To be able to perform a transformation in operations, a well defined process that is simple must be identified. Often, transformation initiatives fail, simply due to the complexity of the problem process size set. Prior to diving into the simulation, a well thought problem definition is crucial. As a prerequisite, for a better problem definition to be articulated, the defined scope becomes critical. In essence, the inputs and outputs become clearer and specific. To that end, the process involved becomes a tangible problem with clear boundaries and objectives and one with identified variables and constraints.
While intuitively simple in concept, many of the analysts involved in process related work usually fail in this process. Aligning the scope level of the problem process with the simulation level required for the scope to succeed through simulation becomes art-form. Usually with diverse functional teams involved in transformation efforts, are misaligned on Process Level & Scope; Alignment becomes key. Often, when teams get involved in this aspect of planning, they realize great terms in process knowledge, much of the key leadership attention required for critical process success is gathered in this process of the simulation initiatives. Collisions among policy, processes, priorities, and value chain are also identified in a clear methodology, that also aid in other key organizational initiatives.
Once the prerequisite of process mapping is construed adequately, the variable definition is performed through an elaborate variable definition dictionary creation. Such dictionary also facilitates much of the KPI and performance organizational management programs. This process also identifies separation of ownership of key variables and process deliverables. Much of this process would be carried out in a workshop environment to drive and gather buyin & consensus.
Often the value for the Simulation engagement is unraveled in this step. Since the direction, level of detail and definition is aligned, a true KEY Performance Drivers are set at this stage. Often the deliverables of this stage would be utilized for KPI / Organizational Level Scope setting. In other words, KEY is set for each Level of the organization and function. Often in our engagements we identify that key variables are missing in the performance management system.
Our experience in this field is enormous, and we utilize off the shelf technology that is industry recognized. Our experience in this field as modelers, management consultants and executive level expertise are all coupled to creating a robust model that is relevant to key organizational functions.
Due to the nature of the tangible model product and solutions, decision makers have the opportunity not only to make adjustments to improve outcomes; but also identify game plans for specific scenarios, adjustment levels required and most importantly process implications. In such environment, opportunity costs and decisions become crystal.