ithnithmBook@@BNx2gC_StringPrint_SetupTPrintxxHHF UHHFd'qg odStartupSound_TabLISTBook_PrefsAct  ,,l~List    Scene    Drawing_Model   Draw_Specs  JJ  diagram_struct_arrayDependentsdrmd ScriptPad_List Manuscript TPlay@@ltZXZPlay_PrefsPP??22  VXPModel$ S4g>PxYYSubscript_Set_List Subscript_SetΘg glArray(1Subscript_Set_1 Simulation_ModelRun_Specsjj?@H?+$Timeentity_struct_array+entity_struct2s @â@AbP@@?@@@â@AbP@MFQkR@MFQkR???@Vs@_@?_ Work_BacklogActive_Clientsint16_array# double_arraytoken_type_arraytoken_type  run_handle_array!!This stock contains the total amount of work not yet completed by the firm. Initially it is equal to the total number of Active Clients.Draw_Index"" Poster_Info##queue$$Units%%2s@n#8@RwKOO[??@kT>+@2|e#@n#8@RwKOO[@SEB@SEBk???@4!@_@?_Active_Clients125  }!llThe firm starts off with 125 Active Clients. Policies you implement can help them gain (or lose!) clients." #$%2f%@<2w?A??@:R@U@<2w?A@GB@O|H???@4`_gaining_clients&&Active_Clients*client_growth_fraction     !IIEach month the firm may add new clients to their current Active Clients." #$%2f#@5#o\@$|??@5ކ@ @5#o\@$|@p~@4!???@ _losing_clients$$Active_Clients*client_loss_fraction     !The firm has the potential to lose clients each month (as well as gain them). What can you do to cause them to lose as few clients as possible?" #$%2f @n#8@RwKOO[??@kT>+@2|e#@n#8@RwKOO[@SĞN\@SEBF???@_@_ adding_workActive_Clients*work_per_client     !GGThe total amount of new work added to the firms backlog each month. " #$%2f %@L!ž?Z):??@TH_D@@L!ž?Z):@ ++M@;t}"j???@ _ work_lost&&losing_clients*avg_backlog_per_client     !kkWhen clients leave the firm, they take with them a certain amount of work, which reduces the Work Backlog." #$%2c ? ?/w?C5???/w?/w?C5?WLi?WLi????/w?_client_growth_fractionPerceived_QualityXX@$@4@>@D@I@N@Q@T@V@YXX?tzG{?`A7L?E?/w? !This is the rate at which word of mouth brings new clients to the company. As Perceived Quality increases, so will this fraction. However, if Perceived Quality decreases, this fraction will also decrease." #$%2c ? ?S8???? ~??S8??dh$?dh$?????_client_loss_fractionPerceived_QualityXX@$@4@>@D@I@N@Q@T@V@YXX???أ =p?GzH?\(?GzH? =p ???? !As Perceived Quality begins to drop, clients will begin to leave at a faster rate. When a client leaves, they take a portion of the backlog with them." #$%2s  AT|՟)]A1Dz??AU9A3AT|՟)]A1DzAQ?A4`AQ?A4`???A3A3?aCash_Reservespro_salary*adjusted_headcount!   !   !This is the amount of money the firm has at the end of each month (after generate income and paying out salaries). Initially, it is assumed that the firm would have at least enough money to pay everyones salaries." # ^`@  0Poster_Tab&&&fz| uPNZHnpNz// NzJOfBJg>/ NUHnp@@Things are going well.AliasRecord''Play_Where(($%2fA:YWCPA'W??A3qAUCA:YWCPA'WA+gwA*{A???A3a incomecompleting_work*income_per_job      !BBThe firm generates revenue only when they complete an assignment." #$%2f,@erE@S|!??@`Wn 7@:L^Z@erE@S|!@Vs|K@V?p???@_@_ completing_work--adjusted_headcount*productivity_of_workforce#    #  !qqBased upon the number of employees and their productivity, a certain amount of work can be completed each month." #$%2l@I@I??@I@I@I@I@I@@I?b Rookies50  2!For the first 5 months at the firm, all new hires are thought of as Rookies. After 5 months they have either left or graduated to become Pros. During this 5 month training period, a Rookie is thought to be able to produce about 50% of the work of a Pro." #$%2s@Y@Y??@Y@4JX4@Y@Y@Y@Y???@$@Y?b Pros100 d!Fully productive employees." #$%2f5@$@$@I?@I@$@$@$@$???@$b hiring66laying_off + rookies_leaving_firm + pros_leaving_firm       !" #$%2m@$@$??@$@$@$@$@$:???@$bcoming_up_to_speed5   !;;It takes 5 months before Rookies come up to speed as Pros." #$%2k??i????brookies_leaving_firm0   !jjThe number of Rookies who leave each month. It is assumed that you wish to replace each one that leaves." #$%2f @I?@I???b laying_off0   !Layoffs happen at one moment in time. The number you choose will be laid off and then the Slider will reset until you choose to layoff again." #$%2c@_@@_@??@_@@4JX4@_@@_@@_@@_@^???@_@?badjusted_headcountPros + (Rookies*.5)  "   * ?    !__The adjusted headcount accounts for the fact that Rookies are only half as productive as Pros." #$%2c??????????!?????bpro_attrition_rate.1   ? !""10% of all Pros leave each month." #$%2f@$@$??@$@;yF@$@$@$@$???@$bpros_leaving_firmPros*pro_attrition_rate        !The number of Pros leaving the firm each month is a percentage of the total number of Pros at the firm. For the course of the simulation this percentage is assumed to be 10%." #$%2c A????????aCash_Res_$000Cash_Reserves/1000     !" #$%2f,A3A3??A3AA3A3A3A3???A3a expensesadjusted_headcount*pro_salary!   !  !" #$%2s2@V@IfL@Y?@Y@V@IfL@QY)1@QY)1???@V?`Perceived_Quality90 Z!Perceived Quality is the level of work quality the clients believe the firm is capable of producing. Initially, this perception matches the level of quality the firm can produce (a value of 90)." #$%2b34@"k`W\???F.a_0@"k`W\@ sM@ %]B'???`change_in_perceived_quality44(Actual_Quality - Perceived_Quality)/time_to_change      !((Perceived Quality can change each month. It takes a while for the clients to perceive a change in Actual Quality. If ratio of Perceived Quality/Actual Quality is very high (i.e. Actual Quality is much lower than the clients perceive), it won't take very long for them to notice the difference." #$%2c  @$5@@l??@j(c@L:a@@l@hm0j@hm0j+???@?`time_to_change!!Perceived_Quality/Actual_QualityXX?@@@@@@@ @"@$XX@$@@ffffff@@ @ @ @ @ @ffffff@     !,,If the Perceived Quality is much greater than the firms Actual Quality, it wont take long for the clients to notice. The bad news: The opposite is also true. If Actual Quality becomes much greater than the Perceived Quality it will take a while before the firm can recover from the bad press." #$%2c @Y6@V@Dq5@Y?@Y@V@Dq5@V@V???@V?`Actual_Qualityproductivity_of_workforce#XX?ə?ٙ?333334?陙??333333?ffffff???XX@V@V@V@V@V@V@K@@C@?@7@4 #!Actual Quality depends on the productivity of the workforce, which in turn depends upon the Work Backlog. If the Work Backlog becomes too high and the staff is forced to work at a much higher level than usual, Actual Quality will plummet." #$%2c=????????????????_work_per_client1 !@@This is the amount of work the firm gets each month per client." #$%2c@@(Pm3?A5??@?`Q4@(Pm3?A5?P?P?????_avg_backlog_per_clientWork_Backlog/Active_Clients     !" #$%2cE@È@È??@È@È@È@È@È@È.???@È?a income_per_job10000  '!//During the course of the simulation, the model assumes the amount the firm charges per job is $10,000. You may wish to change this assumption at some point. Perhaps as Perceived Quality drops they arent able to attract as many high paying jobs. Or you may have another assumption you wish to model." #$%2c F@È@È??@È@È@È@È@È@È,???@È?a! pro_salary10000 '!--Each Pro makes $10,000 per month on average." #$%2cJ@_@@_@??@_@@4JX4@_@@_@@_@@_@W???@_@?_"target_backlogadjusted_headcount# !XXThe target backlog for the firm depends upon the number of people working for the firm." #$%2c @K?b ?tU?????b ?tU?y!?y!?????_#productivity_of_workforceWork_Backlog/target_backlog" XX???@@@@ @@@XX?? =p ??Q?=p =?333333??Q?Q?Gz?   "  !As the total Work Backlog rises above the target backlog, workers become more productive. However, as this ratio climbs, productivity can only increase so much before leveling off." #$%2g_??????'Clients!" #$%2g`??????(Product Quality!" #$%2g a??????) 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