Use simulation techniques and software to develop and evaluate appropriate scenarios for use in the analysis and evaluation of business alternatives.

Demonstrate understanding of the principles and techniques associated with simulation modelling and business process and logic modelling languages.
Use simulation techniques and software to develop and evaluate appropriate scenarios for use in the analysis and evaluation of business alternatives.
Understand the concept of probability/randomness and how it can be modelled to produce realistic simulation models.
Develop a working knowledge of a discrete-event simulation software package such as Simul8

Phoenix Sports
The operators of the “Phoenix Sports” have decided to promote some free taster sessions through the local press. Readers have been informed of the date and starting time of the taster day and they will be able to have the use of a swimming pool (swim) or gym facility (gym) or an aerobics class (aerobics). “Phoenix Sport” has a number of concerns, which they wish to plan for.

Customers arrive for the promotion on average every 2 minutes between 09:00 and 14:00 on Monday, Wednesday and Friday. “Phoenix Sports” have arranged for a special minibus from the out of city campus. 15% arrive singly, 20% in 2’s, 25% in 3’s, 20% in 4’s, 12% in 5’s and 8% in 10’s. The centre closes at 16:00.

Upon entering the sports centre customers are greeted by a receptionist who takes an average 30 seconds to meet and greet each customer. The customer can choose at this point which facility they would like. A count should be kept of the number of customers making each choice. All customers receive a complimentary drink voucher to the value of £1. On average 30% of customers are expected to initially request the use of the swimming pool, 40% for the gym and 30% for the aerobics class. The maximum capacity for each facility is as follows: 20 for the swimming pool, 15 for the gym and 15 for the aerobics room.

From the reception desk all customers are directed to the appropriate changing rooms: swim & gym/aerobics. The swim changing room has a maximum capacity for 8 people and the shared gym/aerobics changing room has a maximum capacity for 20 people. It is assumed that people in the swim changing room will take on average 10 minutes to change and then use the swimming pool for a uniform duration of 20 to 30 minutes. The changing time in the gym/aerobics changing room is an average of 7 minutes. The activity time for both the gym and the aerobics taster session follows a uniform distribution of 15 to 20 minutes.
After swimming 45% of people exit the sports centre without going to the coffee area. After using the gym or aerobics facility 35% of people exit the sports centre without going to the coffee area. In both cases if the size of the queue to be served a drink is more than 25 the customers leaves the sports centre without joining the queue.

At the coffee shop all customers queue to receive their £1 complimentary drink. It takes between one to two minutes to serve each customer. There is enough capacity for all customers to then enjoy their drink, which takes an average of 30 minutes. One member of staff is required on the reception desk and one to serve coffee. All queues are on a FIFO basis unless otherwise stated

Required to submit:
Write a report that includes:
a. From the perspective of simulation an Introduction to the problem which includes aims, objectives, assumptions, key performance indicators and any other relevant information you deem appropriate.

b. A table showing entities, state variables, and events.

c. An appropriate flowchart with detailed explanations.

d. An explanation of which data collection method(s) would be appropriate to capture the required information for modelling this problem.

e. A developed simulation model (make any assumptions where appropriate) for one hundred customers to imitate the above system (“As-Is” situation). Five simulation runs are required.

f. At least two experiments (‘What if’ scenarios) to:
i. Minimise the overall simulation time.
ii. Achieve a minimum queue at each service area.
iii. Maximise the staff(s) utilisations.
iv. Minimise average waiting time.
v. Maximise revenue from services.

g. A comparison of data using Excel for the “As-Is” scenario with the other improvement ‘What if’ scenarios.

h. Recommendations for further improvement (bullet points)

i. Appropriate animation in the “As-Is” model you develop.

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