Design for manufacture and assembly (DfMA) in architectural design meetings: from a case study to knowledge-to-action framework

Purpose Design for manufacture and assembly (DfMA) challenges architects in managing diverse knowledge across different professional domains. Little research, if any, has documented DfMA as a knowledge-intensive activity happening in real-life cases. This research aims to investigate DfMA knowledge acquisition, sharing and implementation in real-life practice and develop DfMA knowledge-to-action framework for architects. Design/methodology/approach It does so by (1) conducting observations in design meetings, documentary analysis and interviews, (2) thematic analysis through knowledge management (KM) perspectives and (3) based on this profound understanding, enriching the prior understanding of design as a double diamond process. Findings Through the lens of KM, DfMA is not merely a double but multiple diamond process, involving the iteration of making absenting interdisciplinary knowledge available, deciphering tacit knowledge explicit and embedding the knowledge in a design that well considers various criteria, the downstream manufacturing, logistics and assembly in particular. To execute multi-faceted knowledge acquisitions and implementations in DfMA, architects should balance their roles as humble learners, team coordinators, creative leaders and democratic negotiators. Originality/value This research reveals the DfMA implementation process, activities and dilemmas from real-world design meetings. The DfMA knowledge-to-action framework developed in this study, along with practice examples and lessons learned, can facilitate architects to play new roles. Future research is recommended to fine-tune the framework by having other stakeholders' perspectives, refining it with additional cases and developing assistive tools for designers based on the framework.

Automated summary

This study explores the knowledge acquisition, sharing, and implementation of DfMA in real-life practice, and develops a knowledge-to-action framework for architects. Through observations, analysis, and interviews, it reveals that DfMA is a multi-faceted process that involves the iteration of making interdisciplinary knowledge available, deciphering tacit knowledge, and embedding knowledge in a design that considers various criteria, particularly in manufacturing, logistics, and assembly. Architects need to balance their roles as learners, coordinators, leaders, and negotiators to effectively implement DfMA.