BIM on site: Lessons from Outokumpu industrial project
In 2009, I took a laptop to the construction site and opened the BIM model for the installation crew. At the time, that was not yet standard practice, even though model-based design was already common in design offices. This industrial project showed in concrete terms how much up-to-date information, clear interfaces, and a shared understanding of the project status and overall situation affect the flow of work on site.
When design meets site reality
I have worked in the construction industry for more than 25 years. During that time, design, BIM, and site operations have all developed significantly. At the same time, it has become increasingly clear how important BIM, BIM coordination, and structural design are in day-to-day project work.
The 2009 expansion project at Outokumpu's Prehot plant has stayed with me in particular. In that project, I worked both as a designer and as the erection supervisor for the steel structures. It was a project that taught me a great deal about how the interfaces between design and execution work in practice, and how important it is for information to be documented, kept up to date, and made available to everyone who needs it.
When knowledge leaves with people
As in many other projects, the project team changed several times over the course of this job. In the end, I was the only person involved from the kickoff meeting all the way through to handover.
That situation highlighted just how much undocumented tacit knowledge exists in projects. It builds up through decisions, discussions, observations, and day-to-day work, but too often it remains with individuals. When people leave, some of that knowledge leaves with them.
Turnover is normal in projects, and it cannot be avoided entirely. That is exactly why it is so important to document essential information clearly and systematically in a shared environment. When there are many stakeholders involved and plans continue to evolve during the project, an up-to-date BIM model is not just a useful extra. It is one of the basic requirements for smooth project execution.
When information remains in emails, personal notes, or individual memory, projects tend to slow down when changes occur. Shared, up-to-date information management is not just about documentation. It helps protect the project from disruption, makes it easier for new people to come in, and helps keep the overall scope under control even when the project changes.
A Mistake that became a lasting lesson
Mistakes are part of any career, and in this particular Outokumpu project, I made a design error that has stayed with me as an important lesson.
I did not take the site ground elevations and their variation sufficiently into account. Fortunately, the situation could be corrected on site, but it left me with a lasting reminder that the basics should never be overlooked, even under time pressure.
Since then, elevations and terrain conditions have been among the many things I always review with particular care, regardless of whether the work is done in 2D or using a model-based approach. Experience has taught me that the issues that look minor on paper can turn into major issues on site if they are not addressed early enough.
When the BIM model was put to real use on site
In 2009, using BIM on site was still not common practice. In the Outokumpu project, design work was being carried out simultaneously in two different locations, and that was when the importance of keeping the model up to date became very clear.
We decided to use the BIM model directly to support installation work. In practice, that meant I took a laptop to the site and reviewed the model together with the installation crew. We looked at connections, dimensions, the installation sequence, and the overall assembly directly in the model.
This brought a completely different level of precision to the discussion than drawings alone. When everyone could look at the same issue from the same view, many uncertainties were resolved quickly. At the same time, it helped ensure that everyone was talking about the same thing and that decisions were not being made based on outdated information.
On site, the biggest benefit of the model was not the technology itself, but the fact that it made discussions more precise. When a connection, structural element, or installation condition could be viewed together from the same model view, uncertainty decreased and decisions could be made faster. That saved time and reduced unnecessary back-and-forth between design and the site team.
When the BIM model is up to date, it reduces guesswork, supports decision-making, and helps people understand the overall scope in practical installation work. Today, this may sound self-evident, but at the time it was not yet an established way of working.
Three things I would pay particular attention to
Looking back at a similar project after more than 25 years in the industry, these are the three things I would particularly emphasize:
1. An Up-to-Date Model for All Parties
Everyone involved in the project should have a clear understanding of what the latest approved design is and which BIM model is the current model in use. Without that, it quickly becomes possible for work to proceed based on different information.
2. A Shared Way to Review the Model
When designers, site management, and installers review the model together, many issues become clear quickly. At the same time, misunderstandings, differing interpretations, and unnecessary intermediate steps are reduced. A shared view also helps people understand how one individual solution affects the overall scope.
3. Agreeing on Interfaces and Responsibilities Early
Many problems do not arise because the design itself is technically poor, but because responsibilities, interfaces, and division of work are not clearly defined. That is why these issues need to be agreed on early, in sufficient practical detail, and with all parties involved. Even good structural design alone will not solve the situation if project interfaces are left open.
In the end, it comes down to collaboration
Even though the tools have developed enormously, one thing has not changed: projects succeed best when information flows in a timely way, responsibilities and interfaces are clear, and communication is open, timely and consistent.
BIM and BIM coordination are excellent support for this. They help create a clear overall view of the project and provide a reliable basis for decision-making. But in the end, success does not depend only on software or the model. It depends on how well people work together and understand each other's perspectives.
At RYMY, model-based working does not mean simply producing a model. It means using the model as a real tool to support project management, coordination, and execution, so that information serves practical work instead of remaining just another file.
Experience has taught me that a well-functioning project is built on up-to-date information, clear responsibilities, and good collaboration. If you want to make sure your BIM model genuinely supports design, production, and site execution, get in touch. Let's look at a practical way forward together.
This article was written by Markus Ylimäki, Founder and BIM Specialist at Rymy Consulting.