Abstract
Many organisations have seen the use of simulation evolve, often in something of a piecemeal fashion. This may lead to some deficiencies in way that simulation is employed. Therefore, it is useful to step back and reflect upon how the application of simulation could be improved. This paper describes such a project in which a simulation strategy was devised for the British Airways Operational Research group. The study involved a series of interviews with the operational research analysts and their customers from which a number of issues emerged. Proposals for addressing these issues were developed and refined through further discussions.
Additional information
Notes on contributors
Stewart Robinson
STEWART ROBINSON lectures in Operational Research and Systems at the Warwick Business School in the UK. He holds a BSc and PhD in Management Science from Lancaster University. Previously employed in simulation consultancy, he supported the use of simulation in companies throughout Europe and the rest of the world. His research interests are in finding ways to improve the use of simulation within industry and he is author of the book Successful Simulation (McGraw-Hill), a practical guide to simulation projects. Current work involves an investigation into the use of expert systems to represent a human decision maker in simulation models, the analysis of complex output behaviours from simulations, and developing an understanding of quality in relation to operational research studies.
Mark Stanger
MARK STANGER works as a Principal Operational Research Analyst at British Airways, leading a team of four other analysts. He also acts as the Simulation Champion for the Operational Research department, promoting the use of simulation and developing a strategy for its use. He holds a BSc from Warwick University and an MSc in Operational Research from Lancaster University. Before joining British Airways, Mark worked for AT&T ISTEL (now the Lanner Group) as a consultant using the Witness simulation package.