## 3 Results and Discussion
### Lean Design and Its Functionalities
#### 3.2.2 Functionalities According to Management Principles  
Understanding managerial classifications to manage any organizational function or task [78]. Therefore, the functionalities were grouped according to the five management categories: planning, organizing, directing, controlling, and staffing [78], as presented in Table 7, with the last category excluded. This classification clarifies the usefulness of these functionalities within an organization from the building design perspective. In analyzing the functionalities of Lean tools within the building project design process, no functionality that corresponded to the \"staffing\" category was identified. Therefore, this category was excluded from Table 6. Instead, a new category called \"global\" was incorporated, which integrates the functions of planning, organizing, directing, and controlling, thus encompassing the fundamental principles of management. This characterization \begin{table}
\begin{tabular}{c c c} \hline \hline
**Functionality** & **Definition** & **References** \\ \hline Creation of New & Designing and implementing efficient procedures or systems for & [62, 77] \\ Workflows & performing specific tasks or processes within an organization. & [66, 77] \\ Complexity Reduction & Aims to simplify tasks, processes, and complex systems to make & [66, 77] \\  & them more straightforward and understandable. & [24] \\  & Focuses on creating value by eliminating superfluous activities, & \\ Customer Value Focus & promoting collaboration among stakeholders, defining value, and & [24] \\  & committing to the client to establish value goals. & [24, 77] \\  & The constant pursuit of perfection through regular application of & [24, 77] \\ Continuous Improvement & Lean concepts, measurement, analysis, and practice adjustments to & [24, 77] \\  & optimize efficiency and customer satisfaction. & \\ Reliable Information Flow & Timely and accurate data delivery between teams, avoiding causes of & [24] \\ (Consistent and Accurate) & design changes, ensuring reliability, and eliminating unnecessary or & [24] \\  & incorrect information. & \\ Communication Instances & Different moments or events where interaction occurs within a work & [62, 74] \\  & team, including the exchange of information. & [67, 74] \\ Reduction of Workload & Reduction in the number of tasks or activities assigned to an & [67] \\  & individual or a work team. & [67] \\ Prevention of Project & Additional time periods are incorporated after processes with & \\  & variable outcomes to serve as scheduling buffers and prevent & [77, 80] \\  & project delays. & \\ \hline \hline \end{tabular}
\end{table} 
Table 6: _Cont._ \begin{table}
\begin{tabular}{c c c c c} \hline \hline
**Planning** & **Organizing** & **Directing** & **Control** & **Global** \\ \hline Global collaborative & Design-construction & Open and transparent & Data recording & Visual \\ scheduling & coordination & communication & and analysis & communication \\ Phase collaborative & Complexity & Identification and & & Optimization of \\ scheduling (Pull & reduction & minimization of losses & & value/cost ratio for \\ planning) & & & the client \\ Lookahead & & & & \\ collaborative & stakeholder & Anticipation and rapid & Root cause analysis & Focus on value for \\ scheduling & involvement & problem-solving & of problems & the client \\ Weekly collaborative & & Consistent and & & \\ scheduling & Effective teamwork & accurate information & Progress evaluation & Continuous \\  & & flow & against the schedule & improvement \\ Exploration of & Commitment & Reduction of team & & Prevention of \\ alternative solutions & management & workload & & project delays \\ Creation of new & Communication & & - & - \\ workflows & instances & & & \\ \hline \hline \end{tabular}
\end{table} 
Table 7: Functionalities of Lean Design tools classified into 5 management functions.