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Discrete-event simulation and system dynamics for management decision making /
"In recent years, there has been a growing debate, particularly in the UK and Europe, over the merits of using discrete-event simulation (DES) and system dynamics (SD); there are now instances where both methodologies were employed on the same problem. This book details each method, comparing e...
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | , , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Chichester, West Sussex :
Wiley,
[2014]
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| Temas: | |
| Acceso en línea: | Texto completo Texto completo |
Tabla de Contenidos:
- Discrete-Event Simulation and System Dynamics for Management Decision Making; Contents; Preface; List of contributors; 1 Introduction; 1.1 How this book came about; 1.2 The editors; 1.3 Navigating the book; References; 2 Discrete-event simulation: A primer; 2.1 Introduction; 2.2 An example of a discrete-event simulation: Modelling a hospital theatres process; 2.3 The technical perspective: How DES works; 2.3.1 Time handling in DES; 2.3.2 Random sampling in DES; 2.4 The philosophical perspective: The DES worldview; 2.5 Software for DES; 2.6 Conclusion; References.
- 3 Systems thinking and system dynamics: A primer3.1 Introduction; 3.2 Systems thinking; 3.2.1 'Behaviour over time' graphs; 3.2.2 Archetypes; 3.2.3 Principles of influence (or causal loop) diagrams; 3.2.4 From diagrams to behaviour; 3.3 System dynamics; 3.3.1 Principles of stock-.ow diagramming; 3.3.2 Model purpose and model conceptualisation; 3.3.3 Adding auxiliaries, parameters and information links to the spinal stock-flow structure; 3.3.4 Equation writing and dimensional checking; 3.4 Some further important issues in SD modelling; 3.4.1 Use of soft variables; 3.4.2 Co-flows.
- 3.4.3 Delays and smoothing functions3.4.4 Model validation; 3.4.5 Optimisation of SD models; 3.4.6 The role of data in SD models; 3.5 Further reading; References; 4 Combining problem structuring methods with simulation: The philosophical and practical challenges; 4.1 Introduction; 4.2 What are problem structuring methods?; 4.3 Multiparadigm multimethodology in management science; 4.3.1 Paradigm incommensurability; 4.3.2 Cultural difficulties; 4.3.3 Cognitive difficulties; 4.3.4 Practical problems; 4.4 Relevant projects and case studies; 4.5 The case study: Evaluating intermediate care.
- 4.5.1 The problem situation4.5.2 Soft systems methodology; 4.5.3 Discrete-event simulation modelling; 4.5.4 Multimethodology; 4.6 Discussion; 4.6.1 The multiparadigm multimethodology position and strategy; 4.6.2 The cultural difficulties; 4.6.3 The cognitive difficulties; 4.7 Conclusions; Acknowledgements; References; 5 Philosophical positioning of discrete-event simulation and system dynamics as management science tools for process systems: A critical realist perspective; 5.1 Introduction; 5.2 Ontological and epistemological assumptions of CR; 5.2.1 The stratified CR ontology.
- 5.2.2 The abductive mode of reasoning5.3 Process system modelling with SD and DES through the prism of CR scientific positioning; 5.3.1 Lifecycle perspective on SD and DES methods; 5.4 Process system modelling with SD and DES: Trends in and implications for MS; 5.5 Summary and conclusions; References; 6 Theoretical comparison of discrete-event simulation and system dynamics; 6.1 Introduction; 6.2 System dynamics; 6.3 Discrete-event simulation; 6.4 Summary: The basic differences; 6.5 Example: Modelling emergency care in Nottingham; 6.5.1 Background; 6.5.2 The ECOD project.