57
example
in
manufacturing or
finance. Based on [Stoddard, DB, Jarvenpaa, SL: 1995]
on
Business
process
redesign:
tactics
for
managing
radical
changes,
Journal of
Management Information Systems, Vol. 12 No.1, pp.81 said that over 80 percents of
BPR projects used flowchart as a tool in describing and analyzing company business
process accurately compared to manual draws. Furthermore, simulation models can
incorporate and represent dynamic and arbitrary performance in defining entities and
resources. To help understanding current business problem and make suitable a
decision- making, simulation models can be a solution in order to provide
quantitative
information
as
shown
in
Figure
2.17
below
that
provide
quantitative
information
that
can
be
used
for
decision–making and can be regarded as problem-
understanding rather that problem-solving tools.
Figure 2.17 Simulation Model
Several characteristics of simulation that fit for business process modeling are
listed below¹³:
1. In
order
to
follow
changes
in
the
real
system,
company
can
modify
simulation
model
and
use
it
to
support
continuous business process
improvement
in decision
making.
2. Relates
to
a
time-ordered
sequence
of
interrelated
events,
a
process-based
approach
in developing simulation
modeling which describes
the
whole
13
Mayer,
RJ,
Benjamin,
PC,
Caraway,
BE
&
Painter,
MK,
1995,
A
framework
and a suite of methods for
business process reengineering, 2
nd
edn, Prentice Hall, New Jersey.
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