Making simulation relevant in business: how-to simulation: when knowing what to do is not enough
Pages 1459 - 1464
Abstract
This paper argues that to achieve success, a simulation project must not only describe the future state of a business process, but also indicate the best way to reach that state. The paper also suggests how simulation may be used to guide such change program. Prototyping to select the best change approach is critical for success, given that organizations can move toward various future states along many different paths. By not analyzing implementation options, the traditional simulation project leaves management without a roadmap for the proposed change. The roadmap must be plotted by a dynamic management tool, a simulator that can analyze future contextual factors and determine how the chosen path must adapt to respond to new environments.
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- Making simulation relevant in business: how-to simulation: when knowing what to do is not enough
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- INFORMS/CS: Institute for Operations Research and the Management Sciences/College on Simulation
- IIE: Institute of Industrial Engineers
- ASA: American Statistical Association
- ACM: Association for Computing Machinery
- SIGSIM: ACM Special Interest Group on Simulation and Modeling
- IEEE/CS: Institute of Electrical and Electronics Engineers/Computer Society
- NIST: National Institute of Standards and Technology
- (SCS): The Society for Modeling and Simulation International
- IEEE/SMCS: Institute of Electrical and Electronics Engineers/Systems, Man, and Cybernetics Society
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Winter Simulation Conference
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Published: 08 December 2002
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WSC '02 Paper Acceptance Rate 166 of 185 submissions, 90%;
Overall Acceptance Rate 3,413 of 5,075 submissions, 67%
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