This simulation allows you to compare different approaches to influence flow, the Flow Times and the throughput of a work process.   By adjusting the sliders below you can    observe the work process  without  any work in process limitations ( WIP Limits ),   with process step specific WIP Limits* (
This simulation allows you to compare different approaches to influence flow, the Flow Times and the throughput of a work process.

By adjusting the sliders below you can 
  • observe the work process without any work in process limitations (WIP Limits), 
  • with process step specific WIP Limits* (work state WIP limits), 
  • or you may want to see the impact of the Tameflow approach with Kanban Token and Replenishment Token 
  • or see the impact of the Drum-Buffer-Rope** method. 
* Well know in (agile) Kanban
** Known in the physical world of factory production

The "Tameflow approach" using Kanban Token and Replenishment Token as well as the Drum-Buffer-Rope method take oth the Constraint (the weakest link of the work process) into consideration when pulling in new work items into the delivery "system". 

You can also simulate the effects of PUSH instead of PULL. 

Feel free to play around and recognize the different effects of work scheduling methods. 

If you have questions or feedback get in touch via twitter @swilluda

The work flow itself
Look at the simulation as if you would look on a kanban board

The simulation mimics a "typical" software delivery process. 

From left to right you find the following ten process steps. 
  1. Input Queue (Backlog)
  2. Selected for work (waiting for analysis or work break down)
  3. Analyse, break down and understand
  4. Waiting for development
  5. In development
  6. Waiting for review
  7. In review
  8. Waiting for deployment
  9. In deployment
  10. Done
8 months ago
There has been an ongoing effort to find a means of making systems thinking accessible and readily adopted by others not familiar with systems thinking. One line of thinking places a good deal of the blame on systems thinkers themselves, the problem is that they have not found a good enough method o
There has been an ongoing effort to find a means of making systems thinking accessible and readily adopted by others not familiar with systems thinking. One line of thinking places a good deal of the blame on systems thinkers themselves, the problem is that they have not found a good enough method of explaining it and its benefits yet. 

Another possibility though is the extent to which those who are to be helped feel besieged by the situation in which they find themselves making them extremely wary about trying something new. 

This model is not realistic, at least it is hoped that there isn't anyplace where things are this bad. Different communities will be better or worse off in different categories and some will be succeeding in all areas. Those are the communities we need to learn from.

More explanation can be found under the information icons associated with each of the elements.
Clusters of interacting methods for improving health services network design and delivery. Includes Forrester quotes on statistical vs SD methods and the Modeller's dilemma. Simplified version of  IM-14982  combined with  IM-17598  and  IM-9773
Clusters of interacting methods for improving health services network design and delivery. Includes Forrester quotes on statistical vs SD methods and the Modeller's dilemma. Simplified version of IM-14982 combined with IM-17598 and IM-9773