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This paper presents a quantitative analysis of a conceptual, system dynamics (SD) model by the application of multi-objective optimisation (MOO). The SD model investigates the strategic development of maintenance performance, using a system view of maintenance costs, while the execution of MOO evaluates multiple simulation runs, seeking the simultaneous tradeoff solutions of the three conflicting objectives: maximise availability, minimise maintenance costs, and minimise maintenance consequential costs. The study explores three scenarios that represent companies at different states of developed maintenance performance. The application of this integrated, simulation-based optimisation approach reveals multiple analyses of system behaviour of the SD model, which are presented in a compact format to a decision-maker. Actually, notwithstanding the application to a conceptual model, the study results make explicit the nonlinearity between invested maintenance cost and its consequent effects. Furthermore, the approach demonstrates the contribution to the process of strengthening the usefulness of the conceptual maintenance performance model.

PurposeThis paper applies systems thinking modelling to enhance the dynamic understanding of how to nurture an innovative culture in healthcare organisations to develop the innovation system in practice and speed up the innovative work. The model aims to provide a holistic view of a studied healthcare organisation's innovation processes, ranging from managerial values to its manifestation in improved results.Design/methodology/approachThe study is based on empirical material from a healthcare unit that, within a few years, changed from having no innovations to repeatedly generating innovations. The study uses the modelling language of causal loop diagrams (CLDs) in the system dynamics methodology to identify the key important aspects found in the empirical material.FindingsThe proposed model, based on the stories of the interviewees, explores the dynamics of inertia when nurturing an innovative culture, identifying delays attributed to the internal change processes and system relationships. These findings underscored the need for perseverance when developing an innovative culture in the entrepreneurial phases.Practical implicationsThe approach of using systems thinking to make empirical healthcare research results more tangible through the visual notations of CLDs and mental simulations is believed to support exploring complex phenomena to induce and nurture both individual and organisational learning.Originality/valueThe results from this approach provide deepened analysis and provoke the systems view to explain how the nurturing of the culture can accelerate the innovation processes, which helps practitioners and researchers to further expand their understanding of their healthcare contexts.

Tuesday, March 23 Day 3 Wednesday, March 24 Day 4 Thursday, March 25 Day 5 Friday, March 26 Networking break: Speed networking Lunch Break Lunch (1st 30 mins + networking (2nd half hour):(Trying to) Find calm in the chaos (Informal discussion in groups) Lunch (1st 30 mins + networking (2nd half hour): Lunchtime breakout rooms to discuss a simulation topic of interest Lunch (1st 30 mins + networking (2nd half hour)-3 Lunchtime breakout discussion rooms: 1) Your career in Simulation+ 2) WORAN + 3)ORS Orientation