{UTF-8}
Initial WF= INITIAL(
	((1/Standard Workweek) * Exogenous Request Arrival Rate) / (   ((Standard PDY*1-Steady State Rookie Fraction\
		) + (Standard PDY*Steady State Rookie Fraction*Rookie productivity fraction))))
	~	Employees
	~		|

Desired Completion Rate=
	Service Backlog/Target Delivery Delay
	~	requests/Week
	~	To complete requests in the target delivery time, the completion rate must \
		be equal to the backlog divided by the target time.
	|

"Yearly Cost of C&P-FS"=
	"Fee-Service Employee's Cost"
	~	Dollar/year
	~		|

"Yearly Cost of C&P - Salary"=
	Salaried Employees' Cost
	~	Dollar/year
	~		|

"Changing costs - Fee for Service"=
	"Cost per Patient - Fee for Service"
	~	Dollar/(year*patient)
	~		|

"Avg. Cost per Patient - FFS - wPAs"=
	"Avg. Cost per Patient - Fee for Service"/2
	~	Dollar/year/patient
	~		|

"Avg. Cost - Fee for Service"=
	"Cumulative Cost-FS"/Total time
	~	Dollar/year
	~	Last reported value report average over entire simulation.
	|

"Avg. Cost - Salary"=
	"Cumulative Cost - Salary"/Total time
	~	Dollar/year
	~		|

"Avg. Cost - SalaryOT"=
	"Cumulative Cost - Salary OT"/Total time
	~	Dollar/year
	~		|

"Avg. Cost per Patient - Fee for Service"=
	"Cumulative Cost per Patient - FFS"/Total time
	~	Dollar/year/patient
	~	Last reported value report average over entire simulation.
	|

"Total Yearly Cost - Salary"=
	"Yearly Cost of C&P - Salary OT"+"Yearly Cost of C&P - Salary"
	~	Dollar/year
	~		|

Cumulative Service Backlog 0= INTEG (
	changing SB 0,
		0)
	~	requests*Week
	~		|

Salaried Employees' Cost=
	Total Employees*Cost per Employee
	~	Dollar/year
	~		|

changing SB 0=
	Service Backlog
	~	requests
	~		|

"Cumulative Cost per Patient - FFS"= INTEG (
	"Changing costs - Fee for Service",
		0)
	~	Dollar/(year*patient)*Week
	~		|

"Cost per Patient - Salary"=
	ZIDZ("Total Yearly Cost - Salary", Service Backlog) * "Avg. Requests per Patient"
	~	Dollar/(year*patient)
	~		|

"Avg. Total Cost - Salary"=
	"Avg. Cost - Salary" + "Avg. Cost - SalaryOT"
	~	Dollar/year
	~	Last reported value report average over entire simulation.
	|

"Cost per Patient - Fee for Service"=
	ZIDZ("Yearly Cost of C&P-FS", Service Backlog) * "Avg. Requests per Patient"
	~	Dollar/(year*patient)
	~		|

"Cost per Patient - FFS - wPAs"=
	"Cost per Patient - Fee for Service"/2
	~	Dollar/year/patient
	~		|

"Cumulative Cost - Salary OT"= INTEG (
	"Yearly Cost of C&P - Salary OT",
		0)
	~	(Dollar/year)*Week
	~		|

OT Cost Ratio=
	1.5
	~	DMNL
	~	Salaried employees make time and a half if they work overtime.
	|

"Yearly Cost of C&P - Salary OT"=
	((IF THEN ELSE(Workweek>Standard Workweek, Workweek/Standard Workweek, 0))*Total Employees\
		*Cost per Employee)*OT Cost Ratio
	~	Dollar/year
	~		|

"Fee-Service Employee's Cost"=
	(Workweek/Standard Workweek)*Total Employees*Cost per Employee
	~	Dollar/year
	~		|

"Cumulative Cost - Salary"= INTEG (
	"Yearly Cost of C&P - Salary",
		0)
	~	(Dollar/year)*Week
	~		|

Noise Multiplier=
	1
	~	DMNL [1,5,0.1]
	~		|

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

Effect of Work Pressure on Workweek=
	IF THEN ELSE("Over-time Switch"=1,"Table for Effect of Work Pressure on Workweek -- PA"\
		(Work Pressure),1)
	~	Dimensionless
	~	High schedule pressure leads to overtime; low pressure to a reduction in \
		hours worked.
	|

Cumulative Delivery Delay 0= INTEG (
	changing delivery delay,
		0)
	~	Week*Week
	~		|

changing delivery delay=
	Delivery Delay
	~	Week
	~	I use this to calculate average performance.
	|

"Avg. Delivery Delay"=
	(Cumulative Delivery Delay 0/Total time)*"Days/week 0"
	~	day
	~	Last reported value report average over entire simulation.
	|

"Days/week 0"=
	7
	~	day/Week
	~		|

"Avg. Cost per Patient - S - wPAs"=
	"Avg. Cost per Patient - Salary"/2
	~	Dollar/year/patient
	~		|

"Cost per Patient - S - wPAs"=
	"Cost per Patient - Salary"/2
	~	Dollar/year/patient
	~		|

"Avg. Absolute Delivery Delay Error"=
	(Cumulative Error in Delivery Delay/Total time)*"Days/week"
	~	day
	~	Last reported value report average over entire simulation.
	|

"Avg. Instantaneous PDY"=
	Effective Workforce/Total Employees
	~	Dimensionless
	~		|

Effect of Inexperience on Probability of Error Free=
	Table for Effect of Inexperience on PEF("Avg. Instantaneous PDY")
	~	Dimensionless
	~	The more experience the workforce has, the less likely they will be of \
		introducing an error while processing a task. Average Productivity is used \
		as a proxy for experience since it captures the amount learning achieved \
		by the workforce.
	|

"Avg. Reported Delivery Delay"=
	(Cumulative Delivery Delay/Total time)*"Days/week"
	~	day
	~	Last reported value report average over entire simulation.
	|

Standard Workweek=
	Normal Workweek
	~	hours/Week
	~	Hours worked per week under normal conditions, i.e., neutral work pressure.
	|

"Days/week"=
	7
	~	day/Week
	~		|

changing insufficiency=
	Insufficiency Rate
	~	Dimensionless
	~		|

changing CU=
	Clinic Utilization Rate
	~	Dimensionless
	~		|

Cost per Employee=
	150000
	~	Dollar/year/Employees
	~	Sp=150000, PA=75000
	|

"Avg. Backlog"=
	Cumulative Service Backlog/Total time
	~	requests
	~	Last reported value report average over entire simulation.
	|

"Avg. Clinic Utilization Rate"=
	Cumulative CU Rate/Total time
	~	Dimensionless
	~	Last reported value report average over entire simulation.
	|

"Avg. Cost per Patient - Salary"=
	"Cumulative Cost per Patient - S"/Total time
	~	Dollar/year/patient
	~	Last reported value report average over entire simulation.
	|

"Avg. Insuff- iciency Rate"=
	Cumulative Insufficiency Rate/Total time
	~	Dimensionless
	~	Last reported value report average over entire simulation.
	|

"P-Control-SC"=
	"P-Control"/(Standard PDY*Standard Workweek)
	~	Employees
	~	Proportional control, converted from a rate to the number of employees \
		necessary to achieve that rate.
	|

"Avg. Productivity"=
	"Cumulative Avg. PDY"/Total time
	~	requests/Employees/hours
	~	Last reported value report average over entire simulation.
	|

"Avg. Requests per Patient"=
	1.6
	~	requests/patient
	~		|

"Avg. Service Capacity"=
	(Cumulative Service Capacity/Total time)
	~	Employees
	~	Last reported value report average over entire simulation.
	|

"Cumulative Cost-FS"= INTEG (
	"Yearly Cost of C&P-FS",
		0)
	~	(Dollar/year)*Week
	~		|

"D-Control-SC"=
	"D-Control"/(Standard PDY*Standard Workweek)
	~	Employees
	~	Derivative control, converted from a rate to the number of employees \
		necessary to achieve that rate.
	|

Long Term Workweek=
	SMOOTHI(Workweek, Burnout Onset Time , Standard Workweek)
	~	hours/Week
	~	Exponential smoothing of the workweek over the period for the onset of \
		burnout. The 'long term' label refers to the fact that the burnout onset \
		time is much longer than the fatigue onset time.
	|

changing SB=
	Service Backlog
	~	requests
	~		|

"Changing costs - Salary"=
	"Cost per Patient - Salary"
	~	Dollar/(year*patient)
	~		|

"Prod- uctivity"=
	(Service Capacity/Total Employees)*(Standard PDY)
	~	requests/Employees/hours
	~	Average productivity for Total personnel.
	|

Clinic Utilization Rate=
	Workweek/Standard Workweek
	~	Dimensionless
	~		|

Cumulative Service Backlog= INTEG (
	changing SB,
		0)
	~	requests*Week
	~		|

"Cumulative Avg. PDY"= INTEG (
	changing productivity,
		0)
	~	requests/Employees/hours*Week
	~		|

Recent Workweek=
	SMOOTHI(Workweek, Fatigue Onset Time,Standard Workweek )
	~	hours/Week
	~	Exponential smoothing of the workweek over the period for the onset of \
		fatigue. The 'short term' label refers to the fact that the burnout onset \
		time is much longer than the fatigue onset time.
	|

"Cumulative Cost per Patient - S"= INTEG (
	"Changing costs - Salary",
		0)
	~	Dollar/(year*patient)*Week
	~		|

Cumulative CU Rate= INTEG (
	changing CU,
		0)
	~	Dimensionless*Week
	~		|

Total time=
	500
	~	Week
	~		|

Cumulative Insufficiency Rate= INTEG (
	changing insufficiency,
		0)
	~	Dimensionless*Week
	~		|

Cumulative Service Capacity= INTEG (
	changing service capacity,
		0)
	~	Employees*Week
	~		|

"I-Control-SC"=
	"I-Control"/(Standard PDY*Standard Workweek)
	~	Employees
	~	Integral control, converted from a rate to the number of employees \
		necessary to achieve that rate.
	|

Effect of Fatigue on Probability of Error Free=
	Table for Effect of Fatigue on PEF(Recent Workweek/Standard Workweek)
	~	Dimensionless
	~	The longer the workweek, the more likely it is employees will introduce an \
		error while processing a task.
	|

Effect of Burnout on Turnover=
	Table for Effect of Burnout on Turnover(Long Term Workweek/Standard Workweek)
	~	Dimensionless
	~	The higher the workweek, the higher the turnover rate. The accumulation of \
		the workweek happens over a period of 52 weeks.
	|

changing productivity=
	"Prod- uctivity"
	~	requests/Employees/hours
	~		|

Workweek=
	Effect of Work Pressure on Workweek*Standard Workweek
	~	hours/Week
	~	The workweek is the standard workweek modified by the effect of schedule \
		pressure on workweek.
	|

Desired Service Capacity=
	Desired Completion Rate/(Standard PDY*Standard Workweek)
	~	Employees
	~	This is the required service capacity based on the desired production rate \
		and the standard work intensity and time allocation.
	|

Standard Completion Rate=
	Service Capacity*Standard Workweek*Standard PDY
	~	requests/Week
	~	The standard completion rate is the rate at which tasks would be completed \
		by the current workforce at the standard workday and spending the standard \
		time on each task.
	|

changing service capacity=
	Service Capacity
	~	Employees
	~		|

Target Insufficiency Rate=
	0.01
	~	Dimensionless
	~		|

Insufficiency Rate=
	Error Creation Rate/Request Completion Rate
	~	Dimensionless
	~		|

Service Capacity=
	Effective Workforce*Effect of Fatigue on Productivity
	~	Employees
	~	The workforce effectiveness is affected by the accumulated fatigue \
		resulting from extended workweeks.
	|

Error Discovery Rate=
	Undiscovered Errors/Time to Discover Errors
	~	requests/Week
	~	The rate at which errors are discovered by the customer. First order delay \
		from the undiscovered errors stock.
	|

Workforce Adjustment Rate=
	(Desired Workforce-Total Employees)/ Time to Adjust Workforce
	~	Employees/Week
	~	Adjustments to the workforce. Smoothed over the time to adjust workforce.
	|

Perceived Employee Effectiveness=
	SMOOTH( Service Capacity/Total Employees, Time to Perceive Productivity )
	~	Dimensionless
	~	Management perception of workforce effectiveness. Note that this is an \
		aggregate measure that does not distinguish the employees experience, nor \
		the effects of fatigue, work intensity, or productivity.
	|

changing delay=
	ABS(Delivery Delay-Target Delivery Delay)
	~	Week
	~		|

Desired Workforce=
	IF THEN ELSE( PID Switch = 1,                                                     SMOOTH\
		("PID -- Desired Service Capacity"
	 / Perceived Employee Effectiveness , Time to Adjust Desired Workforce)*(1+"Capacity Slack Fraction (can be included as a test)"
	)  ,           SMOOTH(Desired Service Capacity / Perceived Employee Effectiveness , \
		Time to Adjust Desired Workforce)*(1+"Capacity Slack Fraction (can be included as a test)"
	) )
	~	Employees
	~	Desired number of employees based on the throughput requirements, the \
		perceived employee effectiveness, and a slack fraction to ensure excess \
		capacity to absorb random variations. The desired workforce does not \
		change instantaneously as it takes time to authorize the changes in the \
		desired workforce.
	|

changing reported delay=
	Reported Delivery Delay
	~	Week
	~	I use this to calculate average performance.
	|

Delivery Delay=
	Service Backlog/Request Completion Rate
	~	Week
	~	The average time to complete customer requests is determined by Little's \
		Law as the ratio of the backlog to completion rate.
	|

Cumulative Delivery Delay= INTEG (
	changing reported delay,
		0)
	~	Week*Week
	~		|

Target Clinic Utilization=
	1
	~	DMNL
	~		|

Reported Delivery Delay=
	DELAY FIXED(Delivery Delay, 8, Delivery Delay)
	~	Week
	~	There is a 2 month reporting delay as data from each facility is sent to \
		the national office, then returned to the sites in an official monthly \
		report.
	|

Ramp End Time 2=
	95
	~	Week
	~	End time for the ramp input.
	|

Ramp Slope=
	0.08-0.08
	~	1/Week
	~	Slope of the ramp input, as a fraction of the base value (per week).
	|

Ramp Slope 2=
	-0.08+0.08
	~	1/Week
	~	Slope of the ramp input, as a fraction of the base value (per week).
	|

Ramp Start Time=
	80
	~	Week
	~	Start time for the ramp input.
	|

Ramp Start Time 2=
	87.5
	~	Week
	~	Start time for the ramp input.
	|

Hiring=
	MAX(Desired Hiring Rate, 0)
	~	Employees/Week
	~	Vacancies filled by hiring.
	|

Ramp End Time=
	87.5
	~	Week
	~	End time for the ramp input.
	|

Input=
	1+STEP(Step Height,Step Time)+
	(Pulse Quantity/Pulse Duration)*PULSE(Pulse Time,Pulse Duration)+
	RAMP(Ramp Slope,Ramp Start Time,Ramp End Time)+
	RAMP(Ramp Slope 2,Ramp Start Time 2,Ramp End Time 2)+
	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.
	|

Perceived Error Discovery Rate=
	SMOOTH(Error Discovery Rate, Time To Perceive Arrival Rate)
	~	requests/Week
	~	The instantaneous error discovery rate, averaged over the period of 1 \
		week.  VAMC Boston managers receive weekly reports on rework.
	|

Perceived Completion Rate=
	SMOOTH(Request Completion Rate , Time To Perceive Arrival Rate)
	~	requests/Week
	~	The instantaneous request completion rate, averaged over the period of 1 \
		week.  VAMC Boston managers receive weekly reports on work completed.
	|

Perceived Request Arrival Rate=
	SMOOTHI(Request Arrival Rate, Time To Perceive Arrival Rate, Request Arrival Rate)
	~	requests/Week
	~	The instantaneous demand averaged over the period of 1 week.  VAMC Boston \
		managers receive weekly reports on demand.
	|

Time To Perceive Arrival Rate=
	0.1
	~	Week
	~	VAMC Boston runs reports weekly on most C&P data.
	|

Duration Over Which To Calculate Trend=
	2
	~	Week
	~	Duration Over Which To Calculate Trend
	|

"PID -- Desired Service Capacity"=
	"P-Control-SC" + "I-Control-SC" + "D-Control-SC"
	~	Employees
	~	The desired service capacity, as determined by PID control.
	|

"Exp. Lay Off Rate"=
	IF THEN ELSE( Rookie Lay Off Rate < Desired Lay Off Rate, MIN(Desired Lay Off Rate, \
		Maximum Layoff Rate), 0 )
	~	Employees/Week
	~		|

Experienced Employees= INTEG (
	Maturing-"Exp. Lay Off Rate"-Expert Quits,
		Initial WF*(1-Steady State Rookie Fraction))
	~	Employees
	~	Employees that have achieved full productivity.
	|

PID Switch=
	0
	~	DMNL
	~		|

"endogeneous P-control"=
	Desired Completion Rate
	~	requests/Week
	~	Proportional reaction to endogenous variable (service backlog).
	|

P Wt=
	1
	~	Dimensionless [0,1,0.1]
	~	Weight given to proporional control.
	|

Accumulating Error=
	(Desired Completion Rate-Request Completion Rate)/Error Correction Time
	~	requests/(Week*Week)
	~	Changes in gap between desired and actual completion rates.
	|

Trend in Error Correction=
	((Desired Completion Rate-Request Completion Rate) - Exp Avg of Error)
	~	requests/Week
	~	The trend of the error correction rate.
	|

Change in Error=
	((Desired Completion Rate-Request Completion Rate)-Exp Avg of Error) / Error Correction Time
	~	requests/(Week*Week)
	~		|

Cumulative Error= INTEG (
	Accumulating Error,
		0)
	~	requests/Week
	~	Accumulation of uncorrected error.  Allows for error correction even when \
		proportional control has waned due to reduction in the instantaneous error.
	|

I Wt=
	0
	~	Dimensionless [0,1,0.1]
	~	Weight given to integral control.
	|

D Wt=
	4
	~	Dimensionless [0,5,0.1]
	~	Weight given to derivative control.
	|

"D-Control"=
	Trend in Error Correction * D Wt
	~	requests/Week
	~	Derivative control.
	|

Error Correction Time=
	8
	~	Week
	~	Time to correct error between desired and actual completion rates.
	|

Exp Avg of Error= INTEG (
	Change in Error,
		0)
	~	requests/Week
	~	Historical average of change in gap between desired and actual completion \
		rates.
	|

"exogeneous P-Control"=
	Request Arrival Rate
	~	requests/Week
	~	Proportional reaction to exogenous variable (demand).
	|

weight of demand=
	1
	~	DMNL [0,1,0.1]
	~	Determines how much the system responds to exogenous or endogenous \
		variables.
	|

"I-Control"=
	Cumulative Error*I Wt
	~	requests/Week
	~	Integral control.
	|

Normal Workweek=
	40
	~	hours/Week
	~		|

"P-Control"=
	((weight of demand*"exogeneous P-Control") + ((1-weight of demand)*"endogeneous P-control"\
		))  *  P Wt
	~	requests/Week
	~	Proportional control.
	|

Probability of Error Generation=
	1-(Effect of Fatigue on Probability of Error Free*Effect of Inexperience on Probability of Error Free\
		)
	~	Dimensionless
	~	Formulated as one minus the combined probability of being error free from \
		fatigue and inexperience.
	|

"Table for Effect of Work Pressure on Workweek -- SP"(
	[(-0.25,0)-(2.25,2)],(-0.25,0.8),(0,0.8),(0.15,0.82),(0.25,0.85),(0.4,0.9),(0.5,0.93\
		),(0.75,0.98),(1,1),(1.25,1.02),(1.5,1.035),(1.75,1.045),(2,1.05),(2.25,1.05))
	~	Dimensionless
	~	High schedule pressure leads to longer hours.
	|

"Table for Effect of Work Pressure on Workweek -- PA"(
	[(-0.25,0)-(2.25,2)],(-0.25,0.5),(0,0.5),(0.25,0.55),(0.5,0.69),(0.75,0.85),(1,1),(1.25\
		,1.15),(1.5,1.3),(1.75,1.4),(2,1.45),(2.25,1.45))
	~	Dimensionless
	~	High schedule pressure leads to longer hours.
	|

"Avg. Layoff Time"=
	8
	~	Week
	~	The average time required to lay off a worker.  PAs and MDs work directly \
		under C&P, so laying them off is a full HR process (8 weeks). Specialists \
		only take 2 weeks to remove: all they have to do is re-structure their \
		clinic profiles in the EMR.
	|

Maximum Layoff Rate=
	Rookie Employees/"Avg. Layoff Time"
	~	Employees/Week
	~	The maximum layoff rate is determined by the number of workers and the \
		layoff time.
	|

Desired Lay Off Rate=
	Willingness to Lay Off * MAX(0, -Desired Hiring Rate)
	~	Employees/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.
	|

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

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.
	|

Rookie Employees= INTEG (
	Hiring-Rookie Lay Off Rate-Maturing-Rookie Quits,
		Initial WF*Steady State Rookie Fraction)
	~	Employees
	~	Recently hired employees that have not achieved full productivity.
	|

Cumulative Error in Delivery Delay= INTEG (
	changing delay,
		0)
	~	Week*Week
	~		|

Expert Quits=
	Experienced Employees*Experienced Quit Fraction*Effect of Burnout on Turnover
	~	Employees/Week
	~	Experienced employees turnover.
	|

Steady State Rookie Fraction=
	"Matur-ing Time"*(Experienced Quit Fraction)/(1+"Matur-ing Time"*Experienced Quit Fraction\
		)
	~	Dimensionless
	~	Rookie fraction in equilibrium, or steady state growth. Used to initialize \
		the model.
	|

"Capacity Slack Fraction (can be included as a test)"=
	0
	~	Dimensionless
	~	Test constant to introduce permanent slack in the authorization of the \
		workforce. Set to 0 to start the system in equilibrium
	|

Effective Workforce=
	Experienced Employees+(Rookie Employees*Rookie productivity fraction)
	~	Employees
	~	Expected output from the labor pool accounting for the effect of labor mix \
		on average productivity. Measured in FTE (Fully Trained Equivalents).
	|

Desired Hiring Rate=
	Replacement Rate+Workforce Adjustment Rate
	~	Employees/Week
	~	The desired hiring rate replaces employees that left the hospital and \
		adjust for changes in the desired workforce.
	|

Replacement Rate=
	Total Quit Rate
	~	Employees/Week
	~	Employee replacement rate is equal to the total employee turnover rate.
	|

"Matur-ing Time"=
	16
	~	Week
	~	Average time required to achieve the productivity of a Fully Trained \
		employee. PAs and MDs mature faster (in only 16 weeks) because they gain \
		experience faster than specialists (who only work on average 20% of their \
		time on C&P, and thus take 52 weeks to reach full productivity).
	|

Time to Adjust Workforce=
	52
	~	Week
	~	Time to adjust the workforce.  Set to 4 months for specialists: includes \
		negotiation with other service line, internal negotiation within that \
		service, restructuring clinic profiles, and informing C&P clerks. Set to 1 \
		year for PAs, as it includes creating and filling a vacancy in HR and \
		credentialling processes.
	|

Rookie productivity fraction=
	0.5
	~	Dimensionless [0,1]
	~	Initial rookie productivity measured as a fraction of the productivity of \
		a Fully Trained Employee.
	|

Rookie Quits=
	Rookie Employees*Rookie Quit Fraction*Effect of Burnout on Turnover
	~	Employees/Week
	~	Rookie employees turnover.
	|

Total Employees=
	Rookie Employees+Experienced Employees
	~	Employees
	~	Total employees.
	|

Experienced Quit Fraction=
	0.005
	~	Dimensionless/Week [0,2]
	~	Fraction of Experienced employees that leaves C&P every week. PAs and MDs \
		are less likely to quit, as they work for C&P full time; whereas most \
		specialists view C&P as secondary to their normal work. SP=0.02, PA=0.005
	|

Time to Adjust Desired Workforce=
	2
	~	Week
	~	Time to adjust the desired workforce. Set to 2 weeks based on VAMC Boston \
		data.
	|

Time to Perceive Productivity=
	13
	~	Week
	~	Time to measure, report, and assess employee productivity. Set to 13 \
		weeks, i.e., a quarterly update.
	|

Total Quit Rate=
	Rookie Quits+Expert Quits
	~	Employees/Week
	~	Total turnover rate.
	|

Maturing=
	Rookie Employees/"Matur-ing Time"
	~	Employees/Week
	~	Rate of employees gaining full productivity.
	|

Rookie Quit Fraction=
	0
	~	Dimensionless/Week
	~	Fraction of rookie employees that leaves the firm every week.
	|

Table for Effect of Burnout on Turnover(
	[(0,0)-(3,5)],(0,1),(1,1),(1.3,1.8),(1.7,4.5),(2,5),(3,5))
	~	Dimensionless
	~	The higher the burnout (higher average work week over a period of 52 \
		weeks) the higher the turnover rate.
	|

Initial Arrival Rate= INITIAL(
	655)
	~	requests/Week
	~	The initial rate at which work arrives is set to the initial value of the \
		standard completion rate.  Note that the equation type is INITIAL, which \
		ensures that the initial arrival rate remains constant even if the \
		standard completion rate varies.  By setting the initial arrival rate to \
		the standard completion rate we ensure that tasks arrive at exactly the \
		rate the organization can handle given the initial staff and standard \
		values for the workday and time per task.
	|

Initial Workforce=
	17.02
	~	Employees [10,25,0.01]
	~	Initial number of employees. This parameter sizes the workforce, so \
		individual stocks will be initiated in equilibrium. SP=157, PA=19.476 with \
		changing PDY and FTE.  With Standard PDY and FTE=1, SP=22 and PA=17.02   \
		(when PA's EQF=SP's EQF=0.02, then the initial PA#=18.66)
	|

Table for Effect of Fatigue on PEF(
	[(0,0)-(3,1)],(0,1),(1,1),(1.2,0.98),(1.4,0.96),(1.6,0.93),(1.8,0.9),(2,0.86),(2.2,0.82\
		),(2.4,0.75),(2.6,0.65),(2.8,0.43),(3,0))
	~	Dimensionless
	~	Non-linear relationship. Effect of Fatigue on PEF = f(Recent \
		Workweek/Standard Workweek).
	|

Error Creation Rate=
	IF THEN ELSE(Rework Switch=1, Request Completion Rate*Probability of Error Generation\
		 , 0)
	~	requests/Week
	~		|

Table for Effect of Inexperience on PEF(
	[(0,0)-(1,1)],(0,0),(0.1,0.25),(0.2,0.45),(0.3,0.6),(0.4,0.631579),(0.617737,0.635965\
		),(0.672783,0.824561),(0.745,1),(1,1))
	~	Dimensionless
	~	Non-linear relationship. Effect of Inexperience on PEF = f(Average \
		Productivity)
	|

Time to Discover Errors=
	4
	~	Week [1,24,1]
	~	On average, the VBA reads the reports 1 month after sumbission.
	|

"Over-time Switch"=
	1
	~	Dimensionless
	~	Switch to control if the workweek response is active.
	|

Exogenous Request Arrival Rate=
	MAX (Initial Arrival Rate*Input, 0)
	~	requests/Week
	~	The exogenous request arrival rate can be configured to include a range of \
		test inputs.  It is set to the product of the initial arrival rate and the \
		test input.  The test input allows users to specify a range of input \
		patterns, including a step, pulse, ramp, cycle, and pink noise, or \
		combinations of these.
	|

Burnout Onset Time=
	52
	~	Week
	~	Time for the extended workweek to have an effect on turnover.
	|

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.
	|

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.
	|

Request Arrival Rate=
	Exogenous Request Arrival Rate
	~	requests/Week
	~	Request Arrivals are set to an exogenous rate, as the delivery delay in \
		this model is too small a part of total delivery delay to impact customer \
		preferences.
	|

Sine Period=
	52
	~	Week
	~	Period of sine wave in customer demand.  Set initially to 52 weeks to \
		simulate an annual cycle
	|

Effect of Fatigue on Productivity=
	Table for Effect of Fatigue on Productivity(Recent Workweek)
	~	Dimensionless
	~	Long workweeks reduce employee productivity.
	|

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

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.
	|

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

Step Time=
	1e+008
	~	Week
	~	Time for the step input.
	|

Fatigue Onset Time=
	3
	~	Week
	~	Time for the extended workweeks to have an impact on employee productivity.
	|

Pulse Time=
	1e+012
	~	Week
	~	Time at which the pulse in Input occurs.
	|

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 Start Time=
	1e+007
	~	Week
	~	Start time for the random input.
	|

Undiscovered Errors= INTEG (
	Error Creation Rate-Error Discovery Rate,
		Error Creation Rate*Time to Discover Errors)
	~	requests
	~	Stock of undiscovered errors.
	|

Noise Correlation Time=
	10
	~	Week [2,100,2]
	~	The correlation time constant for Pink Noise.
	|

Noise Seed=
	0
	~	Dimensionless [0,100,1]
	~	Random number generator seed.  Vary to generate a different sequence of \
		random numbers.
	|

Standard PDY=
	1
	~	requests/Employees/hours
	~	Variation in productivity is based on breadth of skill set and \
		understanding of the purpose of forensic examination: PAs and MDs can \
		conduct more aspects of a patient's request than a specialist, who can \
		only examine issues in their area of expertise.PAs can see, on average \
		0.87 of a patient's request, while one specialist can complete 63% (based \
		on skill set and distribution of exams per patient).
	|

Work Pressure=
	Desired Service Capacity/Service Capacity
	~	Dimensionless
	~		|

Table for Effect of Fatigue on Productivity(
	[(0,0)-(160,1.3)],(0,1.1),(20,1.07),(40,1),(60,0.8),(80,0.4),(100,0.1),(120,0.03),(140\
		,0.01),(160,0))
	~	Dimensionless
	~	Extended workweeks leads to reduced productivity.
	|

Pulse Duration=
	13
	~	Week
	~	Duration of pulse input.  Set to Time Step for an impulse.
	|

Rework Switch=
	1
	~	Dimensionless
	~	Switch to control if the probability of error response to fatigue is \
		active.
	|

Maximum Completion Rate=
	Service Backlog/Minimum Delivery Delay
	~	requests/Week
	~	The maximum completion rate is determined by the backlog and minimum time \
		to complete a customer request.
	|

Request Completion Rate=
	MIN(Potential Completion Rate, Maximum Completion Rate)
	~	requests/Week
	~	The rate at which customer requests are completed is the lesser of the \
		maximum rate or the potential rate, which in turn is determined by labor, \
		workday, and the time spent on each task.
	|

Minimum Delivery Delay=
	0.5
	~	Week
	~	The fastest possible completion time for customer requests.
	|

Potential Completion Rate=
	Service Capacity*Standard PDY*Workweek
	~	requests/Week
	~	The potential completion rate depends on the net available labor force, \
		the workday, and the average time spent on each task.
	|

Service Backlog= INTEG (
	Request Arrival Rate+Error Discovery Rate-Request Completion Rate,
		(Request Arrival Rate)*Target Delivery Delay)
	~	requests
	~	The initial backlog is set to the equilibrium value determined by the \
		arrival rate and target delivery delay.
	|

Target Delivery Delay=
	3.85
	~	Week
	~	The Boston VAMC goal is to complete each request within three weeks \
		(within the mandate set nationally at 30 days).
	|

********************************************************
	.Control
********************************************************~
		Simulation Control Parameters
	|

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

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

SAVEPER  = 
        TIME STEP
	~	Week [0,?]
	~	The frequency with which output is stored.
	|

TIME STEP  = 0.125
	~	Week [0,?]
	~	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
*Service Backlog
$192-192-192,0,Tw Cen MT|12||0-0-0|0-0-0|0-0-255|-1--1--1|-1--1--1|96,96,80,0
10,1,Service Backlog,615,533,68,26,3,131,0,0,0,0,0,0
12,2,48,323,541,10,8,0,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,3,5,1,4,0,0,22,0,0,0,-1--1--1,,1|(508,541)|
1,4,5,2,100,0,0,22,0,0,0,-1--1--1,,1|(395,541)|
11,5,48,464,541,6,8,34,3,0,0,1,0,0,0
10,6,Request Arrival Rate,464,568,50,19,40,131,0,0,-1,0,0,0
1,7,8,1,100,0,0,22,0,0,0,-1--1--1,,1|(786,541)|
11,8,2732,896,541,6,8,34,3,0,0,1,0,0,0
10,9,Request Completion Rate,896,568,55,19,40,131,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
10,10,Target Delivery Delay,396,617,52,19,8,3,0,0,0,0,0,0
10,11,Desired Completion Rate,466,702,55,19,8,3,0,0,0,0,0,0
1,12,10,11,1,0,45,0,0,64,0,-1--1--1,,1|(438,647)|
1,13,1,11,1,0,43,0,0,64,0,-1--1--1,,1|(509,593)|
10,14,Desired Service Capacity,472,813,52,19,8,3,0,32,0,0,0,0,-1--1--1,0-0-0,Tw Cen MT|14||0-0-0
1,15,11,14,1,0,43,0,0,64,0,-1--1--1,,1|(461,755)|
10,16,Standard PDY,745,718,42,42,2,131,0,1,0,0,0,0,0-128-0,0-0-0,|14||0-0-0
1,17,16,14,1,0,45,0,0,64,0,-1--1--1,,1|(632,716)|
10,18,Work Pressure,516,924,48,11,8,3,0,32,0,0,0,0,-1--1--1,0-0-0,Tw Cen MT|14||0-0-0
10,19,Standard Workweek,785,846,37,19,8,3,0,32,0,0,0,0,-1--1--1,0-0-0,Tw Cen MT|14||0-0-0
1,20,19,14,1,0,45,0,0,64,0,-1--1--1,,1|(644,795)|
10,21,Workweek,834,1081,37,11,8,131,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,22,19,21,1,0,45,0,0,64,0,-1--1--1,,1|(846,945)|
10,23,Potential Completion Rate,1012,647,55,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,24,16,23,1,0,43,0,0,64,0,-1--1--1,,1|(816,652)|
1,25,21,23,1,0,43,0,0,64,0,-1--1--1,,1|(986,916)|
1,26,23,9,1,0,43,0,0,64,0,-1--1--1,,1|(973,596)|
12,27,48,1062,540,10,8,0,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,28,8,27,4,0,0,22,0,0,0,-1--1--1,,1|(977,541)|
10,29,Undiscovered Errors,791,335,54,21,3,131,0,0,0,0,0,0
1,30,32,1,4,0,0,22,0,0,0,-1--1--1,,1|(632,470)|
1,31,32,29,100,0,0,22,0,0,0,-1--1--1,,1|(632,335)|
11,32,1996,632,428,8,6,33,131,0,0,2,0,0,0
10,33,Error Discovery Rate,574,428,50,19,40,3,0,0,-1,0,0,0
12,34,48,989,334,10,8,0,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,35,37,29,4,0,0,22,0,0,0,-1--1--1,,1|(875,331)|
1,36,37,34,100,0,0,22,0,0,0,-1--1--1,,1|(948,331)|
11,37,48,911,331,6,8,34,3,0,0,1,0,0,0
10,38,Error Creation Rate,911,358,47,19,40,3,0,0,-1,0,0,0
10,39,Time to Discover Errors,543,327,54,19,8,3,0,0,0,0,0,0
1,40,9,38,1,0,43,0,0,64,0,-1--1--1,,1|(955,434)|
10,41,Service Capacity,1145,680,56,11,8,131,0,0,0,0,0,0
1,42,41,23,1,0,43,0,0,64,0,-1--1--1,,1|(1083,642)|
12,43,0,716,970,31,11,8,7,0,48,-1,0,0,0,-1--1--1,255-255-0,Tw Cen MT|14|I|0-0-0
Overtime
12,44,0,898,452,25,11,8,7,0,48,-1,0,0,0,-1--1--1,255-255-0,Tw Cen MT|14|I|0-0-0
Rework
10,45,Maximum Completion Rate,774,453,55,19,8,131,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
10,46,Minimum Delivery Delay,792,395,58,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,47,46,45,1,0,45,0,32,192,0,-1--1--1,Tw Cen MT|14||0-0-0,1|(726,426)|
12,48,0,777,495,14,14,4,132,0,32,-1,0,0,0,-1--1--1,0-0-0,Tw Cen MT|14||0-0-0
B
12,49,0,776,520,58,11,8,132,0,48,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14|I|0-0-0
Work Availability
1,50,1,45,1,0,43,0,0,64,0,-1--1--1,,1|(685,468)|
1,51,45,8,1,0,43,0,0,64,0,-1--1--1,,1|(859,475)|
1,52,10,1,0,0,0,0,0,64,1,-1--1--1,,1|(489,580)|
10,53,Exogenous Request Arrival Rate,352,471,69,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,54,53,5,1,0,43,0,0,64,0,-1--1--1,,1|(444,489)|
1,55,14,18,1,0,43,0,0,64,0,-1--1--1,,1|(485,863)|
10,56,Effect of Work Pressure on Workweek,609,1018,76,19,8,3,0,0,0,0,0,0
10,57,"Over-time Switch",589,1171,28,28,6,131,0,3,0,0,0,0,0-128-0,0-0-0,|10||255-0-0
1,58,18,56,1,0,43,0,0,64,0,-1--1--1,,1|(541,956)|
1,59,56,21,1,0,43,0,0,64,0,-1--1--1,,1|(763,1079)|
10,60,Recent Workweek,1127,884,49,21,3,131,0,0,0,0,0,0
10,61,Fatigue Onset Time,1184,963,46,19,8,3,0,0,0,0,0,0
10,62,Effect of Fatigue on Productivity,1221,761,65,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
10,63,Table for Effect of Fatigue on Productivity,1258,851,75,19,8,3,0,0,0,0,0,0
12,64,0,1101,758,14,14,5,132,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
R
12,65,0,1102,785,25,11,8,132,0,48,-1,0,0,0,-1--1--1,0-0-0,Tw Cen MT|9|I|0-0-0
Fatigue
1,66,62,41,1,0,43,0,0,64,0,-1--1--1,,1|(1211,712)|
1,67,21,60,1,0,43,0,0,64,0,-1--1--1,,1|(1032,991)|
1,68,19,60,1,0,45,0,0,64,0,-1--1--1,,1|(994,875)|
10,69,Long Term Workweek,1060,1046,53,20,3,131,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
10,70,Burnout Onset Time,1091,1121,46,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
1,71,21,69,1,0,43,0,0,64,0,-1--1--1,,1|(955,1078)|
1,72,19,69,1,0,45,0,0,64,0,-1--1--1,,1|(897,948)|
1,73,39,29,0,0,0,0,0,64,1,-1--1--1,,1|(660,330)|
10,74,Rework Switch,997,469,37,17,8,131,0,2,-1,0,0,0,-1--1--1,0-0-0,|12||255-0-0
1,75,74,38,1,0,0,0,0,64,0,-1--1--1,,1|(965,415)|
1,76,57,56,0,0,0,0,0,64,0,-1--1--1,,1|(598,1097)|
1,77,61,60,0,0,45,0,0,64,0,-1--1--1,,1|(1160,930)|
1,78,60,62,1,0,45,0,0,64,0,-1--1--1,,1|(1195,821)|
1,79,63,62,0,0,0,0,0,64,0,-1--1--1,,1|(1242,812)|
1,80,70,69,0,0,45,0,0,64,0,-1--1--1,,1|(1078,1090)|
10,81,Probability of Error Generation,1070,369,69,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,82,81,38,0,0,43,0,0,64,0,-1--1--1,,1|(986,363)|
10,83,Effective Workforce,1171,601,42,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,84,83,41,1,0,43,0,2,192,0,-1--1--1,|12||0-0-0,1|(1211,646)|
10,85,"Table for Effect of Work Pressure on Workweek -- SP",489,1207,55,55,6,131,0,3,0,0,0,0,0-128-0,0-0-0,|12||255-128-0
10,86,"Table for Effect of Work Pressure on Workweek -- PA",424,1109,55,55,6,131,0,3,0,0,0,0,0-128-0,0-0-0,|12||255-128-0
10,87,Initial Workforce,214,472,56,56,6,130,0,3,-1,0,0,0,0-128-0,0-0-0,|12||128-128-128
10,88,Normal Workweek,642,875,37,19,8,3,0,32,-1,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||0-0-0
1,89,88,19,0,0,43,0,0,64,0,-1--1--1,,1|(706,861)|
12,90,0,898,427,14,14,5,132,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
R
10,91,Service Capacity,426,990,39,17,8,130,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,92,91,18,0,0,45,0,0,64,0,-1--1--1,,1|(469,958)|
12,93,0,717,948,14,14,5,132,0,32,-1,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||0-0-0
B
12,94,0,1109,973,14,14,5,132,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
R
12,95,0,1110,1000,25,11,8,132,0,48,-1,0,0,0,-1--1--1,0-0-0,Tw Cen MT|9|I|0-0-0
Burnout
12,96,1378044,1798,611,386,424,3,188,0,0,2,0,0,0
#Recent Workweek>SMOOTHI#,Graph
12,97,1574372,2134,1102,80,20,3,124,0,0,0,0,0,0
Time to Adjust Desired Workforce,0,50,1
12,98,919288,2125,1186,80,20,3,124,0,0,0,0,0,0
Time to Adjust Workforce,0,50,1
12,99,1116008,1712,1114,80,20,3,124,0,0,0,0,0,0
Experienced Quit Fraction,0,0.5,0.01
12,100,0,1863,1119,57,19,8,7,0,0,-1,0,0,0
sensitive as approaches zero
12,101,0,2296,1187,77,19,8,7,0,0,-1,0,0,0
super sensitive -- larger increases amplitude
12,102,0,2315,1095,76,28,8,7,0,0,-1,0,0,0
main delay in system -- larger leads to bigger initial spike
1,103,29,32,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(667,393)|
1,104,39,33,1,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(557,370)|
12,105,1574732,261,177,199,191,3,188,0,0,2,0,0,0
Exogenous Request Arrival Rate,Graph
1,106,86,56,0,0,0,0,0,64,0,-1--1--1,,1|(515,1064)|
\\\---/// Sketch information - do not modify anything except names
V300  Do not put anything below this section - it will be ignored
*Workforce
$192-192-192,0,Tw Cen MT|12||0-0-0|0-0-0|0-0-255|-1--1--1|-1--1--1|96,96,80,0
10,1,Long Term Workweek,1284,411,43,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|10||128-128-128
10,2,Effect of Burnout on Turnover,1140,494,64,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
10,3,Table for Effect of Burnout on Turnover,1294,558,65,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
1,4,1,2,0,0,43,0,32,64,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(1218,449)|
1,5,3,2,0,0,0,0,0,64,0,-1--1--1,,1|(1223,528)|
10,6,Standard Workweek,1292,457,43,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|10||128-128-128
1,7,6,2,0,0,45,0,32,64,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(1233,470)|
12,8,48,872,229,10,8,0,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,9,11,13,4,0,0,22,0,0,0,-1--1--1,,1|(866,320)|
1,10,11,8,100,0,0,22,0,0,0,-1--1--1,,1|(866,260)|
11,11,48,866,289,8,6,33,3,0,0,4,0,0,0
10,12,Hiring,895,289,21,11,40,3,0,0,-1,0,0,0
10,13,Rookie Employees,860,369,51,24,3,131,0,0,0,0,0,0
12,14,48,1065,373,10,8,0,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,15,17,14,4,0,0,22,0,0,0,-1--1--1,,1|(1014,371)|
1,16,17,13,100,0,0,22,0,0,0,-1--1--1,,1|(936,371)|
11,17,48,968,371,6,8,34,3,0,0,1,0,0,0
10,18,Rookie Quits,968,390,41,11,40,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,19,13,17,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(908,338)|
10,20,Rookie Quit Fraction,1005,320,39,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
1,21,20,17,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(985,346)|
10,22,"Matur-ing Time",1012,483,30,30,6,131,0,1,0,0,0,0,0-128-0,0-0-0,|14||0-0-0
10,23,Experienced Employees,865,614,59,25,3,131,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,24,26,23,4,0,0,22,0,0,0,-1--1--1,,1|(893,549)|
1,25,26,13,100,0,0,22,0,0,0,-1--1--1,,1|(893,445)|
11,26,2844,893,503,8,6,33,131,0,0,4,0,0,0
10,27,Maturing,931,503,30,11,40,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
12,28,48,1058,613,10,8,0,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,29,31,28,4,0,0,22,0,0,0,-1--1--1,,1|(1015,615)|
1,30,31,23,100,0,0,22,0,0,0,-1--1--1,,1|(947,615)|
11,31,48,977,615,6,8,34,3,0,0,1,0,0,0
10,32,Expert Quits,977,634,40,11,40,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
1,33,13,27,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(893,399)|
1,34,23,31,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(945,584)|
10,35,Total Quit Rate,429,116,49,11,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
10,36,Steady State Rookie Fraction,1142,188,50,19,8,3,0,32,0,0,0,0,-1--1--1,0-0-0,Tw Cen MT|14||0-0-0
10,37,Experienced Quit Fraction,1318,163,63,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|14|B|128-128-128
1,38,37,36,0,0,43,0,34,64,0,-1--1--1,Tw Cen MT|14||0-0-0,1|(1230,174)|
10,39,"Matur-ing Time",1324,247,39,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|14||128-128-128
1,40,39,36,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(1245,221)|
10,41,Experienced Quit Fraction,1080,703,40,40,6,131,0,3,-1,0,0,0,0-128-0,0-0-0,|12||128-64-0
1,42,41,32,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(1025,666)|
10,43,Rookie productivity fraction,975,796,63,19,8,131,0,0,0,0,0,0
10,44,Desired Hiring Rate,256,553,50,23,8,131,0,0,0,0,0,0
10,45,Replacement Rate,297,176,59,11,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|14||0-0-0
10,46,Workforce Adjustment Rate,278,724,52,25,8,131,0,0,0,0,0,0
10,47,Time to Adjust Workforce,95,576,49,49,6,131,0,3,0,0,0,0,0-128-0,0-0-0,|12||255-128-0
1,48,47,46,1,0,45,0,32,64,0,-1--1--1,Tw Cen MT|14||0-0-0,1|(168,622)|
1,49,46,44,1,0,43,0,32,64,0,-1--1--1,Tw Cen MT|14||0-0-0,1|(246,608)|
1,50,45,44,1,0,43,0,32,64,0,-1--1--1,Tw Cen MT|14||0-0-0,1|(217,491)|
1,51,35,45,1,0,43,0,34,64,0,-1--1--1,Tw Cen MT|14||0-0-0,1|(347,138)|
10,52,Time to Perceive Productivity,830,931,54,19,8,3,0,0,0,0,0,0
10,53,Time to Adjust Desired Workforce,588,963,58,27,8,131,0,2,0,0,0,0,0-0-0,0-0-0,|12||255-128-0
10,54,"Capacity Slack Fraction (can be included as a test)",627,777,86,19,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|14||255-0-0
10,55,Effective Workforce,843,743,36,19,8,3,0,0,-1,0,0,0
1,56,13,55,1,0,43,0,2,192,0,-1--1--1,|12||0-0-0,1|(883,543)|
1,57,43,55,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(909,769)|
1,58,22,27,1,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(962,466)|
1,59,2,31,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(1088,555)|
1,60,2,18,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(1078,417)|
10,61,Total Employees,428,740,42,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,62,61,46,0,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(364,733)|
10,63,Service Capacity,802,830,56,11,8,3,0,32,-1,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||0-0-0
10,64,Effect of Fatigue on Productivity,960,873,70,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,65,64,63,0,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(873,849)|
1,66,55,63,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(841,782)|
10,67,Initial Workforce,1148,107,55,11,8,3,0,0,-1,0,0,0
1,68,23,55,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(863,665)|
10,69,Desired Service Capacity,290,861,52,19,8,3,0,0,-1,0,0,0
10,70,Desired Completion Rate,133,839,61,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,71,70,69,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(209,849)|
10,72,Standard PDY,124,752,59,11,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,73,72,69,0,0,45,0,2,192,0,-1--1--1,|12||0-0-0,1|(194,798)|
10,74,Standard Workweek,150,909,43,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,75,74,69,0,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(208,888)|
12,76,48,648,374,10,8,0,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
1,77,78,76,4,0,0,22,0,0,0,-1--1--1,,1|(689,373)|
11,78,48,726,373,6,8,34,3,0,0,1,0,0,0
10,79,Rookie Lay Off Rate,726,399,43,18,40,131,0,0,-1,0,0,0
10,80,Maximum Layoff Rate,703,520,56,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
10,81,"Avg. Layoff Time",804,478,31,31,6,131,0,1,0,0,0,0,0-128-0,0-0-0,|12||0-0-0
1,82,80,79,1,0,43,0,32,192,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(712,465)|
1,83,81,80,1,0,45,0,32,192,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(753,517)|
10,84,Desired Lay Off Rate,438,466,54,19,8,3,0,0,0,0,0,0
1,85,84,79,1,0,43,0,32,192,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(480,435)|
10,86,Willingness to Lay Off,383,532,45,19,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0
1,87,86,84,1,0,43,0,32,192,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(399,499)|
1,88,44,84,1,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(314,485)|
1,89,78,13,100,0,0,22,0,0,0,-1--1--1,,1|(770,373)|
1,90,13,80,1,0,0,0,0,64,0,-1--1--1,,1|(766,437)|
1,91,36,13,0,0,0,0,0,64,1,-1--1--1,,1|(1010,272)|
10,92,"PID -- Desired Service Capacity",342,947,62,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
10,93,PID Switch,467,963,35,11,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-0-0
10,94,Desired Workforce,426,844,46,22,3,131,0,0,0,0,0,0
10,95,Perceived Employee Effectiveness,642,876,64,24,3,131,0,0,0,0,0,0
1,96,54,94,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(527,809)|
1,97,69,94,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(351,856)|
1,98,53,94,0,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(509,905)|
1,99,52,95,0,0,0,0,0,64,0,-1--1--1,,1|(747,907)|
10,100,Total Employees,732,962,42,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,101,100,95,0,0,0,0,0,64,0,-1--1--1,,1|(695,926)|
1,102,94,46,1,0,0,0,0,64,0,-1--1--1,,1|(328,787)|
1,103,93,94,0,0,0,0,0,64,0,-1--1--1,,1|(450,915)|
1,104,92,94,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(378,902)|
12,105,48,640,630,10,8,0,3,0,0,-1,0,0,0
1,106,108,105,4,0,0,22,0,0,0,-1--1--1,,1|(685,629)|
1,107,108,23,100,0,0,22,0,0,0,-1--1--1,,1|(769,629)|
11,108,48,727,629,6,8,34,3,0,0,1,0,0,0
10,109,"Exp. Lay Off Rate",727,648,59,11,40,3,0,0,-1,0,0,0
12,110,0,480,410,40,20,8,3,0,0,-1,0,0,0
1,111,80,108,0,0,0,0,0,64,0,-1--1--1,,1|(714,574)|
1,112,36,23,0,0,0,0,0,64,1,-1--1--1,,1|(1009,392)|
1,113,84,109,1,0,0,0,0,64,0,-1--1--1,,1|(585,624)|
1,114,79,109,1,0,0,0,0,64,0,-1--1--1,,1|(639,496)|
12,115,0,1009,542,40,20,8,3,0,0,-1,0,0,0
1,116,63,95,1,0,0,0,0,64,0,-1--1--1,,1|(748,858)|
1,117,44,11,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(401,302)|
10,118,Rookie Quits,562,147,52,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,119,Expert Quits,552,69,51,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,120,119,35,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(497,90)|
1,121,118,35,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(502,133)|
1,122,95,94,1,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(509,867)|
10,123,Initial WF,1041,151,43,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,124,123,13,0,0,0,0,0,64,1,-1--1--1,,1|(959,248)|
1,125,123,23,0,0,0,0,0,64,1,-1--1--1,,1|(957,368)|
\\\---/// Sketch information - do not modify anything except names
V300  Do not put anything below this section - it will be ignored
*Performance Measures
$192-192-192,0,Tw Cen MT|12||0-0-0|0-0-0|0-0-255|-1--1--1|-1--1--1|96,96,80,0
10,1,Effect of Inexperience on Probability of Error Free,210,464,82,19,8,3,0,0,0,0,0,0
10,2,Probability of Error Generation,421,559,64,19,8,3,0,32,0,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||0-0-0
1,3,1,2,1,0,45,0,32,64,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(347,504)|
10,4,Table for Effect of Inexperience on PEF,5,414,67,19,8,3,0,2,0,0,0,0,-1--1--1,0-0-0,|12||255-128-0
1,5,4,1,0,0,0,0,0,64,0,-1--1--1,,1|(95,435)|
10,6,"Prod- uctivity",1236,316,42,42,11,131,0,1,-1,0,0,0,255-0-0,0-0-0,|12||0-0-0
10,7,Total Employees,1416,319,42,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,8,7,6,0,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(1332,317)|
10,9,Standard Workweek,-1,671,43,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|10||128-128-128
10,10,Effect of Fatigue on Probability of Error Free,198,661,80,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
10,11,Recent Workweek,2,612,43,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|10||128-128-128
1,12,11,10,0,0,45,0,32,64,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(76,630)|
1,13,9,10,0,0,45,0,32,64,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(73,667)|
1,14,10,2,1,0,45,0,32,64,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(349,627)|
10,15,Table for Effect of Fatigue on PEF,3,736,60,19,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
1,16,15,10,0,0,0,0,0,64,0,-1--1--1,,1|(93,701)|
10,17,Cumulative Error in Delivery Delay,1090,154,60,24,3,131,0,0,0,0,0,0
12,18,48,1262,151,10,8,0,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
1,19,21,17,4,0,0,22,0,0,0,-1--1--1,,1|(1183,152)|
1,20,21,18,100,0,0,22,0,0,0,-1--1--1,,1|(1240,152)|
11,21,48,1223,152,6,8,34,3,0,0,1,0,0,0
10,22,changing delay,1223,171,51,11,40,3,0,0,-1,0,0,0
10,23,Target Delivery Delay,1153,246,58,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,24,23,22,0,0,0,0,0,64,0,-1--1--1,,1|(1186,209)|
10,25,Cumulative Delivery Delay,1070,14,40,20,3,3,0,0,0,0,0,0
12,26,48,1232,8,10,8,0,3,0,0,-1,0,0,0
1,27,29,25,4,0,0,22,0,0,0,-1--1--1,,1|(1135,8)|
1,28,29,26,100,0,0,22,0,0,0,-1--1--1,,1|(1197,8)|
11,29,48,1166,8,6,8,34,3,0,0,1,0,0,0
10,30,changing reported delay,1166,27,52,19,40,3,0,0,-1,0,0,0
10,31,Clinic Utilization Rate,139,279,62,62,11,131,0,1,0,0,0,0,255-0-0,0-0-0,|12||0-0-0
10,32,Standard Workweek,-29,251,43,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,33,32,31,0,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(38,261)|
10,34,Target Clinic Utilization,253,257,42,19,8,3,0,0,0,0,0,0
10,35,Workweek,-1,325,48,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,36,35,31,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(47,308)|
10,37,Delivery Delay,143,-103,49,11,8,131,0,0,0,0,0,0
10,38,Reported Delivery Delay,311,-96,60,60,11,131,0,1,0,0,0,0,255-0-0,0-0-0,|12||0-0-0
1,39,37,38,0,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(214,-99)|
10,40,Service Backlog,-24,-52,33,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,41,Request Completion Rate,-11,34,61,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,42,40,37,1,0,43,0,2,64,0,-1--1--1,|12||0-0-0,1|(41,-68)|
1,43,41,37,1,0,45,0,2,64,0,-1--1--1,|12||0-0-0,1|(86,-31)|
10,44,Reported Delivery Delay,1249,78,56,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,45,44,29,0,0,0,0,0,64,0,-1--1--1,,1|(1203,40)|
10,46,Delivery Delay,1379,2,34,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,47,46,22,0,0,0,0,0,64,0,-1--1--1,,1|(1302,86)|
10,48,Insufficiency Rate,148,114,41,41,11,131,0,1,0,0,0,0,255-0-0,0-0-0,|12||0-0-0
10,49,Target Insufficiency Rate,270,98,57,19,8,3,0,0,0,0,0,0
10,50,Error Creation Rate,-23,157,53,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,51,50,48,0,0,0,0,0,64,0,-1--1--1,,1|(61,136)|
1,52,41,48,1,0,0,0,0,64,0,-1--1--1,,1|(45,58)|
10,53,Cost per Employee,1385,527,45,45,6,131,0,1,0,0,0,0,0-128-0,0-0-0,|12||0-0-0
10,54,Total Employees,1280,565,42,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,55,"Avg. Cost per Patient - Salary",794,1019,61,61,11,131,0,1,0,0,0,0,255-0-0,0-0-0,|12||0-0-0
10,56,Service Backlog,1367,1261,33,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,57,"Avg. Requests per Patient",1154,1252,60,19,8,3,0,0,0,0,0,0
10,58,"Cumulative Cost-FS",1024,471,40,20,3,3,0,0,0,0,0,0
12,59,48,1200,472,10,8,0,3,0,0,-1,0,0,0
1,60,62,58,4,0,0,22,0,0,0,-1--1--1,,1|(1094,476)|
1,61,62,59,100,0,0,22,0,0,0,-1--1--1,,1|(1163,476)|
11,62,48,1130,476,6,8,34,3,0,0,1,0,0,0
10,63,"Yearly Cost of C&P-FS",1130,503,48,19,40,3,0,0,-1,0,0,0
10,64,"Avg. Cost - Fee for Service",611,630,48,48,11,131,0,17,0,0,0,0,255-0-255,0-0-0,|12|U|0-0-0
1,65,58,64,0,0,0,0,0,64,0,-1--1--1,,1|(828,545)|
10,66,Total time,922,905,33,11,8,3,0,0,0,0,0,0
1,67,66,237,0,0,0,0,0,64,0,-1--1--1,,1|(901,818)|
10,68,Total time,1122,77,44,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,69,"Avg. Reported Delivery Delay",802,-7,61,61,11,131,0,17,0,0,0,0,255-0-255,0-0-0,|12|U|0-0-0
1,70,68,69,0,0,0,0,0,64,0,-1--1--1,,1|(978,40)|
1,71,25,69,0,0,0,0,0,64,0,-1--1--1,,1|(953,6)|
10,72,"Avg. Absolute Delivery Delay Error",881,149,66,66,11,131,0,1,0,0,0,0,255-0-0,0-0-0,|12||0-0-0
1,73,68,72,0,0,0,0,0,64,0,-1--1--1,,1|(1023,107)|
1,74,17,72,0,0,0,0,0,64,0,-1--1--1,,1|(995,151)|
10,75,Cumulative Service Backlog,1158,1102,40,20,3,3,0,0,0,0,0,0
12,76,48,1342,1100,10,8,0,3,0,0,-1,0,0,0
1,77,79,75,4,0,0,22,0,0,0,-1--1--1,,1|(1228,1100)|
1,78,79,76,100,0,0,22,0,0,0,-1--1--1,,1|(1301,1100)|
11,79,48,1264,1100,6,8,34,3,0,0,1,0,0,0
10,80,changing SB,1264,1119,41,11,40,3,0,0,-1,0,0,0
1,81,56,80,0,0,0,0,0,64,0,-1--1--1,,1|(1316,1191)|
10,82,"Avg. Backlog",680,906,47,47,11,131,0,17,0,0,0,0,255-0-255,0-0-0,|12|U|0-0-0
1,83,75,82,0,0,0,0,0,64,0,-1--1--1,,1|(928,1008)|
1,84,66,82,0,0,0,0,0,64,0,-1--1--1,,1|(815,905)|
10,85,Cumulative Insufficiency Rate,285,13,40,20,3,3,0,0,0,0,0,0
12,86,48,117,10,10,8,0,3,0,0,-1,0,0,0
1,87,89,85,4,0,0,22,0,0,0,-1--1--1,,1|(218,10)|
1,88,89,86,100,0,0,22,0,0,0,-1--1--1,,1|(153,10)|
11,89,48,186,10,6,8,34,3,0,0,1,0,0,0
10,90,changing insufficiency,186,29,39,19,40,3,0,0,-1,0,0,0
1,91,48,90,0,0,0,0,0,64,0,-1--1--1,,1|(168,67)|
10,92,Total time,308,196,44,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,93,"Avg. Insuff- iciency Rate",590,76,56,56,11,131,0,17,0,0,0,0,255-0-255,0-0-0,|12|U|0-0-0
1,94,85,93,0,0,0,0,0,64,0,-1--1--1,,1|(422,42)|
1,95,92,93,0,0,0,0,0,64,0,-1--1--1,,1|(427,145)|
10,96,Cumulative CU Rate,320,331,40,20,3,3,0,0,0,0,0,0
12,97,48,190,329,10,8,0,3,0,0,-1,0,0,0
1,98,100,96,4,0,0,22,0,0,0,-1--1--1,,1|(263,329)|
1,99,100,97,100,0,0,22,0,0,0,-1--1--1,,1|(217,329)|
11,100,48,241,329,6,8,34,3,0,0,1,0,0,0
10,101,changing CU,241,348,43,11,40,3,0,0,-1,0,0,0
1,102,31,100,1,0,0,0,0,64,0,-1--1--1,,1|(215,287)|
10,103,"Avg. Clinic Utilization Rate",593,223,64,64,11,131,0,17,0,0,0,0,255-0-255,0-0-0,|12|U|0-0-0
1,104,96,103,0,0,0,0,0,64,0,-1--1--1,,1|(438,284)|
1,105,92,103,0,0,0,0,0,64,0,-1--1--1,,1|(433,207)|
10,106,"Cumulative Avg. PDY",1041,294,40,20,3,3,0,0,0,0,0,0
12,107,48,1166,288,10,8,0,3,0,0,-1,0,0,0
1,108,110,106,4,0,0,22,0,0,0,-1--1--1,,1|(1099,292)|
1,109,110,107,100,0,0,22,0,0,0,-1--1--1,,1|(1143,292)|
11,110,48,1124,292,6,8,34,3,0,0,1,0,0,0
10,111,changing productivity,1124,311,39,19,40,3,0,0,-1,0,0,0
1,112,6,111,0,0,0,0,0,64,0,-1--1--1,,1|(1185,314)|
10,113,Total time,1075,368,44,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,114,"Avg. Productivity",965,405,44,44,11,131,0,17,0,0,0,0,255-0-0,0-0-0,|12|U|0-0-0
1,115,106,114,0,0,0,0,0,64,0,-1--1--1,,1|(1015,331)|
1,116,113,114,0,0,0,0,0,64,0,-1--1--1,,1|(1032,382)|
10,117,"Cost per Patient - Salary",911,1088,54,54,11,131,0,1,0,0,0,0,255-0-0,0-0-0,|12||0-0-0
1,118,57,117,0,0,0,0,0,64,0,-1--1--1,,1|(1051,1182)|
1,119,63,218,0,0,0,0,0,64,0,-1--1--1,,1|(1016,907)|
1,120,56,117,0,0,0,0,0,64,0,-1--1--1,,1|(1156,1180)|
10,121,"Cumulative Cost per Patient - S",881,1190,40,20,3,3,0,0,0,0,0,0
12,122,48,1063,1191,10,8,0,3,0,0,-1,0,0,0
1,123,125,121,4,0,0,22,0,0,0,-1--1--1,,1|(951,1191)|
1,124,125,122,100,0,0,22,0,0,0,-1--1--1,,1|(1023,1191)|
11,125,48,987,1191,6,8,34,3,0,0,1,0,0,0
10,126,"Changing costs - Salary",987,1210,54,19,40,3,0,0,-1,0,0,0
1,127,117,125,0,0,0,0,0,64,0,-1--1--1,,1|(962,1158)|
1,128,121,55,0,0,0,0,0,64,0,-1--1--1,,1|(851,1131)|
1,129,66,55,0,0,0,0,0,64,0,-1--1--1,,1|(887,935)|
10,130,Service Capacity,1391,386,37,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,131,130,6,0,0,0,0,0,64,0,-1--1--1,,1|(1322,354)|
10,132,Cumulative Service Capacity,874,281,40,20,3,3,0,0,0,0,0,0
12,133,48,983,281,10,8,0,3,0,0,-1,0,0,0
1,134,136,132,4,0,0,22,0,0,0,-1--1--1,,1|(925,281)|
1,135,136,133,100,0,0,22,0,0,0,-1--1--1,,1|(961,281)|
11,136,48,943,281,6,8,34,3,0,0,1,0,0,0
10,137,changing service capacity,943,300,55,19,40,3,0,0,-1,0,0,0
10,138,"Avg. Service Capacity",722,333,48,48,11,131,0,1,0,0,0,0,255-0-255,0-0-0,|12||0-0-0
1,139,132,138,0,0,0,0,0,64,0,-1--1--1,,1|(808,302)|
1,140,113,138,0,0,0,0,0,64,0,-1--1--1,,1|(907,351)|
1,141,130,137,0,0,0,0,0,64,0,-1--1--1,,1|(1182,345)|
10,142,Standard PDY,1178,408,59,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,143,142,6,0,0,0,0,0,64,0,-1--1--1,,1|(1192,383)|
10,144,"Avg. Instantaneous PDY",2,473,61,19,8,3,0,0,0,0,0,0
1,145,144,1,0,0,0,0,0,64,0,-1--1--1,,1|(88,469)|
10,146,Effective Workforce,-98,536,42,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,147,Total Employees,-2,546,42,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,148,146,144,0,0,0,0,0,64,0,-1--1--1,,1|(-53,508)|
1,149,147,144,0,0,0,0,0,64,0,-1--1--1,,1|(0,516)|
10,150,"Days/week",989,61,39,11,8,3,0,0,0,0,0,0
1,151,150,69,0,0,0,0,0,64,0,-1--1--1,,1|(917,36)|
1,152,150,72,0,0,0,0,0,64,0,-1--1--1,,1|(966,80)|
10,153,"Avg. Cost per Patient - S - wPAs",548,1051,59,19,8,3,0,0,0,0,0,0
10,154,"Cost per Patient - S - wPAs",539,1116,58,19,8,3,0,0,0,0,0,0
1,155,55,153,0,0,0,0,0,64,0,-1--1--1,,1|(676,1033)|
1,156,117,154,0,0,0,0,0,64,0,-1--1--1,,1|(733,1100)|
10,157,Cumulative Delivery Delay 0,1064,-166,40,20,3,3,0,0,0,0,0,0
12,158,48,1226,-172,10,8,0,3,0,0,-1,0,0,0
1,159,161,157,4,0,0,22,0,0,0,-1--1--1,,1|(1129,-172)|
1,160,161,158,100,0,0,22,0,0,0,-1--1--1,,1|(1191,-172)|
11,161,48,1160,-172,6,8,34,3,0,0,1,0,0,0
10,162,changing delivery delay,1160,-153,59,19,40,3,0,0,-1,0,0,0
10,163,Total time,1116,-103,44,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,164,"Avg. Delivery Delay",796,-187,61,61,11,131,0,17,0,0,0,0,255-0-255,0-0-0,|12|U|0-0-0
1,165,163,164,0,0,0,0,0,64,0,-1--1--1,,1|(972,-140)|
1,166,157,164,0,0,0,0,0,64,0,-1--1--1,,1|(947,-174)|
10,167,"Days/week 0",958,-107,46,11,8,3,0,0,0,0,0,0
1,168,167,164,0,0,0,0,0,64,0,-1--1--1,,1|(902,-133)|
1,169,46,162,0,0,0,0,0,64,0,-1--1--1,,1|(1275,-71)|
10,170,Workweek,1452,695,48,11,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,171,Standard Workweek,1451,653,43,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,172,Salaried Employees' Cost,1306,861,54,19,8,3,0,0,0,0,0,0
10,173,"Fee-Service Employee's Cost",1217,629,54,19,8,3,0,0,0,0,0,0
1,174,170,173,0,0,0,0,0,64,0,-1--1--1,,1|(1348,665)|
10,175,Total Employees,1458,745,42,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,176,Cost per Employee,1458,805,39,19,8,2,0,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,177,175,172,0,0,0,0,0,64,0,-1--1--1,,1|(1387,798)|
1,178,176,172,0,0,0,0,0,64,0,-1--1--1,,1|(1394,828)|
1,179,175,173,0,0,0,0,0,64,0,-1--1--1,,1|(1343,690)|
1,180,176,173,0,0,0,0,0,64,0,-1--1--1,,1|(1343,721)|
10,181,"Avg. Total Cost - Salary",602,776,48,48,11,131,0,17,0,0,0,0,255-0-255,0-0-0,|12|U|0-0-0
10,182,"Cumulative Cost - Salary",1046,885,40,20,3,3,0,0,0,0,0,0
12,183,48,1222,886,10,8,0,3,0,0,-1,0,0,0
1,184,186,182,4,0,0,22,0,0,0,-1--1--1,,1|(1116,890)|
1,185,186,183,100,0,0,22,0,0,0,-1--1--1,,1|(1185,890)|
11,186,48,1152,890,6,8,34,3,0,0,1,0,0,0
10,187,"Yearly Cost of C&P - Salary",1152,917,48,19,40,3,0,0,-1,0,0,0
1,188,66,236,0,0,0,0,0,64,0,-1--1--1,,1|(891,853)|
1,189,182,236,0,0,0,0,0,64,0,-1--1--1,,1|(952,835)|
1,190,173,63,0,0,0,0,0,64,0,-1--1--1,,1|(1177,571)|
1,191,172,186,0,0,0,0,0,64,0,-1--1--1,,1|(1211,878)|
1,192,171,173,0,0,0,0,0,64,0,-1--1--1,,1|(1346,642)|
10,193,"Cumulative Cost - Salary OT",1057,784,40,20,3,3,0,0,0,0,0,0
12,194,48,1233,785,10,8,0,3,0,0,-1,0,0,0
1,195,197,193,4,0,0,22,0,0,0,-1--1--1,,1|(1127,789)|
1,196,197,194,100,0,0,22,0,0,0,-1--1--1,,1|(1196,789)|
11,197,48,1163,789,6,8,34,3,0,0,1,0,0,0
10,198,"Yearly Cost of C&P - Salary OT",1163,816,65,19,40,3,0,0,-1,0,0,0
1,199,171,198,0,0,0,0,0,64,0,-1--1--1,,1|(1313,731)|
1,200,170,198,0,0,0,0,0,64,0,-1--1--1,,1|(1323,748)|
1,201,175,198,0,0,0,0,0,64,0,-1--1--1,,1|(1328,775)|
1,202,176,198,0,0,0,0,0,64,0,-1--1--1,,1|(1330,809)|
10,203,OT Cost Ratio,1215,720,36,36,6,131,0,1,0,0,0,0,0-128-0,0-0-0,|12||0-0-0
1,204,203,197,0,0,0,0,0,64,0,-1--1--1,,1|(1184,760)|
1,205,193,237,0,0,0,0,0,64,0,-1--1--1,,1|(970,749)|
10,206,"Total Yearly Cost - Salary",1142,1009,62,19,8,3,0,0,0,0,0,0
1,207,198,206,0,0,0,0,0,64,0,-1--1--1,,1|(1153,905)|
1,208,187,206,0,0,0,0,0,64,0,-1--1--1,,1|(1147,956)|
1,209,206,117,0,0,0,0,0,64,0,-1--1--1,,1|(1032,1046)|
12,210,0,1439,1001,40,20,8,3,0,0,-1,0,0,0
10,211,"Avg. Cost per Patient - Fee for Service",741,1255,64,64,11,131,0,1,0,0,0,0,255-0-0,0-0-0,|12||0-0-0
10,212,Cumulative Service Backlog 0,1137,1374,40,20,3,3,0,0,0,0,0,0
12,213,48,1321,1372,10,8,0,3,0,0,-1,0,0,0
1,214,216,212,4,0,0,22,0,0,0,-1--1--1,,1|(1207,1372)|
1,215,216,213,100,0,0,22,0,0,0,-1--1--1,,1|(1280,1372)|
11,216,48,1243,1372,6,8,34,3,0,0,1,0,0,0
10,217,changing SB 0,1243,1391,47,11,40,3,0,0,-1,0,0,0
10,218,"Cost per Patient - Fee for Service",890,1361,55,55,11,131,0,1,0,0,0,0,255-0-0,0-0-0,|12||0-0-0
10,219,"Cumulative Cost per Patient - FFS",860,1462,40,20,3,3,0,0,0,0,0,0
12,220,48,1042,1463,10,8,0,3,0,0,-1,0,0,0
1,221,223,219,4,0,0,22,0,0,0,-1--1--1,,1|(930,1463)|
1,222,223,220,100,0,0,22,0,0,0,-1--1--1,,1|(1002,1463)|
11,223,48,966,1463,6,8,34,3,0,0,1,0,0,0
10,224,"Changing costs - Fee for Service",966,1482,68,19,40,3,0,0,-1,0,0,0
1,225,218,223,0,0,0,0,0,64,0,-1--1--1,,1|(941,1431)|
1,226,219,211,0,0,0,0,0,64,0,-1--1--1,,1|(816,1386)|
10,227,"Avg. Cost per Patient - FFS - wPAs",552,1273,71,19,8,3,0,0,0,0,0,0
10,228,"Cost per Patient - FFS - wPAs",546,1324,58,19,8,3,0,0,0,0,0,0
1,229,211,227,0,0,0,0,0,64,0,-1--1--1,,1|(656,1262)|
1,230,218,228,0,0,0,0,0,64,0,-1--1--1,,1|(726,1343)|
12,231,0,1418,1273,40,20,8,3,0,0,-1,0,0,0
1,232,57,218,0,0,0,0,0,64,0,-1--1--1,,1|(1032,1301)|
1,233,56,218,0,0,0,0,0,64,0,-1--1--1,,1|(1146,1306)|
1,234,56,216,0,0,0,0,0,64,0,-1--1--1,,1|(1301,1318)|
1,235,66,211,0,0,0,0,0,64,0,-1--1--1,,1|(848,1047)|
10,236,"Avg. Cost - Salary",849,781,37,19,8,3,0,0,0,0,0,0
10,237,"Avg. Cost - SalaryOT",875,711,37,19,8,3,0,0,0,0,0,0
1,238,66,64,0,0,0,0,0,64,0,-1--1--1,,1|(789,787)|
1,239,236,181,0,0,0,0,0,64,0,-1--1--1,,1|(737,778)|
1,240,237,181,0,0,0,0,0,64,0,-1--1--1,,1|(750,739)|
\\\---/// Sketch information - do not modify anything except names
V300  Do not put anything below this section - it will be ignored
*Demand
$192-192-192,0,Times New Roman|12||0-0-0|0-0-0|0-0-255|-1--1--1|-1--1--1|96,96,90,0
10,1,Input,423,662,18,11,8,131,0,32,-1,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||0-0-0
10,2,Pink Noise,771,594,40,20,3,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
12,3,48,903,597,10,8,0,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
10,4,White Noise,798,697,41,11,8,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
10,5,Noise Standard Deviation,691,725,53,19,8,3,0,34,0,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||255-128-0
10,6,TIME STEP,705,657,45,11,0,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|128-128-128
10,7,Pink Noise,350,611,45,11,0,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|128-128-128
10,8,Noise Start Time,450,547,53,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
10,9,Pulse Quantity,524,622,47,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
10,10,Pulse Time,556,676,34,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
10,11,Sine Amplitude,557,701,49,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
10,12,Sine Period,523,730,38,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
10,13,Step Height,425,776,39,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
10,14,Step Time,484,757,33,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
10,15,Time,310,647,28,11,0,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|128-128-128
11,16,44,861,599,6,8,34,3,0,0,1,0,0,0
10,17,Change in Pink Noise,861,626,49,19,40,3,0,32,0,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
10,18,Noise Correlation Time,928,678,58,19,8,3,0,34,0,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||255-128-0
1,19,8,1,0,0,0,0,0,0,0,-1--1--1,,1|(438,597)|
1,20,9,1,0,0,0,0,0,0,0,-1--1--1,,1|(475,641)|
1,21,10,1,0,0,0,0,0,0,0,-1--1--1,,1|(488,668)|
1,22,11,1,1,0,0,0,0,0,0,-1--1--1,,1|(514,690)|
1,23,12,1,0,0,0,0,0,0,0,-1--1--1,,1|(478,699)|
1,24,13,1,0,0,0,0,0,0,0,-1--1--1,,1|(424,725)|
1,25,14,1,0,0,0,0,0,0,0,-1--1--1,,1|(457,715)|
1,26,15,1,0,0,0,0,0,0,0,-1--1--1,,1|(364,653)|
1,27,16,2,4,0,0,22,0,0,0,-1--1--1,,1|(833,599)|
1,28,16,3,100,0,0,22,0,0,0,-1--1--1,,1|(880,599)|
1,29,2,17,2,0,0,0,0,0,0,-1--1--1,,1|(820,649)|
1,30,4,17,2,0,0,0,0,0,0,-1--1--1,,1|(858,664)|
1,31,18,17,2,0,0,0,0,0,0,-1--1--1,,1|(914,630)|
1,32,18,4,1,0,0,0,0,0,0,-1--1--1,,1|(858,715)|
1,33,6,4,1,0,0,0,0,0,0,-1--1--1,,1|(741,685)|
1,34,5,4,1,0,0,0,0,0,0,-1--1--1,,1|(758,714)|
1,35,7,1,0,0,0,0,0,0,0,-1--1--1,,1|(380,632)|
10,36,Noise Seed,798,783,38,11,8,3,0,32,-1,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||0-0-0
10,37,Pulse Duration,570,648,46,11,8,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
1,38,37,1,0,0,0,0,0,64,0,-1--1--1,,1|(489,655)|
10,39,Input,693,505,29,11,0,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
10,40,Initial Arrival Rate,695,371,58,11,8,3,0,32,0,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||0-0-0
10,41,Exogenous Request Arrival Rate,818,424,64,19,8,3,0,32,0,0,0,0,-1--1--1,0-0-0,Tw Cen MT|12||0-0-0
1,42,39,41,0,0,43,0,32,192,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(742,472)|
12,43,0,1354,440,325,262,3,188,0,32,2,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
Clinic Utilization Rate,Graph
1,44,40,41,0,0,43,0,32,64,0,-1--1--1,Tw Cen MT|12||0-0-0,1|(740,390)|
10,45,Standard Completion Rate,276,555,61,19,8,2,1,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
10,46,Standard Completion Rate,436,437,55,19,8,3,0,32,-1,0,0,0,0-0-0,0-0-0,Tw Cen MT|12||0-0-0
10,47,Standard PDY,277,448,59,11,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,48,47,46,0,0,43,0,0,0,0,-1--1--1,,1|(351,442)|
10,49,Service Capacity,292,391,37,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,50,49,46,0,0,43,0,0,0,0,-1--1--1,,1|(348,408)|
10,51,Standard Workweek,278,509,43,19,8,2,0,35,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||128-128-128
1,52,51,46,0,0,43,0,0,0,0,-1--1--1,,1|(350,475)|
10,53,Ramp End Time,187,785,51,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||0-0-0
10,54,Ramp Slope,99,713,41,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||0-0-0
10,55,Ramp Start Time,111,756,54,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12||0-0-0
10,56,Ramp End Time 2,326,908,57,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
10,57,Ramp Slope 2,238,836,47,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
10,58,Ramp Start Time 2,250,879,61,11,0,3,0,33,-1,0,0,0,128-128-128,0-0-0,Tw Cen MT|12|B|0-0-0
1,59,54,1,0,0,0,0,0,64,0,-1--1--1,,1|(265,686)|
1,60,55,1,0,0,0,0,0,64,0,-1--1--1,,1|(269,708)|
1,61,53,1,0,0,0,0,0,64,0,-1--1--1,,1|(300,725)|
1,62,57,1,0,0,0,0,0,64,0,-1--1--1,,1|(324,753)|
1,63,58,1,0,0,0,0,0,64,0,-1--1--1,,1|(331,775)|
1,64,56,1,0,0,0,0,0,64,0,-1--1--1,,1|(371,791)|
12,65,0,1170,758,80,20,3,92,0,0,0,0,0,0
Initial Workforce,0,200,1
10,66,Noise Multiplier,668,856,40,40,6,131,0,1,0,0,0,0,0-128-0,0-0-0,|12||0-0-0
1,67,66,5,0,0,0,0,0,64,0,-1--1--1,,1|(679,787)|
10,68,Initial WF,697,267,32,11,8,3,0,0,0,0,0,0
1,69,41,68,0,0,0,0,0,64,1,-1--1--1,,1|(758,347)|
1,70,47,68,0,0,0,0,0,64,1,-1--1--1,,1|(480,360)|
1,71,51,68,0,0,0,0,0,64,1,-1--1--1,,1|(487,387)|
10,72,Probability of Error Generation,697,297,67,19,8,2,1,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,73,Rookie productivity fraction,697,297,68,19,8,2,1,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
10,74,Steady State Rookie Fraction,697,297,57,19,8,2,1,3,-1,0,0,0,128-128-128,0-0-0,|12||128-128-128
1,75,73,68,0,0,0,0,0,64,1,-1--1--1,,1|(697,278)|
1,76,74,68,0,0,0,0,0,64,1,-1--1--1,,1|(697,278)|
///---\\\
:GRAPH Clinic_Utilization
:TITLE Clinic Utilization
:X-AXIS Target Clinic Utilization
:X-LABEL Target Clinic Utilization
:SCALE
:VAR Clinic Utilization Rate
:Y-MAX 1.1

:GRAPH forecast
:TITLE forecast
:X-MAX 100
:SCALE
:VAR Extrapolated Quantity
:Y-MIN 200
:Y-MAX 250
:VAR PerceivedQuantity
:VAR Actual Quantity

:GRAPH arrival_v_completions
:TITLE referrals and delay
:X-AXIS Request Arrival Rate
:X-LABEL Request Arrival Rate
:LABEL-INTERVALS
:SCALE
:VAR Reported Delivery Delay
:Y-MIN 3
:Y-MAX 7

:GRAPH arrivals_and_errors
:TITLE arrivals and errors
:X-AXIS Error Discovery Rate
:X-LABEL Error Discovery Rate
:X-MAX 150
:SCALE
:VAR Request Arrival Rate
:Y-MIN 300
:Y-MAX 1200

:GRAPH metrics_and_cause
:TITLE metrics and cause
:SCALE
:VAR Insufficiency Rate
:Y-MAX 0.4
:VAR Target Insufficiency Rate
:SCALE
:VAR Reported Delivery Delay
:VAR Target Delivery Delay

:GRAPH Performance_v_Cost
:TITLE Performance v Cost
:X-AXIS "Yearly Cost of C&P"
:X-LABEL Cost
:SCALE
:VAR "Delivery Delay"
:UNITS weeks
:L<%^E!@
1:N:\Documents\DISSERTATION\3 - C&P Case Study\test.vdf
9:test
22:weeks=week
23:0
18:C&P_July-v4.vsc
15:0,0,0,0,0,0
19:80,0
27:2,
34:0,
4:Time
5:Total time
35:Date
36:YYYY-MM-DD
37:2000
38:1
39:1
40:3
41:0
24:0
25:500
26:500