Purpose: In lean management, productivity is increased by doing the right things and minimising the unnecessary ones. To achieve this, the ‘right things’ need to be identified. Customer value provides us with a mindset about how to gain a deeper understanding of what should be delivered. In this paper, a method called the Kano model is used to define customer value. The aim is to define how customers perceive the value and, thus, to assist in identifying the right things. The customers are the nursing companies and their nursing staff in Finland and special focus is given to the value potentials that building information modelling (BIM) as well as improved environmental performance might offer to the customers. Method: An in-depth understanding of customer value as it relates to nursing homes was studied by conducting 20 structured customer interviews that contained a Kano model-based questionnaire and open-ended oral questions. Findings: The data shows that details really matter for the customer: design errors and construction flaws were seen to impact vitally on the daily nursing activities. The value that could be delivered through BIM to prevent design errors was perceived as being highly attractive. However, in addition to the traditional value attributes, such as error-free design and better communication, the customers found that if BIM could be utilized to improve the actual nursing processes, and not just to match the facilities with the requirements of the current processes, richer customer value could be delivered. Traditional construction process flow improvements, such as a faster construction process, are no longer enough for creating richer customer value. Implications: The new understanding of customers’ perceptions of BIM reduces some of the doubts and uncertainties regarding the utility of BIM. The results clearly indicate that through BIM, construction companies would have an opportunity to improve their value delivery for the customers.
value, BIM, Kano model, nursing homes