Insight diagram
This version 8B of the CAPABILITY DEMONSTRATION model. A net Benefit ROI has been added. The Compare results feature allows comparison of alternative intervention portfolios.  Note that the net causal interactions have been effectively captured in a very scoped and/or simplified format.  Relative magnitudes and durations of impact remain in need of further data & adjustment (calibration). In the interests of maintaining steady progress and respecting budget & time constraints, significant simplifying assumptions have been made: assumptions that mitigate both completeness & accuracy of the outputs.  This model meets the criteria for a Capability demonstration model, but should not be taken as complete or realistic in terms of specific magnitudes of effect or sufficient build out of causal dynamics.  Rather, the model demonstrates the interplay of a minimum set of causal forces on a net student progress construct -- as informed and extrapolated from the non-causal research literature.
Provided further interest and funding, this  basic capability model may further developed and built out to: higher provenance levels -- coupled with increased factorization, rigorous causal inclusion and improved parameterization.
Version 8B with story: Calibrated Student-Home-Teachers-Classroom-LEA-Spending
Insight diagram
This is a clone of "Fast Fashion ISCI 360 Solutions Final submission" created by user "V B" which we are using as the foundation for an exercise in the DTU course 12100 "Quantitative sustainability".

The model takes into account clothing production and textile waste on a global scale while incorporating Vancouver's own "Fast Fashion" issue into the model.

Please refer to the notes for each variable and stock to see which links were hidden from the model.

Part 2: Our solution for the issue surrounding "Fast Fashion" focuses on increasing individuals education about sustainability and how they can help reduce negative impacts on the environment by shopping less, recycling and donating. This effect of education on sustainability is seen in the "Online Shopping" equation where the impact of "Education on Sustainability" is increased by x1.5 which impacts the entire model. Furthermore, components of the feedback loop on the right are also influenced by increasing education on sustainability and thus, those values were altered accordingly. These values were chosen arbitrarily by taking into account that doubling any value is not realistic so the change should be between x1.0 and x2.0.
Clone of Clone of Fast Fashion ISCI 360 Solutions Final Edit
10 months ago
Insight diagram
This version of the CAPABILITY DEMONSTRATION model has been further calibrated (additional calibration phases will occur as better standardized data becomes available).  Note that the net causal interactions have been effectively captured in a very scoped and/or simplified format.  Relative magnitudes and durations of impact remain in need of further data & adjustment (calibration). In the interests of maintaining steady progress and respecting budget & time constraints, significant simplifying assumptions have been made: assumptions that mitigate both completeness & accuracy of the outputs.  This model meets the criteria for a Capability demonstration model, but should not be taken as complete or realistic in terms of specific magnitudes of effect or sufficient build out of causal dynamics.  Rather, the model demonstrates the interplay of a minimum set of causal forces on a net student progress construct -- as informed and extrapolated from the non-causal research literature.
Provided further interest and funding, this  basic capability model may further de-abstracted and built out to: higher provenance levels -- coupled with increased factorization, rigorous causal inclusion and improved parameterization.
Version 6B: Calibrated Student-Home-Teachers-Classroom
Insight diagram
This simulation allows you to compare different approaches to influence flow, the Flow Times and the throughput of a work process. The simulation is described in the blog post "Starting late - The Superior Scheduling Approach - How, despite being identical, one company delivers almost 10 times the value of its competitor using flow-oriented project initiation."

By adjusting the slider 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), 
  • with Kanban Token and Replenishment Token based on the Tameflow approach (a form of drum-buffer-rope) 
  • with Drum Buffer Rope** scheduling method. 
* Well know in (agile) Kanban
** Known in the physical world of factory production

The simulation and the comparison between the different scheduling approaches can be seen here -> https://youtu.be/xXvdVkxeMMQ

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

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" feature delivery process on portfolio level. 

From left to right you find the following ten process steps. 
  1. Ideas
  2. Selected ideas (waiting)
  3. Initiate and pitch
  4. Waiting for preparation
  5. Prepare
  6. Waiting for delivery
  7. Deliver
  8. Waiting for closure
  9. Close and communicate
  10. Closed
[Published] Simulation Starting late  -  The Superior Scheduling Approach (advanced version)
5 10 months ago
Insight diagram
Overview of Part E Ch 20 to 24 of Mitchell Wray and Watts Textbook see IM-164967 for book overview
Economic policy in an open economy
Insight diagram
First draft of obesity model for testing
Obesity 1 PJK
Insight diagram
This simulation makes the negative effects of starting work too soon visible. You can play around with the parameters.

Find the full story behind this simulation here

If you have questions or feedback get in touch via @swilluda
[Published] Effect of starting work too soon
Insight diagram
Summary of  Ch 22 of Mitchell Wray and Watts Textbook see IM-164967 for book overview
Fiscal Space and Fiscal Sustainability
Insight diagram
This version of the CAPABILITY DEMONSTRATION model has been further calibrated (additional calibration phases will occur as better standardized data becomes available).  Note that the net causal interactions have been effectively captured in a very scoped and/or simplified format.  Relative magnitudes and durations of impact remain in need of further data & adjustment (calibration). In the interests of maintaining steady progress and respecting budget & time constraints, significant simplifying assumptions have been made: assumptions that mitigate both completeness & accuracy of the outputs.  This model meets the criteria for a Capability demonstration model, but should not be taken as complete or realistic in terms of specific magnitudes of effect or sufficient build out of causal dynamics.  Rather, the model demonstrates the interplay of a minimum set of causal forces on a net student progress construct -- as informed and extrapolated from the non-causal research literature.
Provided further interest and funding, this  basic capability model may further de-abstracted and built out to: higher provenance levels -- coupled with increased factorization, rigorous causal inclusion and improved parameterization.
Model OTHER: All Components Added + Spending to Performance
Insight diagram
This is the third in a series of models that explore the dynamics of infectious diseases. This model looks at the impact of two types of suppression policies. 

Press the simulate button to run the model with no policy.  Then explore what happens when you set up a lockdown and quarantining policy by changing the settings below.  First explore changing the start date with a policy duration of 60 days.
SIRD Epidemic Model with Suppression Policies
Insight diagram
Spring, 2020:

With the onset of the Covid-19 coronavirus crisis, we focus on SIRD models, which might realistically model the course of the disease.

We start with an SIR model, such as that featured in the MAA model featured in
https://www.maa.org/press/periodicals/loci/joma/the-sir-model-for-spread-of-disease-the-differential-equation-model

Without mortality, with time measured in days, with infection rate 1/2, recovery rate 1/3, and initial infectious population I_0=1.27x10-6, we recover their figure

With a death rate of .005 (one two-hundredth of the infected per day), an infectivity rate of 0.5, and a recovery rate of .145 or so (takes about a week to recover), we get some pretty significant losses -- about 3.2% of the total population.

Resources:
  * http://www.nku.edu/~longa/classes/2020spring/mat375/mathematica/SIRModel-MAA.nb

  * http://www.nku.edu/~longa/classes/2020spring/mat375/mathematica/SIRModel-MAA-with-Flattening.nb

Key for Lab SIR 2 -- Coronavirus: A Simple SIR (Susceptible, Infected, Recovered) Model for Coronavirus
Insight diagram
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
Kanban Board Simulation - WIP Limit, Tameflow Kanban Token and Drum-Buffer-Rope
Insight diagram
EK map - Motivation
Insight diagram
Homework 7 Sandmann
Insight diagram
This is a clone of "Fast Fashion ISCI 360 Solutions Final submission" created by user "V B" which we are using as the foundation for an exercise in the DTU course 12100 "Quantitative sustainability".

The model takes into account clothing production and textile waste on a global scale while incorporating Vancouver's own "Fast Fashion" issue into the model.

Please refer to the notes for each variable and stock to see which links were hidden from the model.

Part 2: Our solution for the issue surrounding "Fast Fashion" focuses on increasing individuals education about sustainability and how they can help reduce negative impacts on the environment by shopping less, recycling and donating. This effect of education on sustainability is seen in the "Online Shopping" equation where the impact of "Education on Sustainability" is increased by x1.5 which impacts the entire model. Furthermore, components of the feedback loop on the right are also influenced by increasing education on sustainability and thus, those values were altered accordingly. These values were chosen arbitrarily by taking into account that doubling any value is not realistic so the change should be between x1.0 and x2.0.
V Fast Fashion ISCI 360 Solutions Final Edit
Insight diagram
SMA project
CO2 Emissions by Passenger Cars in SG
Insight diagram
This is a clone of "Fast Fashion ISCI 360 Solutions Final submission" created by user "V B" which we are using as the foundation for an exercise in the DTU course 12100 "Quantitative sustainability".

The model takes into account clothing production and textile waste on a global scale while incorporating Vancouver's own "Fast Fashion" issue into the model.

Please refer to the notes for each variable and stock to see which links were hidden from the model.

Part 2: Our solution for the issue surrounding "Fast Fashion" focuses on increasing individuals education about sustainability and how they can help reduce negative impacts on the environment by shopping less, recycling and donating. This effect of education on sustainability is seen in the "Online Shopping" equation where the impact of "Education on Sustainability" is increased by x1.5 which impacts the entire model. Furthermore, components of the feedback loop on the right are also influenced by increasing education on sustainability and thus, those values were altered accordingly. These values were chosen arbitrarily by taking into account that doubling any value is not realistic so the change should be between x1.0 and x2.0.
Clone of Clone of Fast Fashion ISCI 360 Solutions Final Edit
10 months ago
Insight diagram
Causal Loop and Summary of Klein and Kahneman's American Psychologist 2009 article  with 2024 Gigerenzer The Rationality Wars article update, assisted by my Gemini interaction April2026 using Gene Bellinger's AI prompts
Intuitive Expertise
4 months ago
Insight diagram
This model illustrates predator prey interactions using real-life data of wolf and moose populations on the Isle Royale.

We incorporate logistic growth into the moose dynamics, and we replace the death flow of the moose with a kill rate modeled from the kill rate data found on the Isle Royale website.

I start with these parameters:
Wolf Death Rate = 0.15
Wolf Birth Rate = 0.0187963
Moose Birth Rate = 0.4
Carrying Capacity = 2000
Initial Moose: 563
Initial Wolves: 20

I used RK-4 with step-size 0.1, from 1959 for 60 years.

The moose birth flow is logistic, MBR*M*(1-M/K)
Moose death flow is Kill Rate (in Moose/Year)
Wolf birth flow is WBR*Kill Rate (in Wolves/Year)
Wolf death flow is WDR*W

Clone of Final Midterm Student version of A More Realistic Model of Isle Royale: Predator Prey Interactions
Insight diagram
This model illustrates predator prey interactions using real-life data of wolf and moose populations on the Isle Royale.

We incorporate logistic growth into the moose dynamics, and we replace the death flow of the moose with a kill rate modeled from the kill rate data found on the Isle Royale website.

I start with these parameters:
Wolf Death Rate = 0.15
Wolf Birth Rate = 0.0187963
Moose Birth Rate = 0.4
Carrying Capacity = 2000
Initial Moose: 563
Initial Wolves: 20

I used RK-4 with step-size 0.1, from 1959 for 60 years.

The moose birth flow is logistic, MBR*M*(1-M/K)
Moose death flow is Kill Rate (in Moose/Year)
Wolf birth flow is WBR*Kill Rate (in Wolves/Year)
Wolf death flow is WDR*W

Clone of Final Midterm Student version of A More Realistic Model of Isle Royale: Predator Prey Interactions
Insight diagram
This model simulates the growth of a human population based on  factors such as birth rate, death rate, and  carrying capacity. It calculates population change dynamically using human growth rate influenced by the maximum birth rate and minimum death rate. The carrying capacity (K) limits population growth, ensuring the model reflects realistic constraints. This model can be applied globally or locally to study how populations evolve over time and respond to changes in resources and other external factors.
Human Population Growth Model
Insight diagram
One layer atmosphere model
Climate Box Model
7 10 months ago
Insight diagram
WIP for planning  some relevant online M&S Learning Communities for Health
Online Health Modelling and Simulation Communities
Insight diagram
This model analyzes the growth and dynamics of Oshawa’s population using a logistic approach. Starting with an initial population of 170,000 and an increased carrying capacity of 180,000, it evaluates how the addition of new neighbourhoods, planned to accommodate an extra 10,000 residents over the next 10-15 years (or whatever time period) affects population changes. Key factors include the Oshawa Residents Death/Emigration Rate of 0.8% (realistic percent approximation), accounting for natural deaths and emigration, and the Oshawa Residents Birth/Immigration Rate of 2.4% (also a realistic percent approximation), reflecting new residents through births and immigration. The model tracks the net population change, providing insights into how Oshawa's population might grow or stabilize as it approaches its new carrying capacity!
Logistic Model of Oshawa's Population Growth with Increased Residential Carrying Capacity