When production changed from a big box to a smaller one, the conveyor had to be shut down to change the belt to match. The new idea was to orient the boxes in the same direction as the conveyor belt, so that one belt width would serve all sizes. Although it was obvious that this arrangement would reduce changeover time, it would also reduce the number of boxes that could be on a conveyor at any given time and decrease surge. Plant officials wanted to know if this would cause problems as downstream equipment started and stopped. The simulation showed that the new orientation would not cause problems, so the change was made.
Simulations also take into account the impact that manufacturing changes can have on people.
Managers need to have realistic expectations and make sure they don't overload their crews. A simulation must take into account the operation of a number of palletizers along with the number of people and forklifts to carry the pallets away. That means estimating downtimes, including mechanical failure and battery recharging of the trucks, breaks and occasional absences for the crews, and travel time in the warehouse. This integrates people, production, and warehouse operations. According to Beaverstock, simulation of manufacturing and other processes is a powerful tool, because it lets engineers focus on the business consequences of their decisions, before they are applied and become more costly to adjust or redo.