Simulation method

Precautions, Comparisons and Steps for simulation use (I’ll share again some quotes from same book)

Simulation’s effectiveness is based largely on the modeler’s ability to identify cause and effect relationship in system and conduct appropriate experiment


  • Can be expensive and time consuming to initially get started.
  • Sometimes easier and better solutions get overlooked.
  • Results can be misinterpreted.
  • Human and technological factors may get ignored.
  • May place too much confidence in simulation results
  • It’s difficult to verify whether the results are valid. Read more of this post

Improve proccesses. How?

If  your information based on a wrong system, you can’t reach solution with a simulation system or other decision support systems. If your paradigm and mind-set don’t work properly or if you don’t know what is going on in your business  IT systems can’t help you. You must have critical thinking attitude(attention for difference from criticism). Sometimes your need may be a paradigm shift. You must ask WHY although everyone see the situation so normal. You must determine interlinks, interdependencies, interrelations, interactions in system and find the answers of two Goldratt questions (What to change and What to change to) The best consultant is the one who makes organisation think with his well constructed questions.

If you want to improve organisation process, yo have to;

Choose a wise project (by asking needs of organisation, small-or fisible to divide-, discrete, noncomplex) and find areas of improvement is crucial. 

Have information about interdependencies, interrelations, interactions in system and map the processes that are related(not all the process: you can’t do it; it is useless, it is a time waster) 

Ask WHY until reaching the answer of  “What is happening, What are consequences, What can be done…

Willingness and sponsorship of organisation and managers has key importance. If you don’t have that support, don’t start work.

Produce your own measures and evaluate the progress with them if possible.   Decide what data must be captured and be certain about the questions of “Why am I measuring this and What will that data say to me”   Don’t make useless measurements. Measure relevant and linked ones. 

Looking to the problem from global perspective-approach must be difference of consultant.

Simulation for Healthcare Operation Management

Process based simulation is running alternative processes and calculating the indicators related with problem. Result of calculation leads to a decision.

For example we can ask these questions if we have a problem in ER(as high waiting times, low patient flow, inappropriate staff utilization): What if we added more physicians, beds, nurses etc… (finding true-good problem has high importance in operation management.

It’s available for healthcare facility process improvement and policy making in public health. But it is not being used very frequently even though it is not hard and software based. (MSY)

Simulation is a powerful tool for modeling processes and systems to evaluate choices and opportunities. It can be used in conjunction with other initiatives such as Lean and Six Sigma to enable continuous improvement of systems and processes. Read more of this post

Project Management: Gantt

A Project Management tool software. Gantt Charts may be easier to use with it

Project diagnostic and a thesis

You must choose the true project initially. Procces diagnostic is the most important part of procces improvement.

Questions as (What happened, Why, What are the consequences and What can be done) must be asked to participants (workers, managers…) and tables that contains must be made. With that way you can find the linkages between the procceses (It seems fishing net repairing. we can find intersecting ropes and  solve them) You must find your limits before you start to map the procces. If we define procces interlinked, interdependent, inter relating and interacting we must find the core of problem and find related areas. Delays, areas needed technology and bottlenecks must be determined.

That determination cant be made by yourself. You must ask everyone related. You can’t map all the organisation’s entire procces. That may last very long time and nobody may use it possibly. You must ask workers about possible problem areas and choose project wisely. (1) Project must not be big. It must be small and concrete (2) Project must not be complex. It must be plain (3) If fisible you must divide it and create bite sized projects.

procces improvement is not so that hard. You can determine the problem area and improve it but looking to problem with aglobal approach is crucial. Your procces improvement and efficiency increase in unit level may cause a bottleneck (so it may be useless or it may be harmfull, while we anticipate better result)

Web site of Operation Management proffesor

Link of dissertation which is written after a field research by Mr.Singh. Must read


Theory of Constraints (ToC)

Can local efficiency be an obstacle on the way of global efficiency? Yes it can.

In order to achieve maximum and consistent returns with Lean Six Sigma, combine LSS with systems thinking and TOC into a single continuous improvement approach. The theory of constraints is an important tool for improving process flows. The implications of the theory are far reaching in terms of understanding bottlenecks to a process and better managing these bottlenecks to create an efficient process flow

From founder of Theory of Constraints (ToC)

Goldratt in MBA in one day:

For types of constraints

Best seller novel of Goldratt about ToC

3 bottle demonstration for bottleneck and ToC

Relation with six sigma