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Benefits of Simulation

Aside from traditional reasons for using simulation, including its capabilities to capture variability, interdependencies, changes to systems over time, and run “what if” scenarios to study change, other, more subtle but equally critical factors make simulation’s use efficacious.

Quantification of Change is often a stumbling block to change implementation, since the actual outcomes of process changes are impossible to quantify without tools like simulation. Thus changes can be frightening at best, and are thus often not implemented, particularly by those who haven’t “bought in”. Simulation quantifies the effects of change, in time and in dollars, so proper decisions can be made objectively and with confidence.

Objective Analysis. Often, change options and system “bottlenecks” are hotly contested subjects. Finger-pointing can replace change management when discussing critical topics. Simulation offers accurate, objective, scientific, and data-driven solutions which create different discussions and different arguments, and which also allow for a more objective and “rational” discussion. The accuracy of scenarios opens up new opportunities for learning and discussion, and allows conflicting opinions to better come together to create synergies and consensus.

Systems Learning. Knowing how a system will react to external and internal changes can be difficult to ascertain, particularly in the “heat of battle” and in the midst of a constantly changing system. This is why the US Military regularly uses battlefield simulations to enable leaders to make better decisions, better analysis, and increase effectiveness.

Via “what if” scenarios, and “playing” with their systems, simulations allows Managers to learn their systems better through a better understanding of the outcomes of changes, whether they be changes to acuity, volume, staffing, available resources (i.e. beds and equipment), new or expanded space, ancillary services issues, etc.

By learning how a system reacts to change, line managers can better manage “on the fly” and understand “breaking points” in the systems that require action.

Creating creativity. Research has shown that “prototypes” (whether they be clay models or simulations) help drive the creative process, rather than the other way around. In other words, by offering a venue for creative thought that is free of consequence and risk, “prototypes” offer a way for staff to test ideas and challenge the status quo. This furthers the creative process and allows for the development of unique solutions to problems that might have been seen as insurmountable in the past. By expanding the creative process, and involving staff in the development of solutions, change management is easier to attain and more likely to be successful.

Dissemination of “Process Thinking”. Most staff do not think of work as process, much less an interdependent, highly variable process. Variance in work is often seen simply as day to day randomness, without cause or pattern. However, to truly effect an entire system, everyone must begin to realize the critical nature of process in work, and the key drivers that impact it.

Six Sigma and other process methodologies have helped bring these issues to light. At GE, where Six Sigma was made famous, the top-down push for process improvement via Six Sigma literally forced everyone to think about process. However, this process thinking, while critical to overall long-term systemic improvement, need not be forced.

Process Simulation can now be used by anyone to help understand the critical attributes and constraints of process flows. Through this, management and staff can better see how their systems are impacted by interdependencies, variability, resources and multiple constraints. Furthermore, using simulation allows for hands-on experimentation and a “first hand” learning experience on improvements options available.

As this understanding of process takes hold, “process thinking” ensues as staff begin to see their worlds in a whole new light, as their work and their performance is impacted by key variables. Thus, as staff understands work as process, process change becomes easier to understand, buy into, and therefore implement.

Process Thinking leads to the next steps in long-term implementation assistance, Systems Learning and the creation of creativity.