{UTF-8}
********************************************************
	.Inventory-Workforce
********************************************************~
		
		Inventory-Workforce Model with Noise
		John Sterman (1999) Business Dynamics.  Irwin/McGraw-Hill
		Copyright (c) 1999 John Sterman
		
		This model includes a random variation in labor productivity
		using pink noise.  See Appendix B
	|

Adjustment for Labor=
	(Desired Labor - Labor)/Labor Adjustment Time
	~	People/Week
	~	Adjusts the desired hiring rate to bring labor in line with the desired \
		level.
	|

Production Start Rate=
	Switch for Labor in Production*Labor*Workweek*Productivity + (1-Switch for Labor in Production\
		)*Desired Production Start Rate
	~	Widgets/Week
	~	The production start rate is determined by the labor force,  productivity, \
		and the workweek.
	|

Adjustment for Vacancies=
	(Desired Vacancies - Vacancies)/Vacancy Adjustment Time
	~	People/Week
	~	Adjusts vacancy creation so the firm has the desired number of vacancies.
	|

Layoff Rate=
	MIN(Desired Lay Off Rate, Maximum Layoff Rate)
	~	People/Week
	~	The layoff rate is the lesser of the desired or maximum rate.
	|

Average Duration of Employment=
	100
	~	Weeks
	~	The average duration of employment is constant in this simple model, but \
		in general depends on labor market and economic conditions, as well as \
		employee satisfaction and other factors internal to the firm.
	|

Average Layoff Time=
	8
	~	Weeks
	~	The average time required to lay off a worker.
	|

Hiring Rate=
	Vacancies/Average Time to Fill Vacancies
	~	People/Week
	~	Hiring depends on the number of open vacancies and the average time \
		required to fill a vacancy.
	|

Average Time to Fill Vacancies=
	8
	~	Weeks
	~	The average time required to fill a vacancy and bring a new employee into \
		the workforce.
	|

Quit Rate=
	Labor/Average Duration of Employment
	~	People/Week
	~	The rate at which employees voluntarily leave the firm.  Determined by the \
		average duration of employment.
	|

Desired Vacancy Cancellation Rate=
	MAX(0, -Desired Vacancy Creation Rate)
	~	People/Week
	~	The desired rate of vacancy cancellation, given by the desired vacancy \
		creation rate whenever that rate is negative.
	|

Time to Form Expected Productivity=
	13
	~	Weeks
	~	The average time required for managers to revise their estimates of labor \
		productivity.
	|

Desired Hiring Rate=
	 Expected Attrition Rate + Adjustment for Labor
	~	People/Week
	~	The firm seeks to hire enough people to replace expected attrition and \
		adjust the labor force to the desired level.
	|

Maximum Vacancy Cancellation Rate=
	Vacancies/Vacancy Cancellation Time
	~	People/Week
	~	The maximum vacancy cancellation rate is determined by the numer of \
		vacancies outstanding and the minimum cancellation time.
	|

Vacancy Adjustment Time=
	4
	~	Weeks
	~	The average time over which the firm attempts to adjust the actual number \
		of vacancies to the desired level.
	|

Desired Labor=
	Desired Production Start Rate/(Standard Workweek*Expected Productivity)
	~	People
	~	Desired labor is given by the desired production start rate, expected \
		productivity per hour, and the planned workweek.
	|

Desired Lay Off Rate=
	Willingness to Lay Off * MAX(0, -Desired Hiring Rate)
	~	People/Week
	~	The firm desires to lay people off whenever the desired hiring rate is \
		negative, modified by their willingness to lay off.  Willingness to Lay \
		Off = 0 implies a no layoff policy.
	|

Vacancy Creation Rate=
	MAX(0,Desired Vacancy Creation Rate)
	~	People/Week
	~	The rate at which the firm authorizes new positions and begins to recruit \
		for them.
	|

Labor= INTEG (
	Hiring Rate - Quit Rate - Layoff Rate,
		Desired Labor)
	~	People
	~	The labor force of the firm.
	|

Expected Attrition Rate=
	Quit Rate
	~	People/Week
	~	In this simple model expected attrition is set to the actual voluntary \
		quit rate.
	|

Desired Vacancies=
	MAX(0,Expected Time to Fill Vacancies*Desired Hiring Rate)
	~	People
	~	The number of vacancies needed to generate the desired hiring rate, given \
		the expected time required to fill a vacancy.
	|

Vacancy Cancellation Time=
	2
	~	Weeks
	~	The average time required to cancel a vacancy.
	|

Desired Vacancy Creation Rate=
	Desired Hiring Rate + Adjustment for Vacancies
	~	People/Week
	~	The firm seeks to create enough vacancies to yield the desired hiring \
		rate, adjusted to bring the stock of vacancies in line with the desired \
		stock.
	|

Vacancy Closure Rate=
	Hiring Rate
	~	People/Week
	~	Hiring a new employee fills a vacancy.
	|

Willingness to Lay Off=
	1
	~	Dimensionless
	~	The willingness to layoff employees.  Zero = no layoff policy; 1 implies \
		the firm is just as willing to layoff employees when there are too many as \
		to hire when there are too few.
	|

Labor Adjustment Time=
	13
	~	Weeks
	~	The time period over which the firm seeks to bring the labor force in line \
		with the desired level.
	|

Maximum Layoff Rate=
	Labor/Average Layoff Time
	~	People/Week
	~	The maximum layoff rate is determined by the number of workers and the \
		layoff time.
	|

Expected Time to Fill Vacancies=
	Average Time to Fill Vacancies
	~	Weeks
	~	The expected time required to fill vacancies.  In this simple model, set \
		to the actual time.  A better formulation would use an information delay \
		to represent the delay in gathering information about hiring delays and \
		changing procedures.
	|

Vacancy Cancellation Rate=
	 MIN(Desired Vacancy Cancellation Rate, Maximum Vacancy Cancellation Rate)
	~	People/Week
	~	The rate at which the firm cancels existing vacancies prior to filling \
		them.
	|

Vacancies= INTEG (
	Vacancy Creation Rate - Vacancy Closure Rate - Vacancy Cancellation Rate,
		Desired Vacancies)
	~	People
	~	The number of open positions the firm seeks to fill.
	|

Normally Distributed Noise=
	1+STEP(1,Start Time for Noise in Productivity)*(RANDOM NORMAL(0, 4 , Mean for Random Effects on Productivity\
		 , Standard Deviation in Random Effects on Productivity , Random Seed for Productivity
	 )-1)
	~	Dimensionless
	~	A white noise signal, distributed normally, with a mean and standard \
		deviation set by the modeler.  The distribution is truncated 0ČNoiseČ4; \
		the lower limit maintains nonnegativity of productivity; the upper limit \
		is high relative to plausible standard deviations.  The noise seen can \
		also be varied.
	|

Expected Productivity=
	SMOOTH(Productivity,Time to Form Expected Productivity)
	~	Widgets/(Hour*Person)
	~	Expected productivity is the firm's belief about the productivity of the \
		labor force, and adjusts to actual productivity with a delay.  First order \
		smoothing is assumed.
	|

Start Time for Noise in Productivity=
	1
	~	Week
	~	The time at which the random variations in productivity begin.
	|

Average Productivity=
	0.25
	~	Widgets/(Hour*Person)
	~	The average productivity of the workforce
	|

Pink Noise in Prody= INTEG (
	Change in Pink Noise in Prody,
		Mean for Random Effects on Productivity)
	~	Dimensionless
	~	Pink Noise is first-order autocorrelated noise.  Pink noise provides a realistic \
		noise input to
		        models in which the next random shock depends in part on the previous \
		shocks.  The user
		        can specify the correlation time.  The mean and standard deviation are \
		specified
		         by the user.
	|

Mean for Random Effects on Productivity=
	1
	~	Dimensionless
	~	The mean of the random effects.  Set to unity because the random effects \
		multiply average productivity.
	|

Switch for Pink Noise in Productivity=
	1
	~	Dimensionless
	~	Switch to choose between pink noise or normally distributed white noise \
		for labor productivity
	|

Change in Pink Noise in Prody = (White Noise in Prody - Pink Noise in Prody)/Noise Correlation Time for Productivity
	~	1/Week
	~	Change in the pink noise value; Pink noise is a first order exponential smoothing \
		delay of the white
		         noise input.
	|

Productivity=
	Average Productivity*Random Effects on Productivity
	~	Widgets/Hour/Person
	~	Productivity is average productivity perturbed by a random variable \
		representing unmodeled sources of variation in output per person.
	|

Random Effects on Productivity=
	1+STEP(1,Start Time for Noise in Productivity)*(Switch for Pink Noise in Productivity\
		*Pink Noise in Prody + (1-Switch for Pink Noise in Productivity)*Normally Distributed Noise\
		-1)
	~	Dimensionless
	~	The random effects on productivity can be set either to normally \
		distributed white noise or pink noise.  Noise begins at the noise start \
		time.
	|

Random Seed for Productivity=
	1
	~	Dimensionless
	~	Changing the random number seed changes the sequence of values generated \
		by the random process.
	|

Standard Deviation in Random Effects on Productivity=
	0
	~	Dimensionless
	~	The standard deviation of the random variations in productivity.
	|

White Noise in Prody=
	Mean for Random Effects on Productivity+ Standard Deviation in Random Effects on Productivity\
		*((24*Noise Correlation Time for Productivity
	/TIME STEP)^0.5*(RANDOM UNIFORM(-0.5, 0.5 , Random Seed for Productivity)
	))
	~	Dimensionless
	~	White noise input to the pink noise process.
	|

Noise Correlation Time for Productivity = 4
	~	Week
	~	The correlation time constant for Pink Noise.
	|

Switch for Labor in Production=
	1
	~	Dimensionless
	~	Switch = 1 implies production starts are determined by the labor force.  \
		When Switch = 0, production starts equal desired production starts.
	|

Standard Workweek=
	40
	~	Hours/Week
	~	The firm's target for the workweek.
	|

Desired Production Start Rate=
	 Desired Production + Adjustment for WIP
	~	Widgets/Week
	~	The desired rate of production starts, equal to the desired production rate adjusted \
		by the adequacy
		         of the WIP inventory.
	|

Workweek=
	40
	~	Hours/Week
	~	The average workweek.
	|

Ratio of Maximum to Desired Shipments=
	Maximum Shipment Rate/Desired Shipment Rate
	~	Dimensionless
	~	The ratio of the maximum to desired shipment rate.  Ratios less than one \
		indicate shipments are constrained below the desired level.
	|

Order Fulfillment Ratio=
	 Table for Order Fulfillment(Maximum Shipment Rate/Desired Shipment Rate)
	~	Dimensionless
	~	The Fraction of customer orders filled is determined by the ratio of the \
		normal shipment rate to the desired rate.  The normal rate is the rate \
		current inventory permits under normal circumstances.  Low inventory \
		availability reduces shipments below customer orders.  Unfilled customer \
		orders are lost.
	|

Shipment Rate=
	Desired Shipment Rate*Order Fulfillment Ratio
	~	Widgets/Week
	~	The shipment rate is the desired shipment rate multiplied by the fraction \
		of orders filled (the order fulfillment ratio.   Shipments fall below \
		desired shipments when the feasible shipment rate falls below the desired \
		rate, indicating that some products are unavailable.
	|

Desired Shipment Rate=
	Customer Order Rate
	~	Widgets/Week
	~	The desired shipment rate equals the customer order rate.  In this model \
		there is no backlog of unfilled orders:  unfilled orders are lost as \
		customers seek alternate sources of supply.
	|

Inventory Coverage=
	Inventory/Shipment Rate
	~	Weeks
	~	Inventory coverage is given by the ratio of inventory to shipments.
	|

Desired Inventory Coverage=
	 Minimum Order Processing Time + Safety Stock Coverage
	~	Weeks
	~	Desired inventory coverage is the number of weeks of the demand forecast the plant \
		seeks to maintain
		        in inventory.  This inventory coverage is required to maintain delivery \
		reliability by
		         buffering the plant against unforeseen variations in demand or \
		production.  It consists of the normal order processing time plus an \
		additional term representing the coverage desired to maintain safety \
		stocks.
	|

Maximum Shipment Rate=
	Inventory/Minimum Order Processing Time
	~	Widgets/Week
	~	The maximum rate of shipments the firm can achieve given their current \
		inventory level and the minimum order processing time.
	|

Minimum Order Processing Time=
	2
	~	Weeks
	~	The minimum time required to process and ship an order.
	|

Safety Stock Coverage=
	2
	~	Weeks
	~	Safety stock coverage is the number of weeks of the expected order rate \
		the firm would like to maintain in inventory over and above the normal \
		order processing time.  The safety stock provides a buffer against the \
		possibility that unforeseen variations in demand will cause shipments to \
		fall below orders.
	|

Inventory = INTEG(Production Rate-Shipment Rate,Desired Inventory)
	~	Widgets
	~	The level of finished goods inventory in the plant.  Increased by production and \
		decreased by
		         shipments.  Initially set to the desired inventory level.
	|

Table for Order Fulfillment(
	[(0,0)-(2,1)],(0,0),(0.2,0.2),(0.4,0.4),(0.6,0.58),(0.8,0.73),(1,0.85),(1.2,0.93),(1.4\
		,0.97),(1.6,0.99),(1.8,1),(2,1),(2,1))
	~	Dimensionless
	~	The ability to ship is constrained by inventory availability.  As the inventory \
		level drops, the 
		        fraction of customer orders that can be filled decreases.  When inventory is \
		zero, shipments
		         cease.  Unfilled customer orders are lost.\!\!\!
	|

Desired Inventory = Desired Inventory Coverage*Expected Order Rate
	~	Widgets
	~	The desired inventory level sought by the plant.  Experience suggests that to \
		maintain customer
		        service by providing full and reliable deliveries, the plant must maintain a \
		certain
		         coverage of throughput (demand), estimated by the demand forecast.
	|

Expected Order Rate = INTEG(Change in Exp Orders,Customer Order Rate)
	~	Widgets/Week
	~	The demand forecast is formed by adaptive expectations, using exponential smoothing, \
		a common
		         forecasting technique.  The initial forecast is equal to the \
		initial customer order rate.
	|

Change in Exp Orders = (Customer Order Rate-Expected Order Rate)/
Time to Average Order Rate
	~	(Widgets/Week)/Week
	~	The demand forecast adjusts to the actual order rate over a time period determined \
		by the Time to
		        Average Order Rate.  The demand forecast is formed by first-order \
		exponential smoothing,
		         a widely used forecasting technique.
	|

Time to Average Order Rate = 8
	~	Weeks
	~	The demand forecast adjusts to actual customer orders over this time \
		period.
	|

Production Rate = DELAY3(Production Start Rate,Manufacturing Cycle Time)
	~	Widgets/Week
	~	Production is a third order delay of the production start rate, with the delay time \
		determined by
		         the manufacturing cycle time.
	|

Manufacturing Cycle Time=
	8
	~	Weeks
	~	The average delay between the start and completion of production
	|

Adjustment for WIP = (Desired WIP - Work in Process Inventory)/WIP Adjustment Time
	~	Widgets/Week
	~	The adjustment to the production start rate from the adequacy of WIP \
		inventory.
	|

WIP Adjustment Time=
	6
	~	Weeks
	~	The time required to adjust the WIP inventory to the desired level.
	|

Work in Process Inventory = INTEG(Production Start Rate - Production Rate,Desired WIP\
		)
	~	Widgets
	~	WIP inventory accumulates the difference between production starts and \
		completions.
	|

Desired WIP = Manufacturing Cycle Time*Desired Production
	~	Widgets
	~	The desired quantity of work in process inventory.  Proportional to the \
		manufacturing cycle time and
		         the desired rate of production.
	|

Desired Production = MAX(0,Expected Order Rate+Production Adjustment from Inventory)
	~	Widgets/Week
	~	Desired Production is the demand forecast (Expected Order Rate) adjusted to bring \
		the inventory
		         position in line with the target inventory level.
	|

Production Adjustment from Inventory = (Desired Inventory - Inventory)/
Inventory Adjustment Time
	~	Widgets/Week
	~	The desired production rate is adjusted above or below the forecast based on the \
		inventory position
		        of the plant.  When desired inventory > inventory, desired production is \
		increased (and
		         vice-versa).  Inventory gaps are corrected over the inv. adj. \
		time.
	|

Inventory Adjustment Time=
	12
	~	Weeks
	~	The inventory adjustment time is the time period over which the plant seeks to bring \
		inventory in
		         balance with the desired level.  Initially set to 12 weeks.
	|

Customer Order Rate = Initial Customer Order Rate*Input
	~	Widgets/Week
	~	Customer order rate is exogenous.  A variety of test inputs allow users to try \
		different patterns,
		         including a step, pulse, sine wave, and random noise.
	|

Initial Customer Order Rate = 10000
	~	Widgets/Week
	~	Initial value of customer orders, set to 10,000 widgets per week.
	|

Input=
	1+STEP(Step Height,Step Time)+
	(Pulse Quantity/TIME STEP)*PULSE(Pulse Time,TIME STEP)+
	RAMP(Ramp Slope,Ramp Start Time,Ramp End Time)+
	Sine Amplitude*SIN(2*3.14159*Time/Sine Period)+
  	STEP(1,Noise Start Time)*Pink Noise
	~	Dimensionless
	~	Input is a dimensionless variable which provides a variety of test input patterns, \
		including a step,
		         pulse, sine wave, and random noise.
	|

Step Height=
	0
	~	Dimensionless
	~	Height of step input to customer orders, as fraction of initial value.
	|

Step Time=5
	~	Week
	~	Time for the step input.
	|

Pulse Quantity=0
	~	Dimensionless*Week
	~	The quantity to be injected to customer orders, as a fraction of the base value of \
		Input. 
		        For example, to pulse in a quantity equal to 50% of the current value of \
		input, set to
		         .50.
	|

Pulse Time=5
	~	Week
	~	Time at which the pulse in Input occurs.
	|

Ramp Slope=0
	~	1/Week
	~	Slope of the ramp input, as a fraction of the base value (per week).
	|

Ramp Start Time=5
	~	Week
	~	Start time for the ramp input.
	|

Ramp End Time=1e+009
	~	Week
	~	End time for the ramp input.
	|

Sine Amplitude=0
	~	Dimensionless
	~	Amplitude of sine wave in customer orders (fraction of mean).
	|

Sine Period=50
	~	Weeks
	~	Period of sine wave in customer demand.  Set initially to 50 weeks (1 \
		year).
	|

Noise Start Time = 5
	~	Week
	~	Start time for the random input.
	|

Pink Noise = INTEG(Change in Pink Noise,0)
	~	Dimensionless
	~	Pink Noise is first-order autocorrelated noise.  Pink noise provides a realistic \
		noise input to
		        models in which the next random shock depends in part on the previous \
		shocks.  The user
		        can specify the correlation time.  The mean is 0 and the standard deviation \
		is specified
		         by the user.
	|

Change in Pink Noise = (White Noise - Pink Noise)/Noise Correlation Time
	~	1/Week
	~	Change in the pink noise value; Pink noise is a first order exponential smoothing \
		delay of the white
		         noise input.
	|

Noise Correlation Time = 4
	~	Week
	~	The correlation time constant for Pink Noise.
	|

White Noise = Noise Standard Deviation*((24*Noise Correlation Time/TIME STEP)^0.5*(RANDOM 0 1\
		() - 0.5
))
	~	Dimensionless
	~	White noise input to the pink noise process.
	|

Noise Standard Deviation = 0
	~	Dimensionless
	~	The standard deviation of the pink noise process.
	|

Noise Seed = 1
	~	Dimensionless
	~	Random number generator seed.  Vary to generate a different sequence of \
		random numbers.
	|

********************************************************
	.Control
********************************************************~
		Simulation Control Paramaters
	|

FINAL TIME  = 500
	~	Week
	~	The final time for the simulation.
	|

INITIAL TIME  = 0
	~	Week
	~	The initial time for the simulation.
	|

SAVEPER  = 
        TIME STEP
	~	Week
	~	The frequency with which output is stored.
	|

TIME STEP  = 0.125
	~	Week
	~	The time step for the simulation.
	|

\\\---/// Sketch information - do not modify anything except names
V300  Do not put anything below this section - it will be ignored
*Customer Orders
$192-192-192,0,Helvetica|10|B|0-0-0|0-0-0|0-0-0|-1--1--1|-1--1--1|0,0,100,0
10,1,Customer Order Rate,413,131,40,20,8,3,0,58,0,0,0,0,-1--1--1,0-0-0,Helvetica|9|B|0-0-0
10,2,Input,320,116,26,9,0,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
10,3,Input,377,326,18,9,0,3,0,0,-1,0,0,0
10,4,Pink Noise,707,270,40,20,3,3,0,0,0,0,0,0
12,5,48,839,273,8,8,0,3,0,0,-1,0,0,0
10,6,White Noise,734,373,40,20,8,3,0,0,0,0,0,0
10,7,Initial Customer Order Rate,320,175,40,20,8,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
10,8,Noise Standard Deviation,627,401,40,20,8,3,0,0,0,0,0,0
10,9,TIME STEP,641,333,45,9,0,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
10,10,Pink Noise,299,276,44,9,0,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
10,11,Noise Start Time,391,257,55,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,12,Pulse Quantity,466,287,48,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,13,Pulse Time,473,323,38,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,14,Ramp End Time,314,415,53,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,15,Ramp Slope,278,357,41,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,16,Ramp Start Time,276,387,56,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,17,Sine Amplitude,483,351,51,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,18,Sine Period,470,389,40,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,19,Step Height,383,430,39,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,20,Step Time,436,410,35,9,0,3,0,1,-1,0,0,0,128-128-128,0-0-0,|12|B|0-0-0
10,21,Time,274,308,26,9,0,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
10,22,TIME STEP,274,333,45,9,0,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
11,23,92,797,274,6,8,34,3,0,0,1,0,0,0
10,24,Change in Pink Noise,797,302,40,20,40,3,0,0,0,0,0,0
10,25,Noise Correlation Time,864,354,40,20,8,3,0,0,0,0,0,0
1,26,7,1,1,0,0,0,0,0,0,-1--1--1,,1|(379,170)|
1,27,11,3,0,0,0,0,0,0,0,-1--1--1,,1|(385,284)|
1,28,12,3,0,0,0,0,0,0,0,-1--1--1,,1|(426,304)|
1,29,13,3,0,0,0,0,0,0,0,-1--1--1,,1|(421,324)|
1,30,14,3,0,0,0,0,0,0,0,-1--1--1,,1|(340,376)|
1,31,15,3,0,0,0,0,0,0,0,-1--1--1,,1|(325,341)|
1,32,16,3,0,0,0,0,0,0,0,-1--1--1,,1|(319,360)|
1,33,17,3,1,0,0,0,0,0,0,-1--1--1,,1|(413,337)|
1,34,18,3,0,0,0,0,0,0,0,-1--1--1,,1|(429,361)|
1,35,19,3,0,0,0,0,0,0,0,-1--1--1,,1|(380,384)|
1,36,20,3,0,0,0,0,0,0,0,-1--1--1,,1|(410,373)|
1,37,21,3,0,0,0,0,0,0,0,-1--1--1,,1|(322,315)|
1,38,22,3,0,0,0,0,0,0,0,-1--1--1,,1|(332,329)|
1,39,2,1,1,0,0,0,0,0,0,-1--1--1,,1|(361,103)|
1,40,23,4,4,0,0,22,0,0,0,-1--1--1,,1|(769,274)|
1,41,23,5,100,0,0,22,0,0,0,-1--1--1,,1|(817,274)|
1,42,4,24,2,0,0,0,0,0,0,-1--1--1,,1|(756,325)|
1,43,6,24,2,0,0,0,0,0,0,-1--1--1,,1|(794,340)|
1,44,25,24,2,0,0,0,0,0,0,-1--1--1,,1|(850,306)|
1,45,25,6,1,0,0,0,0,0,0,-1--1--1,,1|(794,391)|
1,46,9,6,1,0,0,0,0,0,0,-1--1--1,,1|(677,361)|
1,47,8,6,1,0,0,0,0,0,0,-1--1--1,,1|(694,390)|
1,48,10,3,0,0,0,0,0,0,0,-1--1--1,,1|(331,297)|
\\\---/// Sketch information - do not modify anything except names
V300  Do not put anything below this section - it will be ignored
*Production and Inventory
$192-192-192,0,Helvetica|10|B|0-0-0|0-0-0|0-0-0|-1--1--1|-1--1--1|0,0,0,0
10,1,Inventory,801,202,40,20,3,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
12,2,48,293,203,8,8,0,3,0,0,-1,0,0,0
11,3,48,651,201,6,8,34,3,0,0,1,0,0,0
10,4,Production Rate,651,227,44,18,40,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
12,5,48,1205,204,8,8,0,3,0,50,-1,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
11,6,48,1005,203,6,8,34,3,0,0,1,0,0,0
10,7,Shipment Rate,1005,229,36,18,40,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
10,8,Desired Production,508,574,39,15,8,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
10,9,Production Adjustment from Inventory,772,401,48,22,8,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
10,10,Desired Inventory,862,463,33,16,8,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
10,11,Expected Order Rate,861,555,40,20,3,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
12,12,48,983,557,8,8,0,3,0,50,-1,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
11,13,48,948,557,6,8,34,3,0,0,1,0,0,0
10,14,Change in Exp Orders,948,582,37,17,40,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
10,15,Inventory Adjustment Time,712,340,49,23,8,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
10,16,Desired Inventory Coverage,977,480,37,20,8,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
10,17,Time to Average Order Rate,920,646,61,14,8,3,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
10,18,Order Fulfillment Ratio,997,313,36,20,8,3,0,0,0,0,0,0
10,19,Table for Order Fulfillment,1066,396,46,22,8,3,0,0,0,0,0,0
10,20,Work in Process Inventory,507,202,40,20,3,3,0,0,0,0,0,0
11,21,1500,389,202,6,8,34,3,0,0,1,0,0,0
10,22,Production Start Rate,389,230,40,20,40,3,0,0,0,0,0,0
10,23,Manufacturing Cycle Time,613,307,48,15,8,3,0,0,0,0,0,0
10,24,Adjustment for WIP,514,361,41,18,8,3,0,0,0,0,0,0
10,25,Desired WIP,618,415,43,12,8,3,0,0,0,0,0,0
10,26,Desired Production Start Rate,372,515,40,20,8,3,0,0,0,0,0,0
10,27,WIP Adjustment Time,527,441,40,20,8,3,0,0,0,0,0,0
10,28,Customer Order Rate,1195,402,42,24,8,3,0,0,0,0,0,0
12,29,0,900,255,20,20,5,4,0,50,0,0,0,0,-1--1--1,0-0-0,Helvetica|12|B|0-0-0
B
12,30,0,902,292,39,13,8,4,0,8,0,0,0,0,0-0-0,0-0-0,|8||0-0-0
Order Fulfillment
12,31,0,732,257,20,20,4,4,0,0,0,0,0,0
B
12,32,0,734,294,39,13,8,4,0,58,0,0,0,0,-1--1--1,0-0-0,Helvetica|8|B|0-0-0
Inventory Control
12,33,0,419,328,20,20,4,4,0,0,0,0,0,0
B
12,34,0,421,365,39,13,8,4,0,58,0,0,0,0,-1--1--1,0-0-0,Helvetica|8|B|0-0-0
WIP Control
1,35,3,1,4,0,0,22,0,0,0,-1--1--1,,1|(709,201)|
1,36,3,20,100,0,0,22,0,0,0,-1--1--1,,1|(596,201)|
1,37,6,5,4,0,0,22,0,0,0,-1--1--1,,1|(1104,203)|
1,38,6,1,100,0,0,22,0,0,0,-1--1--1,,1|(920,203)|
1,39,13,11,4,0,0,22,0,0,0,-1--1--1,,1|(921,557)|
1,40,13,12,100,0,0,22,0,0,0,-1--1--1,,1|(964,557)|
1,41,15,9,2,0,45,0,0,192,0,-1--1--1,,1|(709,380)|
1,42,1,9,2,0,45,0,0,192,0,-1--1--1,,1|(792,336)|
1,43,10,9,2,0,43,0,0,192,0,-1--1--1,,1|(838,419)|
1,44,16,10,2,0,43,0,0,0,0,-1--1--1,,1|(896,475)|
1,45,11,10,2,0,43,0,0,192,0,-1--1--1,,1|(866,474)|
1,46,9,8,2,0,43,0,0,192,0,-1--1--1,,1|(608,560)|
1,47,11,8,2,0,43,0,0,192,0,-1--1--1,,1|(684,604)|
1,48,11,14,2,0,45,0,0,192,0,-1--1--1,,1|(926,613)|
1,49,17,14,1,0,45,0,0,192,0,-1--1--1,,1|(974,618)|
1,50,18,7,2,0,43,0,0,192,0,-1--1--1,,1|(1012,254)|
1,51,19,18,1,0,0,0,0,0,0,-1--1--1,,1|(1007,345)|
1,52,28,14,2,0,43,0,0,128,0,-1--1--1,,1|(1003,587)|
1,53,21,20,4,0,0,22,0,0,0,-1--1--1,,1|(431,202)|
1,54,21,2,100,0,0,22,0,0,0,-1--1--1,,1|(342,202)|
1,55,21,3,2,0,43,0,0,192,0,-1--1--1,,1|(594,166)|
1,56,23,4,2,0,45,0,0,192,0,-1--1--1,,1|(627,238)|
1,57,20,24,2,0,45,0,0,192,0,-1--1--1,,1|(535,302)|
1,58,25,24,2,0,43,0,0,192,0,-1--1--1,,1|(550,361)|
1,59,23,25,2,0,43,0,0,192,0,-1--1--1,,1|(637,368)|
1,60,8,25,2,0,43,0,0,192,0,-1--1--1,,1|(612,446)|
1,61,24,26,2,0,43,0,0,192,0,-1--1--1,,1|(461,452)|
1,62,27,24,1,0,45,0,0,192,0,-1--1--1,,1|(534,390)|
10,63,Desired Shipment Rate,1104,278,40,20,8,3,0,0,0,0,0,0
1,64,28,63,1,0,43,0,0,192,0,-1--1--1,,1|(1120,288)|
1,65,63,7,1,0,43,0,0,192,0,-1--1--1,,1|(1059,234)|
10,66,Maximum Shipment Rate,849,339,40,20,8,3,0,0,0,0,0,0
10,67,Minimum Order Processing Time,936,398,51,23,8,3,0,0,0,0,0,0
1,68,1,66,1,0,43,0,0,192,0,-1--1--1,,1|(821,297)|
1,69,66,18,1,0,43,0,0,192,0,-1--1--1,,1|(938,338)|
1,70,63,18,1,0,45,0,0,192,0,-1--1--1,,1|(1051,319)|
1,71,67,66,1,0,45,0,0,192,0,-1--1--1,,1|(867,387)|
1,72,67,16,1,0,43,0,0,192,0,-1--1--1,,1|(980,432)|
10,73,Inventory Coverage,904,137,40,20,8,3,0,0,0,0,0,0
1,74,1,73,1,0,43,0,0,192,0,-1--1--1,,1|(831,152)|
1,75,6,73,1,0,45,0,0,192,0,-1--1--1,,1|(960,144)|
10,76,Safety Stock Coverage,1089,464,40,20,8,3,0,0,0,0,0,0
1,77,76,16,1,0,43,0,0,192,0,-1--1--1,,1|(1040,492)|
10,78,Initial Customer Order Rate,1307,336,48,29,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
1,79,78,28,1,0,0,0,0,0,0,-1--1--1,,1|(1270,385)|
10,80,Input,1320,527,40,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
1,81,80,28,1,0,0,0,0,0,0,-1--1--1,,1|(1279,447)|
10,82,Productivity,130,265,40,20,8,3,0,0,0,0,0,0
10,83,Workweek,221,432,40,20,8,3,0,0,0,0,0,0
1,84,8,26,1,0,43,0,0,192,0,-1--1--1,,1|(452,568)|
1,85,83,22,1,0,43,0,0,64,0,-1--1--1,,1|(270,334)|
1,86,82,22,1,0,43,0,0,192,0,-1--1--1,,1|(226,228)|
1,87,26,22,1,0,43,0,0,64,0,-1--1--1,,1|(336,433)|
10,88,Switch for Labor in Production,184,108,40,20,8,3,0,0,0,0,0,0
1,89,88,21,1,0,0,0,0,64,0,-1--1--1,,1|(310,134)|
10,90,Average Productivity,130,182,50,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
1,91,90,82,1,0,0,0,0,0,0,-1--1--1,,1|(103,213)|
10,92,Random Effects on Productivity,75,328,56,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
1,93,92,82,1,0,0,0,0,0,0,-1--1--1,,1|(88,288)|
10,94,Labor,104,480,40,20,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12|B|128-128-128
1,95,94,22,1,0,43,0,0,192,0,-1--1--1,,1|(198,328)|
\\\---/// Sketch information - do not modify anything except names
V300  Do not put anything below this section - it will be ignored
*Labor
$192-192-192,0,Helvetica|10|B|0-0-0|0-0-0|0-0-0|-1--1--1|-1--1--1|0,0,0,0
10,1,Desired Production Start Rate,1200,153,64,22,8,2,0,11,-1,0,0,0,128-128-128,0-0-0,|10|B|128-128-128
10,2,Productivity,837,101,54,16,8,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,3,Standard Workweek,1234,244,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,4,Average Productivity,688,61,53,16,8,2,0,11,-1,0,0,0,128-128-128,0-0-0,|10|B|128-128-128
1,5,4,2,0,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(755,78)|
10,6,Random Effects on Productivity,686,123,69,26,8,2,0,11,-1,0,0,0,128-128-128,0-0-0,|10|B|128-128-128
1,7,6,2,0,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(762,111)|
10,8,Time to Form Expected Productivity,1095,81,55,27,8,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,9,Expected Productivity,989,152,40,20,3,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,10,2,9,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(928,116)|
1,11,8,9,1,0,0,0,0,64,0,-1--1--1,,1|(1028,111)|
10,12,Labor,794,316,40,20,3,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
12,13,48,939,316,8,8,0,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,14,16,13,4,0,0,22,0,0,0,-1--1--1,,1|(907,315)|
1,15,16,12,100,0,0,22,0,0,0,-1--1--1,,1|(853,315)|
11,16,48,878,315,6,8,34,3,0,0,1,0,0,0
10,17,Quit Rate,878,336,34,13,40,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,18,Adjustment for Labor,794,491,45,15,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,19,Expected Attrition Rate,860,563,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,20,Average Time to Fill Vacancies,715,417,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,21,12,17,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(832,356)|
1,22,37,18,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(984,461)|
1,23,12,18,1,0,45,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(811,449)|
1,24,17,19,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(903,478)|
10,25,Desired Hiring Rate,689,653,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,26,19,25,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(727,644)|
1,27,18,25,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(740,598)|
10,28,Labor Adjustment Time,662,484,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,29,28,18,1,0,45,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(751,480)|
10,30,Average Duration of Employment,967,414,49,28,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
12,31,48,667,316,8,8,0,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,32,34,12,4,0,0,22,0,0,0,-1--1--1,,1|(737,316)|
1,33,34,31,100,0,0,22,0,0,0,-1--1--1,,1|(691,316)|
11,34,48,714,316,6,8,34,3,0,0,1,0,0,0
10,35,Hiring Rate,714,344,40,20,40,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,36,20,35,1,0,45,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(694,361)|
10,37,Desired Labor,1087,279,31,17,8,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,38,30,17,1,0,45,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(923,364)|
12,39,48,939,243,8,8,0,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,40,42,39,4,0,0,22,0,0,0,-1--1--1,,1|(906,244)|
1,41,42,12,100,0,0,22,0,0,0,-1--1--1,,1|(794,244)|
11,42,48,876,244,6,8,34,3,0,0,1,0,0,0
10,43,Layoff Rate,876,267,47,15,40,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,44,Maximum Layoff Rate,703,197,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,45,Average Layoff Time,578,203,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,46,12,44,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(702,244)|
1,47,44,42,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(819,192)|
1,48,45,44,1,0,45,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(642,180)|
10,49,Desired Lay Off Rate,987,573,36,26,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,50,25,49,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(797,663)|
1,51,49,43,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(1036,420)|
10,52,Willingness to Lay Off,950,672,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,53,52,49,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(1000,629)|
10,54,Desired Vacancy Creation Rate,248,545,47,27,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
10,55,Adjustment for Vacancies,395,526,54,22,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
10,56,Desired Vacancies,537,543,45,19,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
1,57,55,54,1,0,43,0,40,64,0,-1--1--1,Helvetica|10|B|0-0-0,1|(326,553)|
1,58,56,55,1,0,43,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(468,517)|
12,59,0,297,442,20,20,4,4,0,40,-1,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
B
12,60,0,298,475,40,20,8,4,0,40,-1,0,0,0,0-0-0,0-0-0,Helvetica|8|B|0-0-0
Vacancy Creation
1,61,25,54,1,0,43,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(346,635)|
10,62,Vacancy Adjustment Time,431,614,43,21,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
1,63,62,55,1,0,45,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(444,543)|
1,64,25,56,1,0,43,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(561,581)|
10,65,Expected Time to Fill Vacancies,579,444,44,25,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
1,66,20,65,1,0,43,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(620,425)|
1,67,65,56,1,0,43,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(549,488)|
10,68,Vacancies,322,327,40,20,3,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
12,69,48,190,338,8,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
1,70,72,68,4,0,0,22,0,0,0,-1--1--1,,1|(264,338)|
1,71,72,69,100,0,0,22,0,0,0,-1--1--1,,1|(216,338)|
11,72,48,240,338,6,8,34,3,0,0,1,0,0,0
10,73,Vacancy Creation Rate,240,375,39,29,40,3,0,40,-1,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
12,74,48,456,327,8,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
1,75,77,74,4,0,0,22,0,0,0,-1--1--1,,1|(429,327)|
1,76,77,68,100,0,0,22,0,0,0,-1--1--1,,1|(380,327)|
11,77,48,405,327,6,8,34,3,0,0,1,0,0,0
10,78,Vacancy Closure Rate,405,364,43,29,40,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,79,54,73,1,0,43,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(193,454)|
1,80,68,55,1,0,45,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(395,430)|
12,81,48,189,245,8,8,0,3,0,40,-1,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
1,82,84,81,4,0,0,22,0,0,0,-1--1--1,,1|(224,246)|
1,83,84,68,100,0,0,22,0,0,0,-1--1--1,,1|(322,246)|
11,84,48,257,246,6,8,34,3,0,0,1,0,0,0
10,85,Vacancy Cancellation Rate,257,277,46,23,40,3,0,40,0,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
10,86,Maximum Vacancy Cancellation Rate,358,193,54,33,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
10,87,Vacancy Cancellation Time,222,163,49,23,8,3,0,40,0,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
1,88,68,86,1,0,43,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(376,221)|
1,89,86,84,1,0,43,0,40,192,0,-1--1--1,Helvetica|10|B|0-0-0,1|(277,202)|
10,90,Desired Vacancy Cancellation Rate,122,409,46,32,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,91,54,90,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(138,493)|
1,92,90,85,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(166,302)|
1,93,68,34,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(494,267)|
1,94,35,78,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(467,380)|
12,95,0,652,548,20,20,4,4,0,40,-1,0,0,0,0-0-0,0-0-0,Helvetica|10|B|0-0-0
B
12,96,0,653,581,40,20,8,4,0,8,-1,0,0,0,0-0-0,0-0-0,|8|B|0-0-0
Labor Adjustment
1,97,87,86,0,0,0,0,0,0,0,-1--1--1,,1|(280,175)|
1,98,9,37,1,0,45,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(1035,199)|
1,99,1,37,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(1157,223)|
1,100,3,37,1,0,45,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(1176,289)|
\\\---/// Sketch information - do not modify anything except names
V300  Do not put anything below this section - it will be ignored
*Productivity
$192-192-192,0,Helvetica|10|B|0-0-0|0-0-0|0-0-0|-1--1--1|-1--1--1|0,0,0,0
10,1,Productivity,760,307,40,20,8,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,2,Average Productivity,879,419,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,3,Random Effects on Productivity,663,425,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,4,2,1,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(820,343)|
1,5,3,1,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(712,329)|
10,6,Pink Noise in Prody,732,512,40,20,3,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
12,7,48,864,515,8,8,0,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,8,White Noise in Prody,759,615,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,9,TIME STEP,776,710,45,9,0,2,0,11,-1,0,0,0,128-128-128,0-0-0,|10|B|128-128-128
11,10,92,822,516,6,8,34,3,0,0,1,0,0,0
10,11,Change in Pink Noise in Prody,822,544,40,20,40,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,12,Noise Correlation Time for Productivity,917,596,69,28,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,13,10,6,4,0,0,22,0,0,0,-1--1--1,,1|(794,516)|
1,14,10,7,100,0,0,22,0,0,0,-1--1--1,,1|(842,516)|
1,15,6,11,2,0,0,0,0,0,0,-1--1--1,,1|(781,567)|
1,16,8,11,2,0,0,0,0,0,0,-1--1--1,,1|(819,582)|
1,17,12,11,2,0,0,0,0,0,0,-1--1--1,,1|(875,548)|
1,18,12,8,1,0,0,0,0,0,0,-1--1--1,,1|(832,645)|
1,19,9,8,1,0,0,0,0,0,0,-1--1--1,,1|(779,667)|
1,20,22,8,1,0,0,0,0,0,0,-1--1--1,,1|(733,629)|
10,21,Normally Distributed Noise,507,516,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
10,22,Standard Deviation in Random Effects on Productivity,560,655,68,31,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,23,21,3,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(596,447)|
1,24,6,3,1,0,43,0,8,192,0,-1--1--1,|10|B|0-0-0,1|(704,462)|
10,25,Switch for Pink Noise in Productivity,532,338,54,28,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,26,25,3,1,0,0,0,0,64,0,-1--1--1,,1|(601,365)|
1,27,22,21,1,0,0,0,0,64,0,-1--1--1,,1|(494,592)|
10,28,Random Seed for Productivity,487,723,40,20,8,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,29,28,21,1,0,0,0,0,0,0,-1--1--1,,1|(443,620)|
10,30,Mean for Random Effects on Productivity,605,593,59,30,8,3,0,8,-1,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,31,30,21,1,0,0,0,0,64,0,-1--1--1,,1|(533,562)|
1,32,30,8,1,0,0,0,0,64,0,-1--1--1,,1|(661,610)|
1,33,28,8,1,0,0,0,0,0,0,-1--1--1,,1|(634,715)|
10,34,Start Time for Noise in Productivity,477,427,40,20,8,3,0,8,0,0,0,0,0-0-0,0-0-0,|10|B|0-0-0
1,35,34,3,1,0,0,0,0,64,0,-1--1--1,,1|(579,400)|
1,36,34,21,1,0,0,0,0,64,0,-1--1--1,,1|(452,480)|
///---\\\
:GRAPH EXPECTED_ORDERS
:TITLE Expected Orders
:X-AXIS time
:SCALE
:VAR Customer Order rate
:VAR Expected order Rate

:GRAPH PRODUCTION
:TITLE Production
:X-AXIS time
:SCALE
:VAR Customer Order Rate
:VAR Expected Order Rate
:VAR Desired production
:VAR Production Rate
:VAR Production Start Rate

:GRAPH INVENTORY
:TITLE Inventory
:X-AXIS Time
:SCALE
:VAR Inventory
:VAR Desired Inventory

:GRAPH WIP
:TITLE WIP
:X-AXIS Time
:SCALE
:VAR Work in Process Inventory
:VAR Desired WIP

:GRAPH INVENTORY_COVERAGE
:TITLE inventory coverage
:X-AXIS time
:SCALE
:VAR inventory coverage

:GRAPH CUSTOMER_SERVICE
:TITLE Customer Service
:X-AXIS time
:SCALE
:VAR order fulfillment ratio
:Y-MIN 0
:Y-MAX 1

:GRAPH LABOR
:TITLE Labor
:X-AXIS time
:SCALE
:VAR Desired Labor
:VAR Labor

:GRAPH LABOR_FLOWS
:TITLE Labor Flows
:X-AXIS time
:SCALE
:VAR Hiring Rate
:VAR Vacancy Creation Rate
:VAR Quit Rate
:VAR Layoff Rate

:GRAPH DESIRED_AND_ACTUAL_PRODUCTION_STARTS
:TITLE Desired and Actual Production Starts
:X-AXIS time
:SCALE
:VAR Production Start Rate
:VAR Desired Production Start Rate

:GRAPH LABOR_VS._INVENTORY
:TITLE Labor vs. Inventory
:X-AXIS Inventory
:SCALE
:VAR Labor

:GRAPH DESIRED_VS._ACTUAL_PRODUCTION_STARTS
:TITLE Desired vs. Actual Production Starts
:X-AXIS Production Start Rate
:SCALE
:VAR Desired Production Start Rate
:L<%^E!@
9:pink noise vrk4
22:Hour,Hours
22:People,Person
22:Week,Weeks
15:0,0,0,0,0,0
19:100,0
27:2,
34:0,
5:Input
24:0
25:0
26:0