Simulation is normally used to assess the current, or predict the future, performance of a business process. The concept is designed to help practitioners and business owners discover new ways to improve their business processes through the use of mathematical, statistical and other analytical methods.
Simulation typically uses statistical and computer modelling to investigate the performance of a business process either for a new situation or to improve an existing set of processes. By modelling different process scenarios and outcomes, companies can minimise the traditional risks associated with change management initiatives without having to make changes in a 'live' business environment where performance could adversely be affected (Harrington and Tumay, 2000).
Simulation Description *
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Simulation References (4 of up to 20) *
- Harrington, H.J. and Tumay, K. (2000) Simulation Modeling Methods. McGraw-Hill, New York.
- Hindle, T. (2008) Guide to Management Ideas and Gurus. The Economist/Profile Books Ltd, London.
- Kumar, A. and Ozdamar, L. (2004) Business Process Reengineering at the Hospitals: A Case Study at Singapore Hospital. Proceedings of the 18th European Simulation Multiconference, SCS Europe.
- Paper, D.J., Rodger, J.A. and Pendharkar, P.C. (2001) A BPR Case Study at Honeywell. Business Process Management Journal, Vol. 7(2), pp. 85-99.
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