Development of manufacturing systems is dependent on human decision making. One important factor in the decision making process is the organisational ability to transform available information into useful knowledge. The ability is generally limited by the organisation's level of competence and use of methods. However, real systems are not simple and straightforward but dynamically complex and difficult to interpret in order to perform successful change. One tool for diagnosing and solving complex business problems is system dynamics. It is interesting for its capability to acknowledge dynamic complexity.
This paper presents a framework of guidelines that facilitates implementing a system dynamics project for manufacturing systems development. It is the result of industrial case studies, supporting verification of the framework contents. This is presented in order to improve using system dynamics as a decision support in manufacturing. And it may bridge a gap between academic theory and industrial practice.