=Paper=
{{Paper
|id=Vol-1854/Paper4
|storemode=property
|title=Socio-technical Challenges in the Digital Gap between Building Information Modeling and Industry 4.0
|pdfUrl=https://ceur-ws.org/Vol-1854/Paper4.pdf
|volume=Vol-1854
|authors=Peter de Lange, Boris Bähre, Christiane Finetti-Imhof, Ralf Klamma, Andreas Koch,Leif Oppermann
|dblpUrl=https://dblp.org/rec/conf/caise/LangeBFKKO17
}}
==Socio-technical Challenges in the Digital Gap between Building Information Modeling and Industry 4.0==
https://ceur-ws.org/Vol-1854/Paper4.pdf
Proceedings of STPIS'17
Socio-technical Challenges in the Digital Gap between
Building Information Modeling and Industry 4.0
Peter de Lange1, Boris Bähre2, Christiane Finetti-Imhof3, Ralf Klamma1, Andreas
Koch4, Leif Oppermann5
124
RWTH Aachen University, 52074 Aachen, Germany
3
TFI-Institut für Bodensysteme an der RWTH Aachen e.V., 52068 Aachen, Germany
5
Fraunhofer FIT, Birlinghoven Castle, 53757 Sankt Augustin, Germany
1
{lange, klamma}@dbis.rwth-aachen.de,
2
baehre@caad.arch.rwth-aachen.de,
3
c.finetti@tfi-online.de,
4
andreas.koch@ita.rwth-aachen.de,
5
leif.oppermann@fit.fraunhofer.de
Abstract. Building Information Modeling (BIM) and Industry 4.0 are complex
application domains. Doing interdisciplinary research with architects, engineers
and computer scientists at the intersection of the domains is both challenging and
promising, since many relevant research problems need multi-perspective views
and cooperatively designed solution strategies. In this paper, we envision a socio-
technical solution strategy, based on the common understanding that communi-
cation and cooperation is mission-critical for the overall success of the deployed
information system, the design process and the final result of the mission, the
building. To that end, we sketch the challenges and discuss a running construc-
tion project as a real application scenario. Our solution includes the use of serious
gaming strategies, near real-time collaboration and mixed reality. The results
show that despite the tough cost and time restrictions, innovative and relevant
research in interdisciplinary research and development teams is feasible.
Keywords: Socio-Technical Approaches, Building
Information Modeling, Industry 4.0
1 A Digital Gap: BIM and Industry 4.0
Building Information Modeling (BIM) describes a methodology of generating a dig-
ital representation of all aspects of a building. This includes not just a 3D model, but an
integrative building process that takes the whole life-cycle of construction and fabrica-
tion (from idea to planning, construction, operation, facility management, reuse and
even demolition) into account [3]. Introduced at the beginning of this century in the
US, BIM slowly spread around the globe. It already landed in a lot of industries under
different names, examples are the aircraft industry (Integrated Modular Avionics,
IMA), or the car- (Integrated Product Development, IPD) and boat manufacturing (In-
tegrated Ship Design, ISD). With the high-stretched goal of integrating and supporting
Edited by S. Kowalski, P. Bednar and I. Bider 33
Proceedings of STPIS'17
the whole building life-cycle, it is hard to determine a common definition of what BIM
is – and what it is not. Looking at the worldwide market, there are almost as many
different definitions as users of BIM [3]. Reasons to introduce BIM are mainly interna-
tionalization, economic crises, new technologies, complexity and competition. Logi-
cally emerging from the development of technology and the new possibilities of current
building industries (e.g. scanning, printing and digital fabrication), BIM is no standard
introduced by a specific group of people, but a necessary adaption of the building in-
dustry to modern market requirements.
In order to exchange the information on building product performance and assembly
situation, the capability of digital, industrial manufacturing strategies, namely
Industry 4.0, can be exploited. The term stands for connecting and enriching industrial
production processes with modern information and communication techniques, such as
Internet of Things (IoT) or Cloud Computing technologies. Key elements of this strat-
egy are connection and integration, meaning that all manufacturing and logistic pro-
cesses are expected to be networked across companies in the future, in order to optimize
the material flow, to recognize any possible mistakes at an early stage and to adapt
quickly to changing market conditions [2]: starting with development, via manufactur-
ing, operation and maintenance, up to recycling.
Despite all recent advances in the two domains BIM and Industry 4.0, there still
exists a Digital Gap between the design of buildings, their construction and the building
life-cycle. Within the development chain, from building design up to the building life-
cycle, the construction process itself is an Analogue Bottleneck [1]. To eliminate this
bottleneck and to close the existing digital gap, digitalization of the building sector
(BIM) and digitalization of industrial production (Industry 4.0) should be linked to each
other as shown in Fig. 1.
Fig. 1. Linking digitalization in the building sector (BIM [5]) with digitalization in the
production sector (Industry 4.0 (own supplement))
©Copyright held by the author(s) 34
Proceedings of STPIS'17
Together, these two areas, BIM in the domain of planning and Industry 4.0 in the
domain of production, will have a sustained impact on future building processes. Espe-
cially the rising need of Mass Customization, large-scale manufacturing of building
parts, each tailored to special customer needs, will profit from the improved digital
support (digital-first approaches) and automation the two areas of BIM and Industry
4.0 introduce to the construction domain. Here, knowledge and information exchange
play a central role.
The cooperation between architecture, engineering and computer science has to be
encouraged to link digital design processes with reality, thereby creating a new building
culture of the future [1]. Complex networking of all involved stakeholders (architects,
engineers, owner etc.) at an early stage, a close relationship and the intensive exchange
of information will lead to a new construction process based on partnership [3], [4].
The potential of an integral digitization of building will be fully exploited when BIM
and Industry 4.0 are linked to each other. But the development of an interface between
these digitalization strategies calls for a new cooperation approach. In this paper, we
propose a socio-technical approach to achieve the linkage of the two domains. We start
by pointing out the current challenges (Chapter 2) before introducing our approach how
to deal with these challenges (Chapter 3). We finish by describing a demonstration case
(Chapter 4), in which we want to apply our approach in the near future.
2 Closing the Gap: Challenges on the Way
Looking at companies, institutions (i.e. building departments) and education reveals
that we are at the beginning of an enormous change process in both the building- and
construction industry – far more complex than just introducing the usage of new tools
and technology. The transition from Computer Aided Design (CAD) to BIM is not com-
parable to the digitalization that happened during the shift from paper sketches to CAD
in the 1980s. This is due to BIM being a methodology rather than (just) new tool sup-
port. To introduce an integrative approach like this, it needs commitment at a high level
(top-down) to fundamentally change the whole process from planning to construction
and fabrication. The same holds also for the digital transformation to Industry 4.0. Next
to buyable technology and knowledge, a change of habits and mindset is needed to
fulfill the integrative demands of both concepts [3]. In Germany, this fundamental shift
in perspective is hindered by the economic boost bubble we are currently experiencing.
Looking at worldwide developments, it becomes clear that the introduction of BIM is
often connected to an economic crisis which made it necessary to rethink and optimize
the processes in order to still be able to build or fabricate in a competitive manner.
Changing a process requires people to leave their comfort zone. People situated in a
booming market do not see the need for change. Therefore, telling people to change the
process as an investment into the future is a recommendation that is difficult to com-
municate. In addition to these rather high-level factors, there are several further chal-
lenges we want to present here, categorized by the four domains process, policy, tech-
nology and people.
Edited by S. Kowalski, P. Bednar and I. Bider 35
Proceedings of STPIS'17
2.1 Change in Processes
Both BIM and Industry 4.0 represent a paradigm shift in building industries and in-
dustrial production. Rigid production structures with a hierarchical-inflexible control
of production aggregate should be replaced by flexible structures with active, autono-
mous, self-controlling or self-organizing production units [9], [10], [11]. New business
models and new models for cooperation constitute the real added value of Industry 4.0.
However, this is not always apparent. Space for creativity needs to be established. This
is a challenge for senior management: exploiting the new, innovative business oppor-
tunities offered by Industry 4.0 is not always easy while running a business on a day-
to-day basis. To answer the questions how companies can learn and how change can be
managed are of key importance here [12]. For BIM, the major challenge regarding
change in processes will be to understand and practice “frontloading”. The management
has to understand and accept, that using BIM in the first phases produces significantly
more effort and costs than traditional construction approaches. Much more time is used
to introduce parallel processes, where constructing complex models goes alongside ex-
tensive communication among all involved stakeholders, before the actual building pro-
cess starts.
2.2 Changing Policies
Whilst the new planning and manufacturing processes and horizontal business net-
works found in Industry 4.0 will need to comply with the law, existing legislation will
also need to adapt to take new innovations into account. The challenges include the
protection of corporate data, liability issues, handling of personal data and trade re-
strictions. This will require not only legislation but also other types of action on behalf
of businesses. An extensive range of suitable instruments exists, including guidelines,
model contracts, company agreements or self-regulation initiatives, such as audits [14].
For Industry 4.0, the “Internet of Things, Services, Data and People” also opens up new
avenues for data theft, industrial espionage and attacks by hackers. Cyber-attacks and
viruses can have a devastating impact on Industry 4.0, potentially bringing networked
and smart production systems to a standstill at substantial costs [12], making safety and
security both critical to the success of smart manufacturing systems. It is important to
ensure that production facilities and the products themselves do not pose a danger either
to people or to the environment. At the same time, both production facilities and prod-
ucts – and in particular the data and information they contain – need to be protected
against misuse and unauthorized access. This will require, for example, the deployment
of integrated safety and security architectures and unique identifiers, together with the
relevant enhancements to training and continuing professional development content
[14]. Almost the same holds for the BIM domain. Countries, companies and institutions
already committed to BIM and Industry 4.0 intensely experienced the necessity to de-
velop execution standards, so-called Execution Protocols, to be able to work together
on a trustful and reliable basis, introduced and kept by these common agreements. Ex-
ecution protocols are templates, adjustable by the participants to specific project needs.
They exist worldwide under different names and versions. Amongst others, the most
©Copyright held by the author(s) 36
Proceedings of STPIS'17
important topics they specify are common project information, tools to be used across
the different phases, roles and responsibilities, ways of how specific working steps need
to be handled and fulfilled, information and data exchange and quality management.
Both BIM and Industry 4.0 involve networking and integration of several different
companies through value networks. This collaborative partnership will only be possible
if a single set of common standards is developed. A reference architecture will be
needed to provide a technical description of these standards and facilitate their imple-
mentation [14]. As already mentioned, there exist some approaches to form standards.
Most prominently, in the BIM domain the Industry Foundation Classes (IFC) standard
has to be mentioned here. But still, integration of these standards is not complete and
many commercial applications rely on their own proprietary standards.
2.3 Technological Changes
The major challenge of BIM in terms of technology changes is that it takes into
account objects over time, instead of focusing on elements on levels, like traditional
CAD does. This shift from 2D/3D to n-D, where domains like time and money have to
be modeled as additional dimensions, requires new modeling techniques and data for-
mats. Since a BIM model represents a “digital twin” of the building process, including
all construction steps and all decisions made during planning and construction, it
changes over time and has to be adapted constantly. This shift from “passive to active
data” needs to be coped with by new technology. Both BIM and Industry 4.0 generate
enormous quantities of data. Gathering, analyzing and processing big data generate new
insights, support decision-making and can create a competitive advantage. But the ma-
jor challenge here is managing these large quantities of data, for example, by analyzing
production data and coordinating the findings with customer information systems.
Companies need to develop new specialist skills in the areas of analytics and efficient
data management, and put new business processes in place on the basis of the insights
that this analysis reveals [12]. Another important aspect is the exchange of data. New
technological ways of collaboration on shared data are needed to achieve successful
collaboration, also in distributed settings. There exists a need for standardized inter-
faces, so that machines in smart factories are able to communicate with each other and
share data seamlessly with other smart infrastructures to achieve smart mobility, a smart
grid, smart logistics and smart homes and buildings [12]. A range of systems in differ-
ing business segments, such as research and development, procurement and purchasing,
production, warehousing and logistics, marketing, sales and services, needs to be taken
into consideration with regard to networking [12]. Overcoming missing continuous net-
working, caused by missing uniform data standards, missing translation programs for
different data standards and missing secure and simple ways for data transmission, is
still a major challenge [8]. Finally, both BIM and Industry 4.0 rely on a broadband
Internet infrastructure in the Gigabit range to allow for real-time data exchange between
different distributed stakeholders, which can only be realized by a comprehensively
available fiber network [13].
Edited by S. Kowalski, P. Bednar and I. Bider 37
Proceedings of STPIS'17
2.4 Working Style Changes – People’s Adaption
Although often perceived the other way around, the social impact on organizations
is mostly more important than the technology behind it. This is also known as the
“90/10 rule” (see Fig. 2) that shifts the focus to the sociology involved in technological
impacts, justifying socio-technical approaches.
Fig. 2. 90/10 rule: perception vs. reality [19]
Digitalization processes increase the importance of adapting new technical skills, in
Industry 4.0 notably in the case of operating activities and mechanical working pro-
cesses in production, purchasing, warehousing and logistics. For BIM, the increased
complexity of the building industry made it necessary for higher-level stakeholders to
think and run processes in the role of a conductor: one does not need to know all the
details of a certain aspect, but has to know the specialists that can help realize it.
Fig. 3. left (age 20): picks up processes and new technology fast
middle (age 40): finished with traditional education and asked to study again
right (age 60): experienced, knows how to build, needed if able to team up
©Copyright held by the author(s) 38
Proceedings of STPIS'17
New, process-dependent systems that make greater use of technology may prove to
be a major challenge for existing employees. In some cases, employees require retrain-
ing or further training in operating these new applications if they want to make full use
of them [12]. It is essential that long-term employees are continuously further qualified
and trained in order to be able to keep pace with future developments [8]. This is espe-
cially important for mid-aged employees, who do not possess the high-level overview
of older employees (who often have higher-ranked jobs that do not require tool adap-
tion), but also in comparison to younger employees finished their traditional education
a long time ago and are now asked to study new methodologies and tools (see also Fig.
3). An important aspect here is the needed change in “error culture”. The attitude to-
wards errors, both against own errors as well as against others’, has to change in a way
that errors are again seen as something to learn from, instead of being something only
to be ashamed of. Industry 4.0 will radically transform workers’ job and competence
profiles. It will therefore be necessary to implement appropriate training strategies and
to organize work, such that it fosters and enables lifelong learning [14].
3 A Socio-Technical Approach
3.1 Four Pillars of Integration
As already indicated by the challenges we described in the previous section, integra-
tive approaches such as BIM and Industry 4.0 are methods based on the four pillars
Process, Policy, Technology and People (see Fig. 4). The transition from classical plan-
ning methods (based on thinking in levels and single elements) to an integrative and
process changing method (based on thinking in time and objects) needs to focus on the
connections between these four pillars. To focus on just one of those pillars is possible,
but would contradict the desired integrative approach. By taking all four pillars into
account, all information within an integrative approach needs to be communicated mul-
tidirectional. Our proposal is to see communication as the “glue” that holds the whole
process together – without strongly improved communication, integrative construction
is not possible. Previously made BIM experiences in other countries support this idea
[3]. Among existing developments, there is almost no focus on the social aspects of
BIM or Industry 4.0.
Current BIM use is mostly driven by a demand of the market to use new technology
and its possibilities. Process management, policy knowledge and education of building
professionals seem not to be developed “at the same eye level”. Our idea is to ask and
examine the question, whether it should be mandatory within integrative approaches to
develop and use socio-technical tools to support better processing within BIM and In-
dustry 4.0, and therefore develop better projects and products. The palette of examples
regarding planning mistakes, such as those made during the construction of projects
like “BER”, “Stuttgart 21” or “Elbphilharmonie” is long enough to rethink existing
approaches. We claim that by taking the socio-technical aspect more strongly into ac-
count, the complete building and production processes of BIM and Industry 4.0 can be
improved.
Edited by S. Kowalski, P. Bednar and I. Bider 39
Proceedings of STPIS'17
Fig. 4. Process, policy, technology and people, tied together by communication [19]
3.2 Tool Support
To enforce this socio-technical approach, we have a set of tools available that support
communication and collaboration between all stakeholders of a BIM and Industry 4.0
project. We estimate two main approaches as key factors for the success of our socio-
technical approach. The first is near real-time communication technology and Mixed
Reality (MR) tool support, that build the technological underpinning for successful col-
laboration. The second trains the people’s communication and collaboration skills by
using team building workshops and serious gaming methods to raise the awareness for
the changing requirements of this new way of building construction.
In most current projects, all stakeholders working locally in the same room or office
is a rare phenomenon. This raises the need for technology that enables working collab-
oratively at the same time on the same documents without the need to actually be at the
same place. Near real-time collaboration technology enables this by using the Web to
propagate changes done by a collaborator to all others currently working on the docu-
ment in (near) real-time. A prominent example for this technology is collaborative ed-
iting (Google Docs), but recent near real-time collaboration tools go beyond simple
editing tasks. SyncMeta [7] is a framework for near real-time collaborative (meta-)mod-
eling on the Web. The framework enables the definition of conceptual and visual as-
pects of a modeling language and allows generating model editors for these metamod-
els. The diagram editors used for modeling and metamodeling support synchronous,
near real-time collaborative creation of models. The tool is fully open source
©Copyright held by the author(s) 40
Proceedings of STPIS'17
(https://github.com/rwth-acis/syncmeta) and has been enhanced with support for col-
laborative definition of views and view-based collaborative modeling.
Using mobile devices, MR tool support brings the digital information for the current
use context to physical locations, be it remote or on-site. Typical mobile devices in this
sense are smartphones, tablets, smart glasses, and other wearables, but also traditional
computers with projectors, head-mounted displays, and other more sophisticated setups
that aid communication. In construction, architects and other stakeholders like to dis-
cuss over miniature models, which are traditionally made from wood or Styrofoam.
Alternatively, computer generated images and videos are used for communication.
While these all serve a particular purpose, they are often expensive, inflexible (when
changes occur or variations need to be shown), and difficult and slow to transport in
case of the physical models. They also generally do not allow for changing perspectives
on the model from exocentric to egocentric, or for other views. Using MR technology,
it is possible to carry an unlimited number of virtual models and variations in one’s
pocket, or connect to them over the Web, to display them in a variety of ways. Example
applications to be build using this technology are not only limited to pure visualization,
but can also aid communication and workflow, e.g. through issue-tracking to support
ordering, installation, and approval of work on-site, or to aid maintenance. In the scope
of our approach, we plan to use and adapt these technologies to the BIM and Industry
4.0 domain, since we are convinced that collaboration is one of the key factors for a
socio-technical approach. Near real-time technology, used in modeling scenarios and
combined with MR visualizations resembles a more natural way of peoples’ communi-
cation, adapted to a distributed setting by using the Web as the transportation medium.
The second tool we consider important to introduce BIM and Industry 4.0 from a
socio-technical perspective is the use of serious gaming [15]. Among a number of seri-
ous games available, we put our focus on a game using LEGO bricks to introduce dif-
ferent stakeholders into the domain of BIM. In team building workshops, participants
are divided in groups of about five to ten persons and placed around a table. The group
is told to build a certain (easy) LEGO structure. Each participant then receives an indi-
vidual role which she is not allowed to tell anyone else of the group. Examples for these
roles are that she is only allowed to build on a certain layer of the structure, or that it
has to be ensured that only red stones are used for a certain element of the structure.
During the following ten-minute building phase, participants are not allowed to speak
to each other. After that, participants are invited to guess certain roles of other people
and we show the linking to the BIM process. This “silent” building phase confronts the
participants with their own ability to work in different roles of the BIM process, indi-
rectly outlining the participants’ strength and weaknesses.
3.3 Merging BIM and Industry 4.0
The linkage between BIM and Industry 4.0 enables a totally new and much closer
connection between the participants of the planning process (e.g. architects) and the
production companies (see Fig. 5). The task of designing new building products will no
Edited by S. Kowalski, P. Bednar and I. Bider 41
Proceedings of STPIS'17
longer belong to the production companies, it will be part of the BIM process itself.
This shift can only be realized, if the BIM-actors have the knowledge of the technical
production opportunities of the specific companies. Furthermore, the production capa-
bilities can also be linked to the BIM process and can be a part of the new “online”
tender procedure. These challenges have to be mastered in the next years to achieve the
next step of an integral planning process. The linkage of BIM and Industry 4.0 plays a
major role to increase the efficiency of the construction process regarding time and cost
aspects.
Fig. 5. Restructured, digital communication between the participants
4 Demonstration Case
To test the necessity of the socio-technical approach within BIM and Industry 4.0
we propose to conduct a construction project as test case. We found a real-case renova-
tion project within the Birlinghoven castle building (Fraunhofer FIT campus), where
we have the possibility to test the above-mentioned aspects of our socio-technical ap-
proach. The goal is to realize two connecting pathway structures between existing of-
fice buildings. By introducing the above-mentioned tool support into the planning pro-
cess, in combination with newly developed material or new material use (i.e. supporting
structure, facade material or architecture surfaces), we aim to show that there will be a
significant change towards a better process flow, more accurate cost prediction, and
©Copyright held by the author(s) 42
Proceedings of STPIS'17
avoidance of delay in project completion time. Up to now, we want to sketch here the
following socio-technical tools to be used in the different project phases (see Table 1).
Building Phases Socio-Technical Aspects Proposed Tools
interviewing possible project partners human resources workshop
Project set-up team communication (all) serious gaming workshop
selecting suitable project partners human resources workshop
team communication (all) serious gaming workshop
simulating, optimizing and adjusting MR visualization & communication
Planning presentation skills public relation workshop
looping & evaluation knowledge process workshop
documentation knowledge administrative workshop
team communication (all) serious gaming workshop
simulating building methods remote communication support
Construction
simulating construction MR communication, issue tracking
simulation time & costs human resources workshop
serious gaming workshop
team communication (all)
Fabrication mixed reality machine operation,
simulating digital fabrication
remote maintenance & quality control
team communication (user & planner) serious gaming workshop
Operation/FM
operate & service building parts MR tools, e.g. remote maintenance
team communication (constructor & serious gaming workshop
Reuse/Demolition planner) MR communication
disassemble building parts (objects) decision support tools
Table 1. Proposed tools for different socio-technical aspects of our real-case evaluation project
Within the demonstration project the linkage of BIM and Industry 4.0 will be eval-
uated. Specifically, Textile Reinforced Concrete (TRC) facade panels representing the
building envelope, and a floor covering representing interior fitting, will be used as the
elements of our case study. TRC facade panels are currently produced precast and can
easily be scaled and designed. Precast building components generally offer a good op-
portunity for the realization of a digital connection between BIM and Industry 4.0, be-
cause of the clearly defined production processes and material properties of the building
element. Manufacturer of the textile reinforcements currently work with software tools
(e.g. ProCad warpknit 3D®) for a virtual development of new textile structures. Some
companies have already implemented the usage of these data formats directly on their
production machines (which acts also as a good example for an implemented Industry
4.0 process). A digital linkage between the construction planning and building design
(BIM) and the production process of the textile reinforcements (Industry 4.0) will open
a next level of designing and producing textile reinforced concrete components. Mate-
rial requirements can directly be defined within the BIM model and transferred to the
digital development process of textile reinforced concrete components (Industry 4.0).
Edited by S. Kowalski, P. Bednar and I. Bider 43
Proceedings of STPIS'17
Designing of the textile structure as an independent process step can be transferred to
the integral planning process, which is a part of the generated BIM model. The produc-
tion companies are no longer responsible for the textile design, saving them efforts and
costs due to the fact, that the design of the textile reinforcements will be developed
externally as part of the BIM modeling.
BIM modeling will also lead to effort and cost savings with regard to interior fitting.
The cooperative working methodology of BIM, as well as the consideration of the
whole building life cycle, will ensure knowledge and information exchange concerning
each individual building product. The manufacturer will receive extensive information
on the specific assembly situation, architects as well as engineers will be informed
about products’ performances comprehensively. Interaction between different building
products for interior fitting and the synchronization of their technical requirements can
be taken into account, due to the complex networking of architects, engineers and man-
ufacturers. To give a specific example for this, consider a suspended ceiling, which
requires other acoustic absorption measures than a non-suspended one. The mutual in-
fluence of the ceiling system and the flooring system have to be considered while spec-
ifying the measures to increase the acoustic comfort (see Fig. 6).
Fig. 6. Different measures to increase the acoustic comfort [16]
Thanks to BIM, individual measures are going to be ordered chronologically. This
will enhance resource and cost-efficiency. The required flooring system profile should
be determined first before the ceiling construction is designed. This will lead to a more
resource and cost-efficient solution, in comparison to the traditional approach, starting
with a complex isolation of the ceiling construction, followed by the requirement defi-
nition for the flooring system [17]. BIM will allow to check for inconsistencies and
modify, if necessary. All in all, we consider the following three challenges to be the
most important ones during the realization of the case study.
©Copyright held by the author(s) 44
Proceedings of STPIS'17
• Development of a new data standard, which can be used for the data exchange be-
tween the planning processes (BIM) and the production of the building components
(Industry 4.0).
• Ensuring an information transfer between the production companies and the BIM
participants. The BIM-engineers need general information about the production op-
portunities and capabilities.
• Civil engineers with competences of designing TRC-components have to be in-
volved in the BIM-process of the demonstration case.
5 Conclusion and Future Work
We are convinced that the future will show that the worlds of planning, fabrication,
operation, and reuse need to be connected by far better communication. Using a real-
case building project (at the Birlinghoven castle) we will design, test, redesign and doc-
ument the communication tools proposed. With a successful realization of the linkage
between BIM and Industry 4.0, we will evaluate how our socio-technical approach can
help overcome the challenges we described in this paper and create a new intelligent
building production process.
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