engineers are shown in subcontractor’s web-based
dashboard with the related attachment. Subcontractor after completing the rejected
work changes the item status as “work completed.”
• Site engineer who creats the issue is automatically informed, he confirms the work is
completed correctly and changes the item status as approved.
• QA/QC engineer is automatically informed, he confirms and closes the checklist.
Benefit realizations observed with the implementation of the quality control and assurance
management procedure are listed below:
• Collaboration of both people and parties can be achieved in digital platforms.
This eases the communication and provides quick and effective resolutions on-site.
• With the improved workflow of inspections, time to be spend on this process can be
highly minimized.
• This system implementation has made possible to transfer all of the data stored
during construction to the next processes.
• No time spends on paperwork which has no effect on project delivery.
• If any non-conformance trends are detected, necessary actions can be taken to
address these issues all together before creating any major impacts in terms of delay,
rework and quality.
5.1.2.6 Resource management. While bringing BIM to construction site to maximize its
efficiency, a need aroused to supervise all these tasks performed on-site. BIM site team is
formed to track the project progress and resources. By using mobile BIM applications on
tablet, the engineers are able to record any resource problems which may be concluded with
delays with respect to construction schedule. This includes resources like crew, material and
site logistic issues. If the engineers detect a resource issue, they create automatic issues from
ECAM their tablets by attaching a photo, the main cause, relevant party, related project zone
25,10 information and the description of the problem. This could be due to the lack of crew, wrong
material delivery or any issues related with site logistics. The issues saved by the site
engineers are reported to technical offices in weekly basis to take necessary decisions before
any major delay occurs. Subcontractors are also identified in the mobile BIM applications as
both company and user; therefore, they can also access to the resource issues assigned to
1312 them and manage their works on-site accordingly.
Users of the system could access to the specialized dashboard shown in Figure 7, which
is automatically updated with the each update done in the system. This provided
transparency through the project with easy access and clear picture of the ongoing issues
regarding resources.
Benefits of resource management implementation on-site are listed below:
• Detailed reporting of resource problems directly from site can be achieved.
• Continuous access to the latest resource issues from all of the relevant parties is
enabled. This makes technical office to determine the problems regarding resources
quickly and addresses to the relevant party for resolution.
• Efforts to gather various forms of data from different departments to detect the
problems can be eliminated.
5.1.2.7 Performance management. BIM site engineers not only track the resources on-site,
but also monitor the performance of the project. Similar to resource management workflow,
site engineers recorded progress issues by attaching the relevant information from their
tablets with BIM 360 field application. There are both detailed reports to be discussed in the
weekly meetings and summary reports to be presented at the executive level that are
generated to monitor progress and related issues. The most important outcome of this
monitor reporting is observed as having access to real-time information that is
automatically updated information from construction site directly. Subcontractors are
allowed to see their progress in terms of completed inspections, observations and also
progress issues.
BIM site team is able to record any as-built information digitally when there is any
variation from the BIM model. Since these records include information of asset, zone, site
photo and related company information, they are accessible to anyone in the project and
ready to report with required filters.
In order to control critical site installations precisely, BIM 360 layout application which is
compatible with the robotic total stations and BIM models is used by BIM site team, as
shown in Figure 8. Site control points which BIM management team needs to consider are
created in Revit models and shared with Glue application to be measured via layout
application in terms of deviation.
Benefits observed with the performance management implementation on-site are
listed below:
• Executive level gets information from the reports generated through the BIM system
which prevents them to wander with unstructured, detailed and out-of-date reports.
Management decisions are taken by analyzing BIM-based reports.
• Spontaneous reporting is possible by including any required information.
• No effort is performed to gather various forms of data different departments are
holding to create reports to monitor the project.
• Contractor gets immediate access to subcontractor’s performance reports which
gives a way to effectively manage them to deliver the project in a timely manner.
Lean
interaction
1313
Figure 7.
Sample web
dashboard of mobile
BIM progress
ECAM Site BIM Practices Lean Interactions Case Study Integration Level
25,10 Specify Value Value Stream Flow Pull Perfection Initial Defined Managed Integrated Optimised
(1) Design Management x x x x x
1314 (2) Information Management x x x

Process
(3) Quality Control and Assurance x x x x

Management
(4) Resource Management x x x x
Figure 8.
Evaluation
Framework of Site
BIM processes and (5) Performance Management x x x x
Lean Interactions
• Subcontractors are able to analyze their progress in terms of completed tasks,

not-approved works and approved shop drawings. In this way, they take corrective
actions directly based on this system.
• Various subcontractors performing the work on-site get access to the latest project
information to be followed.
5.2 Evaluation framework for the case study

The management processes performed in the case study are evaluated according to the
framework shown in Figure 1 in order to examine the research and observe the challenges of
real-life implementation. For this purpose, Succar’s (2010) proposed five BIM maturity levels
which are used to identify the level of implementation of the processes in the case study. For
each practice applied in the case study, both relevant lean principles and integration level
are discussed in the following sections (Plate 3).
5.2.1 Design management. Design Management on-site applied in IGA project is
evaluated as “Optimized” level of integration. Lean principles related with this site BIM
process are explained below:
(1) Specify value: in the project, the BIM model is progressively fed by the parties
including site subcontractors, tenants, suppliers, architects and engineers by
following the official procedures decided in the beginning of the project. This model
is periodically shared with site via iPads, design change requests coming from
various parties are examined on-site by Site BIM Engineers and decisions are made
by considering both site conditions and the coordination in the BIM model.
(2) Value stream: instead of out-of-date printed 2D drawings on-site, site installation is
guided by the up-to-date interdisciplinary BIM model in IGA project. The efforts
made for printing or finding the right document are eliminated and any possible
reworks resulting from wrong document use are avoided in this way.
(3) Flow: the interdisciplinary BIM model ensures the site team to organize the flow of
uninterrupted production by providing clear communication between different parties.
Lean
interaction
1315
Plate 3.
BIM Site Team
controlling site
installation with
BIM360 Layout
application from
(4) Perfection: since site personnel has the BIM model on-site before doing the
installation, they are able to give any feedback to improve design or installation
processes in case of any necessity. So, the site engineers had the opportunity to
foresee the installation and the challenges, barriers or improvements prior to the
start of the construction.
5.2.2 Information management. Information management on-site applied in IGA project is
evaluated as “Optimized” level of integration. Lean principles related with this site BIM
(1) Value stream: construction documents in forms of 2D drawings, material

approvals, and MS are directly available on construction site to the site personnel
in their iPads. The processes of going to office, searching for the latest version
of a document then printing and distributing are eliminated in this way. Any
out-of-date versions that will create errors on-site are also avoided.
(2) Flow: since every personnel has the same information in their iPads, communication
between different disciplines is also improved accordingly. Possible interruptions
caused by the vast amount of data are avoided.
ECAM 5.2.3 Quality control and assurance management. Quality control and assurance
25,10 management on-site applied in IGA project is evaluated as “Optimized” level of integration.
Lean principles related with this site BIM process are explained below:
(1) Value stream: the problems of lengthy paperwork and long transfer time to get the
inspection forms signed in traditional QA/QC processes are overcomed in digital
QA/QC processes in the case study. Site inspections can be done on-site by taking
1316 the BIM model, shop drawings and material submittals into consideration using the
latest version of the inspection forms by taking necessary notes in forms of drawing
mark-ups, document references and site photographs. Since the digital signatures
are used, no effort is needed to carry the printed forms to the responsible staff.
(2) Flow: the cloud platform is available to everybody including subcontractors
involved in the processes, and any defect or not-approved work is directly reported
to the responsible party to take the corrective action instantly to avoid the waiting
time to further work.
(3) Perfection: before doing the inspections, any possible improper production on-site is
reported by site engineers to prevent any major rework before happening. The
opportunities to improve the final product are ensured with mobile BIM applications
in the case study.
5.2.4 Resource management. Resource management applied on-site in IGA project is
evaluated as “Defined” level of integration. Lean principles related with this site BIM
(1) Value stream: obstacles that will generate problems for jobsite planning observe by
site team and reported in the mobile system in this case study. This leads to fast
resolution for resource management.
(2) Flow: resource problems observed are communicated transparently within the
parties by reviewing the issues saved in the system to provide quick resolutions not
to affect workflow on-site.
(3) Pull: the lack of crew or material issues are directly reported to technical office from
site to ensure the work on-site will not have any major effect according to
construction schedule.
The size and the number of participant parties, crew and materials are considered as
barriers for “optimized” level resource management in the case study. Although there are
systems and procedures created for resource management on-site, it was not possible to
track all of the resources used in the project with these procedures applied.
5.2.5 Performance management. Performance management applied on-site in IGA
project is evaluated as “Integrated” level of integration. Lean principles related with this site
BIM process are explained below:
(1) Value stream: site teams track the site production according to the construction
documents available in mobile and report the issues related to progress that may
affect the continuous work in the system.
(2) Flow: because of the open characteristic and the transparency of the system applied
in the case study, for performance issues reported, site engineers ensured to take the
necessary actions to provide continuous flow of production.
(3) Pull: since reported performance issues are available for each party involved in the
process, participants are able to collaborate in order to prevent a major delay in the
construction schedule.
Because of the complexity and size of the project, it was not possible to create a Lean
mutual workflow for seamless schedule tracking for each discipline, party or task. interaction
Even though the progress monitoring efforts are done with some formal processes,
performance management on-site is not considered as “Optimized” level of integrity
in the case study because of the lack of common platform to manage all of the resources in
the project.
1317
6. General discussion
There have been a few studies conducted to examine how BIM can enhance the lean
practices during construction. While many of them only proposed some prototypes, the
ones examining real projects were focused on only specific tasks on-site. This study
explores how transferring BIM from office to site has changed the everyday tasks
performed on-site. Using BIM and delivering it to construction site for basic project
management processes have provided major benefits on the project with lean
achievements enabled. Delivery of constructible BIM models to the site made site
teams to conduct installations by the guidance of a cross-coordinated virtual environment.
It was ensured that the site team had the accurate application information much before the
starting of actual installation. Besides, QA/QC processes including site inspections are
held by BIM 360 platform digitally and via iPads on-site. Improved workflows for
resource and performance monitoring, new ways of managing the information and
effective communication and coordination practices led to achieve main lean principles.
This outcome is not realized only with technology, but also with the strategic
implementation and transformation of organization.
According to the evaluation framework, it has been identified that resource and
performance management procedures enabled with BIM are challenging for practical
implementation. The size and complexity of the project have limited to combine and manage
all of the resources and the performance of relevant parties involved in the project in one
single platform continuously. Further studies should be performed to address these
challenges coming with the complexity of real-world implementation.
It is important to note that the focus of this paper is to explore how and with which
strategies BIM can be effectively transferred to site with the help existing technology to
achieve lean principles.
7. Conclusion
While the practical execution of both BIM and lean is mostly limited with the tasks
performed in the office environments in the design phases, this paper examined the
benefit realizations in terms of lean practices through the use of BIM in a case
study by focusing on digital transformations performed on the construction site.
Through the implementation of project management processes enabled by BIM practices
on construction site, lean principles are achieved and bottlenecks are identified.
The research is focused on mobile BIM processes applied on-site to enhance traditional
project management processes. With the findings of this paper, practitioners may
identify research questions to resolve real-life implementation challenges. This
research will enlighten construction practitioners regarding site BIM application
capabilities and lean achievements with the utilization of improved project
management processes enabled by BIM. This research can be elaborated by
gathering the data from the case when the construction progresses well with the work
being handed over for commissioning of operations, in order to quantify the outcomes
and determine operation integration requirements to arrange BIM practices for
complete transition.
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Corresponding author
Elif Tugce Nurtan-Gunes can be contacted at: nurtan@itu.edu.tr
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Engineering, Construction and Architectural Management

Istanbul Teknik Universitesi, Istanbul, Turkey

McKinsey Global Institute industry Relatively low Relatively high

Assets Usage Labor

2.2 BIM integrated with mobile computing to support on-site activities

3.2 Data collection and analysis

4. Site BIM processes and lean construction interactions framework

Site BIM Practices Literature Reference Frequency Lean Interactions

interactions for lean

5. BIM implementations strategies and transformation processes

IGA Workflow Revit models

BIM 360 Glue Navisworks

• MEP-IT model: it includes all coordinated mechanical, electrical and IT services.

completed for each zone;

QA/QC NFI Process on iPads via BIM 360 Glue

IGA MEP-IT-SAS Site Engineer IGA Superstructure Site Engineer

• Receives NFI Form

• Checks for any

(1) Design Management x x x x x

1314 (2) Information Management x x x

(3) Quality Control and Assurance x x x x

(4) Resource Management x x x x

• Subcontractors are able to analyze their progress in terms of completed tasks,

5.2 Evaluation framework for the case study

(1) Value stream: construction documents in forms of 2D drawings, material

Construction, Vol. 48, pp. 53-63.

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