Few construction companies apply the available lean tools and processes in an integrated manner when managing design. Additionally, lean design management tools and processes each have their own strengths and optimal phases in which they should be applied. Earlier approaches in lean design management have not explicitly included the level of detail of building information model (BIM) models in connection with planning methods. For example, the Last Planner System (LPS) uses collaborative social methods to obtain task dependencies and commitments from project stakeholders, but it does not provide any guidance regarding what those tasks should be in a BIM-based process. With regard to production, this guidance is provided by combining location-based methods, such as a location-based management system or takt planning, to LPS. In a similar manner, by combining information from various sources, this paper defines a location-based design management process using the concept of level of detail that can be integrated with LPS. The level of detail definition must be based on the requirements of the end-user in each stage of the construction project. The process was cocreated and validated in focus group meetings with design and construction companies and further evaluated and assessed by applying it in a case project.

Purpose: Although prior studies have noted the importance of trust for project performance, research remains scant on describing the role of trust when using lean design management (LDM) in projects. The purpose of this paper is to explore the connection between LDM and interpersonal trust in solving construction projects’ design management problems. Design/methodology/approach: A qualitative study was conducted that included 29 trust- and LDM-themed semi-structured interviews in the USA (California), Brazil and Finland; 11 focus group discussions were also organized to validate the interview findings. Findings: The study reveals how LDM contributes to solving design management problems through two distinct but interconnected mechanisms: improved information flow; and improved trust among project team members. A conceptual framework was crafted to illustrate the mechanisms in building trust by means of the social domain of LDM concepts. Research limitations/implications: The conceptual framework requires testing through an international survey or through multiple case studies. Practical implications: The results indicate that design management would benefit from trustful environments and that trust may be the catalyst for actors’ engagement with LDM. Managers in charge of design within projects can use the conceptual framework when selecting the appropriate LDM tools, which should include both the social and technical domains. Originality/value: The study emphasizes the importance of the social domain of LDM concepts. Previous studies have focussed on information flow aspects of LDM but have overlooked the value of interpersonal trust in solving design management problems.

Low trust levels among project parties are generally believed to harm construction project performance, but the role of trust in the context of information flow and solving design quality problems (DQP) remains understudied. Whereas lean design management research highlights the importance of managing information flow, few studies have investigated the association between trust, information flow and DQP (or any combination thereof). This exploratory study investigates the association between trust and information flow in design projects and how these factors influence design quality. The paper presents a conceptual framework based on existing research on building design management and trust in a project context. The framework is elaborated on and validated using a single case study approach with multiple sites. The results indicate that even though the trust trend in the project is somewhat negatively connected to the overall amount of work and work in progress of DQP, increasing trust is not a prerequisite for solving DQP and that owners and contractors can have opposite opinions on the trust level. This study contributes to ongoing discussions about trust, information flow and design management and suggests that teams should focus on improving communication and collaboration to compensate for low trust levels.

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It is generally acknowledged that good-quality design is a prerequisite for good quality and productive construction work. One proposed measure to improve the quality of construction has been contractors’ involvement in the design phase, and this phenomenon has been studied by several researchers. However, such approaches have not adequately addressed how this involvement affects the quality of the design. In this study, the aim was to study the effects of the early involvement of contactors on design quality based on evaluating the design quality factors. A case study was used to collect data and content analysis to analyze structural drawings and design meeting minutes of a large-scale infrastructure project. Particularly, the focus was on gathering information on the quality of the design and how it was addressed in the design coordination. We combined this quantitative data with qualitative open-ended thematic interviews, including respondents who led and coordinated the design on both the client and contractor sides. Our findings suggest that despite the vast amount of design changes, contractors’ involvement and development work in the detailed design phase improved design quality and constructability. Our findings also suggest that the contractor’s involvement during the schematic design phase had a design-enhancing effect in the detailed design phase. This study contributes to our understanding of contractors’ valuable role in design quality.