a model and method for customization of simulation games
TRANSCRIPT
A model and method for
customization of simulation games
Mads Bruun Larsen
ELEC 2016
Dat
eMo
nth
Year
Author’s bio
Mads Bruun Larsen
Amanuensis, SDU
Partner, Consulting House Denmark
Associate, Valeocon
Consultant since 2004
M.sc., ph.d.
+45 21 15 28 16
2
Agenda
On the use of simulation and training games
Motivation for the research
Model and method for customization of simulation games
Summary and outlook
3
Facilitating transformation
Influencing factors on change
Understand the need for change (i.e. the burning platform)
Understand the proposed change or solution
Understand the consequences and why the solution is
better than current practice
Games and simulation can be a catalyst for latter two
4
Simulation vs. game?
Simulation Game
Level of detail High Low
Domain identification High Low/medium
# of scenarios High Low
Involvement Low High
Sense of ownership Low High
Tactile Low High
Purpose Optimization Training / motivation
Method Virtual Physical
Accessibility Low High
EVALUATION OF GAMES
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Literature review
Hands-on gaming enhances learning
Elbadawi, I., McWilliams, D.L. & Tetteh, E.G. 2010, "Enhancing Lean Manufacturing Learning Experience Through Hands-On Simulation", Simulation & Gaming, vol. 41, no. 4, pp. 537-552
The use of games is better than lectures for learning
Smith, E.T. & Boyer, M.A. 1996, "Designing In-Class Simulations", PS: Political Science and Politics, vol. 29, no. 4, pp. 690-694
Realistic scenarios that have the same decision scenarios enhances retention of training
Niehaus, James & Riedl, Mark, "Scenario Adaptation: An Approach to Customizing Computer-Based Training Games and Simulations", Gatech
Lainema, T. & Hilmola, O. 2006, "Customisation of industrial training through standardised databases and object-oriented development environments", International Journal of Services and Standards, vol. 2, no. 1, pp. 54-68
Saunders, Danny (ed), "Games and simulations to enhance Quality Learning", vol. 4, The Simulation and Gaming Yearbook, Psychology Press, 1996
Riis, J. 1994, "Games In Production Management", Production Planning & Control,vol. 5, no. 2, pp. 229-233
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Findings from literature review
Learning has biggest effect when training or teaching is tactile
i.e. use games and exercises
Effect is bigger when participants can relate to the
situation/experience in the game
i.e adapt the game to situation
No approach yet to make adaptation easier
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Dilemma
Why do we need to customize training games when there is a
wealth of available games for either sale or free?
For an overview of games available see
Badurdeen, F., Marksberry, P., Hall, A. & Gregory, B. 2010,
"Teaching Lean Manufacturing With Simulations and Games:
A Survey and Future Directions", Simulation & Gaming, vol.
41, no. 4, pp. 465-486
They mention the need for making games as realistic as
possible but does not point to customization explicitly
Classification of games
Knowledge application
Internal
External
Do
main
ap
pli
cati
on
General Specific
Eyeopener What’s in it
for me
Ahh. That’s how
Let’s start
changing
Kata
game
Beer
game
SMED5S
Buckingham Lean
game
??
LEGO
serious play
TRIZ model for learning from games
Model
Reality
Problem Solution
Adopted from TRIZ
My
problem
Generel
problem
Generel
solution
My
solution
HOW?
Hypothesis
The effect of games is greater if the game set-up and in-game
decisions resembles your own situation
We don’t have evidence yet
To sum up so far …
Games have a positive effect on learning
The effect is increased if the environment resembles your own
The effect is further increased if the decisions in the game
resembles your own
The gab is
Most games have a fixed layout (resources, products, etc.)
So far no documented way of customizing games
There is a need for a method and a model for how to customize
games for a specific situation
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THE PROPOSED SOLUTION
14
Literature review
Using VSM as base-point for building a PC-based simulation model
Xia, W. & Sun, J. 2013, "Simulation guided value stream mapping and lean improvement: A case study of a tubular machining facility", Journal of Industrial Engineering and Management, vol. 6, no. 2, pp. 456-576
Gurumurthy, A. & Kodali, R. 2011, "Design of lean manufacturing systems using value stream mapping with simulation: A case study", Journal of Manufacturing Technology Management, vol. 22, no. 4, pp. 444-473
Using simulation to validate future state map
Marvel, J.H. & Standridge, C.R. 2009, "Simulation-enhanced lean design process", Journal of Industrial Engineering and Management, vol. 2, no. 1, pp. 90-113
Abdulmalek, F.A. & Rajgopal, J. 2007, "Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study", International Journal of Production Economics, vol. 107, no. 1, pp. 223-236
Simulation to validate future state and the use of templates when building model
Lian, Y.-. & Van Landeghem, H. 2007, "Analysing the effects of Lean manufacturing using a value stream mapping-based simulation generator", International Journal of Production Research, vol. 45, no. 13, pp. 3037-3058
Explore implementation issues with a simulation model
Shannon, P.W., Krumwiede, K.R. & Street, J.N. 2010, "Using Simulation to Explore Lean Manufacturing Implementation Strategies", Journal of Management Education, vol. 34, no. 2, pp. 280-302
Describes gaming simulation design with a focus on designing human-interaction games
Kriz, W.C. 2003, "Creating Effective Learning Environments and Learning Organizations through Gaming Simulation Design", Simulation & Gaming, vol. 34, no. 4, pp. 495-511
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Findings from literature review
Use VSM as a basepoint for creating the game
Use the customized game to validate the current state
Allow realistic changes in the game to explore options and
possibilities for improvements i.e. do not use a fixed game-play
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It is more complex to customize games
than to link general game to my settings!
Plan change
process
Map future
state and/or
simulate
Identify
competency
or skills gab
Map current
process
Identify
gabs in
current
process
Train
employees
Apply
knowledge
Change
process
Evaluate
new process
Improve
new process
Plan change
process
Map current
process
Play current
process
Change
process
Evaluate
new process
Improve
new process
Play game
to motivate
employees
Explore
changes to
the process
… or is it?
Flow of developing a simulation game
Idea
(process and
purpose)
Collect dataCreate
model
Conceptua-
lize or codify
Structure Simplify /
expedite
Simplify /
expedite
Play game
and learn
TemplatesTemplates
Level of detail in game
Simplify
Codify
Cu
sto
miz
ati
on
eff
ort
Structuring data collecting
Model
Tangibles
• Resource
• Inventory
• Transportation
Intangibles
• Layout
• Organization &
structure
• Planning
Input
• Demand
• Raw material
Output
• Finished goods
• Scrap
• KPI’s
Based on purpose:
• Decide what’s important
• Ressource could be plant
for SCM
InputInput
• Demand
• Raw material
Demand
• Product & variant
• Volume
• Variation over time
• Seasonality
• Lead time requirement per
product/variant
Raw material
• BOM
• Supplier lead-time
• Variation in supplier lead-
time
Output
Finished goods
• Void
Scrap
• Returns & re-shipments
• Warranty / claims
Output
• Finished goods
• Scrap
• KPI’s
KPI’s
• Delivery performance: OTIF
• Productivity
• Utilization
• Scrap level
• Financials
• WIP
• Inventory (RM/FG)
Tangibles
Resource
• Process time / Production
rate
• Max process batch
• Production batch size
• Availability
• Process failures (types /
level)
• FPY
• # operators
• Variant constraints
• Maintenance
• Routing
• Parts/information: input,
source, output (pr. output)
• Quality inspection /
approval
Inventory
• Max inventory level
(constraint)
• Inventory policy (FIFO,
LIFO)
• Variant constraints
• Current inventory level
Transportation
• Transportation time
• Max transportation batch
• Availability
• Process failures
• # operators
• Variant constraints
Tangibles
• Resource
• Inventory
• Transportation
Intangibles
Layout
• Spaghetti diagram
• Layout plan
Organization &
structure
• # employees
• Competency matrix
• Organizational
structure
• Empowerment (what
can the employee
decide themselves)
• Approval policies
Planning
• MRP policies (lead-
time offset, safety
stock/time)
• Lot size policies
• CONWIP / Kanban
policies
• Variant creation
pattern
Intangibles
• Layout
• Organization &
structure
• Planning
Create model
Demand considerations
Products from A,B & C (limit no. of products to 4-10) Dedicated flows,
Variants
Demand changes
Scale demand to codified flow capacity (depends on codified model)
Flow considerations
Focus on a the most important resources and activities e.g. leave out maintenance if it is not a concern
Simplify reporting and documentation during game (may be the most important in a pharmaceutical environment though)
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Codify
Products
Processes
Variation
Codify - Products
Lego
Stickle bricks
Plus-plus
Paper
Cards
Variants
Shape / form
Color
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Codify - Process
Assemble
Cut / glue / draw / color
Calculate / write / fill in
Fold (origami)
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42 x 28=
Codify -Variation
Demand
Shuffle orders
Change takt
Process
Dice
Natural variation
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Summary
Change is enabled by better understanding of purpose and
solution
So far no formal model for customizing games
A first model and method is developed
Future needs
Verification of effect of customized games
Object-oriented or template like method to further
simplify model creation
Case of using a customized game
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