Integrated decision making [simulation]

Over its lifetime, simulation has almost exclusively been regraded as a computing programming task and therefore requiring specialist skills in that field. Correspondingly, this relegated simulation to a `back room´ analytical task, auxiliary to the `front room´ decision making. The author describes this approach and its disadvantages and goes on to look at an alternative view of the simulation process; it starts from the premise that a greater value is gained through interaction with the simulation model. It takes the view that real understanding of the problem is more critical than expertise in a simulation programming language. The drawbacks of this approach are described. The author argues for the incorporation of simulation into company decision making by stating that a model of the real world offers the opportunity to test the sensitivity of the overall system to a change in an item of data before that change is made, or any commitment is made to plant investment or to policy or practice. Certain principles need to be observed in pursuing this role for simulation, covering: the database discipline, user interfaces, modelling structure and simulation use management