Mapping The Stock And Flow Structure Of Systems Assignment

This is a group assignment. Please complete it with your group. This assignment provides you with the opportunity to practice with the structure and dynamics of stocks and flows. Stocks and flows are the building blocks from which every dynamic system is constructed. The ability to identify, map, and understand the dynamics of the networks of stocks and flows in a system is essential to understanding the processes of interest in any modeling effort. This assignment will focus on goal seeking proceSDES.

• Submiting your work One member of your tears should submit your team's write up and model on Blackboard as a single ap (or 72) 6ile containing a word document and a Vensimmd file. Make sure the weite up lists the full names of all members of your group.
• Modeling Goal-Seeking Processes All goal-seeking processes consist of balancing (negative) feedback loops. In a balancing loop, the system state is compared to a goal, and the gap or discrepancy is assessed Corrective actions respond to the sign and magnitude of the gap, bringing the state of the system in line with the goal. For example, consider programs designed to improve the quality of a process in a company. The process could be in manufacturing, administration, product development--any activity within the organization. Improvement activity is iterative. Members of an improvement team identify sources of defects in a process, often ranking benefits of comecting them using a Pareto chart They then design ways to eliminate the source of the defect and try experiments until a solution is found. They then move on to the next most critical source of defects. Quality professionals refer to this iterative cycle as the Plan-Do-Check-Act" or "POCA cycle (also known as the Deming cycle, after the quality expert W. Edwards Deming) in the POCA process, the improvement team (1) plans an experiment to test an improvement idea, (2) does the experiment, (3) che a new experiment if the first one fak 1/4 warka, then (4) acts either planning ing the solution and then planning new experiments to eliminate other sources al sects The team continues to cycle around the PDCA loop successively addressing and correcting root causes of defects in

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