WSC 2002 Final Abstracts

Six Sigma and Simulation, So What's the Correlation?
David M. Ferrin (Business Prototyping Inc.), David Muthler (PWC Consulting) and Martin J. Miller (Business Prototyping Inc.)

Abstract:
This paper will explore the fundamental relationships between Six Sigma and simulation. A basic overview of Six Sigma includes: (1)Six Sigma philosophy, (2)Basic tools, (3)Theory of Variation, (4)SPC, (5)Process capability, (6)Six Sigma infrastructure, and (7)DMAIC and DFSS processes. Simulation will be applied to the appropriate areas of the overview. Improvement in the robustness of the Six Sigma methodology will be discussed and the strengths of simulation will be presented as capable and preferable enhancements to the Six Sigma processes. Quotes from Six Sigma and industry leaders will be presented. Simulation will be presented as an innovation tool enhancing the Six Sigma DMAIC and DFSS processes.

A Simulator to Improve Patient's Service in a Network of Clinic Laboratories
Francisco J. Ramis and Jorge L. Palma (Universidad del Bio-Bio), Victor F. Estrada (Arauco Salud ) and Gloria Coscolla (ACHS-Arauco Salud)

Abstract:
The general objective of this work is to present a generic simulator to be used in a network of clinic laboratories of the company ACHS-Arauco Health in Chile, which is to be used to standardize the service processes, the assignment of personnel and to guide investment decisions. The specific objective is to reduce the time in the system of the patients. The resulting simulator should represent all the laboratories of the company and use an electronic sheet as an interface for the parameters. To build the model, the exams were grouped in different families and the times and resources demanded were studied for each one of these families. The model was validated by experts and implemented with ARENA and EXCEL. Different configurations of resources were studied to detect bottle necks, which allowed to reallocate personnel to peak hours, to redesign facilities and to reduce the waiting time of the patients.

Simulation of Restaurant Operations Using the Restaurant Modeling Studio
David M. Brann and Beth C. Kulick (Automation Associates, Inc.)

Abstract:
The operation of quick service restaurants (QSR) is a highly engineered process, with many factors coming into play: physical layout, equipment availability, and worker staffing levels, positioning, and priorities. The Restaurant Modeling Studio (RMS) provides an analysis platform for investigating the impacts of these factors on critical performance metrics, especially speed of service and service capacity. The key components of the RMS are a simulation engine built in Arena, and two custom applications built on Microsoft Visio—the Kitchen and Process Designers. The simulation engine supports a large number of behaviors, including parallel operations, inventory replenishment, prioritized task selection and many more. The Kitchen Designer and Process Designer provide the user with powerful tools for specifying the physical layout and order fulfillment processes. This paper presents the components of the RMS and its use in an analysis kitchen design comparison and labor deployment standards.

The Role of Modeling Demand in Process Re-Engineering
Craig V. Robertson, Shelly Shrader, David R. Pendergraft, Lisa M. Johnson, and Kenneth S. Silbert (Accenture)

Abstract:
Process modeling of airline passenger processes from their arrival at the airport until they board their flight requires a model of the arrival process of passengers at the airport. The model of passenger arrival describes the varying arrival rate of passengers at the airport. This paper describes a method for quickly modeling passenger arrival using publicly available airline data.

How-To Simulation: When Knowing What to Do is Not Enough
Francisco Pulgar-Vidal (Business Prototyping, Inc.)

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.

Integrated Development of Nonlinear Process Planning and Simulation-Based Shop Floor Control
Sambong Kim, Jungyoup Woo, Sungsik Park, Buhwan Jung, and Hyunbo Cho (Postech IE)

Abstract:
Although several methods of simulation-based SFC have been suggested for the SFCS, these researches paid only attention to the generation of a target simulation code and could not be fully integrated with the SFCS. Hence, this paper focuses on the conceptual architecture for the rapid and adaptive realization of a simulation-based SFCS for a discrete part manufacturing system. The developed simulation-based SFCS can process non-linear process plans. To this end, the new simulator engine must be developed. It advances the simulation clock and drives the simulation-based SFCS by investigating the information contents specified in the process and resource models.

To Pool or Not to Pool? "The Benefits of Combining Queuing and Simulation"
Nico M. van Dijk (Incontrol Enterprise Dynamics)

Abstract:
"Should we pool separate queues into a single queue or not?" A question as practical as for daily-life situations such as at a bank, a hospital or a service center as well as for technical applications such as in manufacturing or call centers. A question that involves fundamental insights of queuing theory. A question that can only be answered in a realistic situation by simulation. A question that is still open for practical and fundamental research. A question that requires a hybrid combination of queuing and simulation. A question that in realistic situations not only benefits from but even requires a hybrid combination of analysis and simulation. This paper aims to illustrate that simulation and queuing theory can and should go hand in hand for a variety of practical problems, both in daily-life and industry. To this end, it will highlight real-life cases taken from daily-life situations (postal office or bank), administrative logistics (reengineering), transportation (railways) and call center analysis.

Achieving Higher Levels of CMMI Maturity Using Simulation
Martin J. Miller, Francisco Pulgar-Vidal, and David M. Ferrin (Business Prototyping Inc.)

Abstract:
Simulation and the Capability Maturity Model Integrated (CMMI) are both fundamentally process focused with common objectives. Both are tools used to advance process capabilities and performance. Can organizations apply simulation to their business practices to help them achieve higher levels of CMMI maturity? Which specific Process Areas would simulation add the most value? Simulation projects usually involve development of end-to-end "As-Is" process models. This activity is useful for organizations developing level 3 capabilities where explicit process definitions are necessary. Next, simulation analysts instrument their processes with defined, consistent measurements. These measures usually coincide with the same type of process measures which level 4 organizations use to understand their process and project performance. Finally, the most powerful feature of simulation is testing incremental or transformational changes in "To-Be" models. This feature will add value to level 5 organizations, who continuously analyze the cost/benefits of new technologies and proposed process changes.