Khanzadi, M., Shahbazi, M., Arashpour, M., Ghosh, S. (2019). Lean design management using a gamified system. Scientia Iranica, 26(Special Issue on: Socio-Cognitive Engineering), 15-25. doi: 10.24200/sci.2018.20325
Mostafa Khanzadi; Mohammad M. Shahbazi; Mehrad Arashpour; Somik Ghosh. "Lean design management using a gamified system". Scientia Iranica, 26, Special Issue on: Socio-Cognitive Engineering, 2019, 15-25. doi: 10.24200/sci.2018.20325
Khanzadi, M., Shahbazi, M., Arashpour, M., Ghosh, S. (2019). 'Lean design management using a gamified system', Scientia Iranica, 26(Special Issue on: Socio-Cognitive Engineering), pp. 15-25. doi: 10.24200/sci.2018.20325
Khanzadi, M., Shahbazi, M., Arashpour, M., Ghosh, S. Lean design management using a gamified system. Scientia Iranica, 2019; 26(Special Issue on: Socio-Cognitive Engineering): 15-25. doi: 10.24200/sci.2018.20325
1School of Civil Engineering, Iran University of Science and Technology, Narmak, Tehran 16846, Iran
2School of Property, Construction and Project Management, RMIT University, Melbourne, VIC 3000, Australia
3he Haskell & Irene Lemon Construction Science Division, College of Architecture, University of Oklahoma, 830 Van Vleet Oval, Room 294GH, Norman, OK 73019-6141, USA
Abstract
Design process, due to its information- and innovation-intensive nature, is highly susceptible to change, thus waste. This attracted the attention of lean design/construction professionals in the past few years. However, limited, if any, researches have addressed this issue from the human behavior perspective. This research proposes a method that exploits the potential of the Last PlannerÒ System (LPS) in design management. The main contribution of this paper is improving the applicability of the LPS to design processes by incorporating a gamified pay-for-performance system to the normal practice of the LPS. It encourages motivating design engineers by granting them single point, autonomous responsibility to perform their tasks. To this end, the proposed method shifts the focus of design managers away from predicting the workflow and chronologies of design tasks towards motivating design engineers to eliminate non-value-adding works/time. To bolster the concept and examine the method, it was put into practice by construction design teams. Findings corroborate the efficiency of the method in eliminating the non-value-adding works from design processes. The findings are of practical value to consulting firms, especially design team managers who seek to maximize innovation, competency and quality outcome.
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