Is the integration of the static information model necessary for a blender?

It only makes sense when design element data is used in a real ordering process. For a prescription or serial supply, an approved product specification and order conditions may be sufficient.

How do you link the modified design element to the production that started?

An approved connection between the project versions and the production identifier is preserved. The responsible professional determines whether the started item is suitable, must be changed, or stopped.

Will faster production shorten delivery to an object?

The result may be limited by technological waiting, quality permission, loading location or recipient readiness. All transfer of a specific product is evaluated, not just the line cycle.

Can a uniform compliance document be formed for all construction goods?

The required documents and their basis are determined by the specific product group and applicable rules. A single test protocol or raw material certificate alone does not replace missing evidence of the final product.

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Industry digitalisation analysis

Manufacturing of building materials and structures: opportunities for digitalization

Production and delivery according to the progress of the construction object

Digital maturity Typical digital maturity Shows the level of digitalisation companies in this line of business typically operate at. The assessment considers use of core systems, how far processes are digitalised, integrations, data readiness and advanced use of data. A 3 means ordinary, middling maturity. A 5 is given only where real-time data, automated decisions and advanced optimisation are already a routine part of core operations.: medium
Digitalisation potential Digitalisation potential Shows the scale of business impact digitalisation could have in this line of business. It weighs economic leverage, the scope for digital impact, the scale and repetition of processes, value lost today, and the leverage of better data and decisions. A business area’s score is calculated from five weighted dimensions. A sector’s score is derived from the scores of its business areas.: 76/100
Biggest challenge: Design data, specifications and production revisions are managed separately
Biggest opportunity: The elements produced are delivered in the right sequence of work of the object

Operating model

Standard materials are produced for supplies or orders, and design designs for a specific object. The plan is affected by forms, technological duration, quality checks and removal sequence.

Building mixes and recipe materials

The raw materials are dosed according to the recipe. If the use time of the mixture is short, production is started by combining transport and the readiness of the object to accept it.

Recycled prefabricated products

The products are repeated according to the approved design. The schedule is combined with the employment of forms, the waiting for hardening or other necessary and the storage space.

Individual design designs

Each element is linked to the design drawing and installation location. When a project or installation sequence is changed, the production and loading plan is reviewed.

Serial construction goods

Standard materials are produced in batches and supplied from stock. Quality documents are associated with the product and batch and are provided for the corresponding orders.

Market context

Construction products can be made into stock or for a specific object project. Dimensions, testing and delivery sequence of the design structures are related to the course of the construction site. For the customer, a ready-to-install set is valuable in time, so production and transport plans must be based on the same approved conditions.

Combining production and installationThe prepared element must correspond to the relevant project and be presented for the proper stage of work.
Admissions documentsThe required testing and quality documentation must be readily found in the particular product or batch.

Product and Execution Chain

Approval of a product or project

Production receives a valid prescription, serial product specification, or project item version. Indicates who must approve the change.

Capacity and Technological Conditions

The plan evaluates only the raw materials, forms, lines and waiting times relevant to the production. When necessary, a true approval of the recipient and transport is included.

Actual production

The materials used and the production data required shall be recorded to the lot or element. Transfers or dispatches shall be approved under the conditions applicable to the product in question.

Feature Validation

Tests are conducted for the product's purpose. The quality specialist confirms the result, and the documents are assigned to a specific version, batch or elements of the product.

Loading and transfer

Quality and physical readiness are checked. For design elements, the set is additionally maintained and the installation order agreed; transport execution is confirmed by its responsible process.

Digital maturity scale

Separate records and manual work

Information is mainly held in separate files or notes. Employees pass it on and reconcile it manually.

Organised data within individual teams

Teams record their work consistently, but sharing information with colleagues still requires considerable manual checking.

Partially integrated systems

Core work is managed in systems. Some information is transferred automatically, but repeated data entry remains.

Coordinated systems and teams

Systems deliver the required data on time. Employees can see unfinished work and know who is responsible for resolving discrepancies.

Continuous measurement and improvement

The team checks data quality, evaluates results and uses them to improve operations. Automation is applied where its value can be demonstrated.

Executive conclusion

Order data must be linked to production, documentation and delivery. Change of object schedule must be evaluated before work is moved or cargo is prepared.

Common digitalisation challenges

Design data, specifications and production revisions are managed separately

High

The product specification, recipe or design drawing has no proven relationship to the task being passed on to production.

Consequences: Production may begin on an unapproved or incorrectly transmitted version.

Planning does not reflect actual production constraints

High

The production sequence excludes forms, technological expectation, location or approved recipient readiness limits significant to that product group.

Consequences: The amount produced accumulates or the order is stopped before transmission, although the master line plan seemed to be feasible.

Production data is recorded too late

High

The completion of a batch or element is recorded without the actual quantity, required process parameters and clear state of further operation.

Consequences: Employees are looking for actual readiness, and production records have to be further combined before accounting and quality review.

Quality control is disconnected from production

High

Production control record, test and product documentation are not always assigned to the same version or batch. When preparing a shipment, the missing links have to be checked by hand.

Consequences: The quality decision and the documentation required by the buyer are delayed. The customer may find it more difficult to accept the products and forward them to the installation works in time.

Limited batch and component traceability

High

The relationship between the actual material, batch or element and dispatch does not allow for a quick identification of which produce and recipients are affected by non-conformity.

Consequences: The investigation is based on a manual search of documents, and the scope of action required remains unclear.

Design elements and production versions not linked

High

Changes to the BIM model, drawings, element lettering, and production task are transmitted unevenly.

Consequences: An unsuitable element is produced, delays in installation and the cost of transport and conversion increases.

Maintenance is largely reactive

Medium

Repair of a dosage, formation or line node is not associated with the tasks affected and the result of the required verification.

Consequences: Repeated disruption and uncertain return to work alters order fulfillment and creates the cost of emergency preparation.

Opportunities

Opportunities to improve operations

Construction product design and production system integrationsHigh impactThe specification of each design element is transferred to production with its code and the approved version.Manual rewriting decreases, and changing the project makes it easier to find products that have already begun.

Construction materials manufacturing execution system (MES)High impactThe state of a product or batch is determined from the work done and the reasons for waiting recorded.The team more quickly separates the production barrier from the quality validation and provides reasonable information for the delivery plan.

Construction materials plant equipment maintenance systemHigh impactThe readiness of the forms and equipment maintenance is visible before the planned production works.Missing parts or missing checks can be resolved earlier, reducing the wait for orders and the need for urgent repairs.

Construction product quality and batch traceability systemHigh impactTest and production records are linked to a batch or design element.The quality team prepares the delivery documents more quickly and determines which recipients are affected by the non-compliance detected.

Construction materials production planning system (APS)High impactThe production sequence is combined with technological waiting and agreed delivery time.This helps to reduce the build-up of prematurely produced products and to assess how changing the order will affect the rest of the schedule.

Biggest opportunity

The elements produced are delivered in the right sequence of work of the object

The production team sees relevant order data, product readiness and quality approvals. The removal is combined with the object schedule, allowing for timely detection of a missing item or an inappropriate loading sequence.

Fewer deliveries with missing products
Easier to find product documents
More precise matching of production and exit
The contractor can plan the installation team based on the confirmed arrival of the elements

Business impact assessment

Potential operational benefitsA coordinated version of the project, quality checks and delivery readiness help to deliver the right products in time.
Why the problem mattersAn unprepared element or an unmatched removal can stop the sequence of construction work on the site.
Implementation dependenciesDifferent accounting and planning rules apply to design elements, serial goods and mixtures.
Production by Object Work SequenceIt is in the interest of the customer to obtain materials or constructions then and in the sequence required for the work. Supply reliability is assessed along with product quality and agreed acceptance requirements.

Sprendimai

How to solve these problems

Solution directions linked to specific business area problems they address.

Problem

Production data is recorded too late

Employees are looking for actual readiness, and production records have to be further combined before accounting and quality review.

Solution direction

Construction materials manufacturing execution system (MES)

Employees register materials and operations performed to produce a batch or structure. The master sees the quantities produced and the expected quality checks.

Problem

Planning does not reflect actual production constraints

The amount produced accumulates or the order is stopped before transmission, although the master line plan seemed to be feasible.

Solution direction

Construction materials production planning system (APS)

The planner combines materials, forms, equipment and production time with a delivery schedule. Design constructions are planned according to the sequence required for the work of the object.

Problem

Quality control is disconnected from production

The quality decision and the documentation required by the buyer are delayed. The customer may find it more difficult to accept the products and forward them to the installation works in time.

Solution direction

Construction product quality and batch traceability system

The quality team at the construction product finds material data, tests and deliveries. This helps to prepare documents for the customer and find related batches in case of problem.

Problem

Limited batch and component traceability

The investigation is based on a manual search of documents, and the scope of action required remains unclear.

Solution direction

Construction product quality and batch traceability system

The quality team at the construction product finds material data, tests and deliveries. This helps to prepare documents for the customer and find related batches in case of problem.

Problem

Maintenance is largely reactive

Repeated disruption and uncertain return to work alters order fulfillment and creates the cost of emergency preparation.

Solution direction

Construction materials plant equipment maintenance system

The technical service plans maintenance of the dosage, processing, laboratory equipment and forms. The required parts and checks are combined with the production need.

Problem

Design data, specifications and production revisions are managed separately

Production may begin on an unapproved or incorrectly transmitted version.

Solution direction

Construction product design and production system integrations

The approved dimensions and specification of the construction product are transferred to production. For design structures, it is possible to track the production and preparation for delivery of a specific element.

Criteria for assessing the investment

Investment justified

The production sequence of the elements does not correspond to the actually approved transfer or installation stage.
Production completion is recorded before the actual actual readiness of the item or batch is clear.
The failure of the dosage, formation or line repeats, but the work performed is not related to the affected process.
The test result is vaguely assigned to all similar elements or different batches of the product.
The approved change of project does not reach the already started element and its production documents.

Implementation requirements

For construction product processes, the transfer of specifications to production, quality solution and loading readiness is compatible. Changes to design structures are additionally linked to the elements started and agreed phases of the object.

Receptive building materials and mixtures

Describe versions of recipes, batch data and confirmation of delivery windows.

Recycled prefabricated products

Combine product specifications, form availability and technology stage readiness.

Design design and phase transfer

To link changes in elements to work begun, tests and transfer stages.

Serial construction goods

Develop a link between batch quality solutions, quantities shipped and documents.

Key implementation requirements

The project version loses the identity of the item

Validate version tying and effects on the work started; do not connect elements by name alone.

End of production supported by permission to ship

Use separate required readiness approvals in the plan and loading.

Operational performance indicators

Reworking due to non-transferred project changehours

Separating the extra work caused by not reaching the approved version in time, from a new client requirement.

Waiting for loading due to unclear product readinesshours

Fix missing quality, process or set approval and separate it from transport delay.

Consignments with full applicable dossier%

From the batches checked, determine the part for which documents are provided that are really necessary for that product group and the quantity delivered.

Share of orders prepared by the agreed facility supply sequence%

The agreed sequence and timely ready orders are divided by all orders that had to be ready during the period. The reasons for production are separated from the schedule of the changed object.

Key risks

The project version loses the identity of the itemChanging the model may change the identifier, although an earlier element has already been started in production.How to manage Validate version tying and effects on the work started; do not connect elements by name alone.
End of production supported by permission to shipHardening, testing, or assembling may not be finished yet.How to manage Use separate required readiness approvals in the plan and loading.

Link project, production and delivery

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Manufacturing of building materials and structures: opportunities for digitalization

Operating model

Building mixes and recipe materials

Recycled prefabricated products

Individual design designs

Serial construction goods

Market context

Product and Execution Chain

Approval of a product or project

Capacity and Technological Conditions

Actual production

Feature Validation

Loading and transfer

Digital maturity scale

Separate records and manual work

Organised data within individual teams

Partially integrated systems

Coordinated systems and teams

Continuous measurement and improvement

Executive conclusion

Related digitalisation topics

Common digitalisation challenges

Design data, specifications and production revisions are managed separately

Planning does not reflect actual production constraints

Production data is recorded too late

Quality control is disconnected from production

Limited batch and component traceability

Design elements and production versions not linked

Maintenance is largely reactive

Opportunities to improve operations

The elements produced are delivered in the right sequence of work of the object

Business impact assessment

How to solve these problems

Recommended solutions

Construction materials manufacturing execution system (MES)

Construction materials production planning system (APS)

Construction product quality and batch traceability system

Construction materials plant equipment maintenance system

Construction product design and production system integrations

Criteria for assessing the investment

Implementation requirements

Receptive building materials and mixtures

Recycled prefabricated products

Design design and phase transfer

Serial construction goods

Key implementation requirements

The project version loses the identity of the item

End of production supported by permission to ship

Operational performance indicators

Key risks

Innovation and practical applications

Prediction and verification of the maturing time of a product

Modeling the production and installation sequence of structures

Frequently asked questions

Is the integration of the static information model necessary for a blender?

How do you link the modified design element to the production that started?

Will faster production shorten delivery to an object?

Can a uniform compliance document be formed for all construction goods?

Link project, production and delivery