the concept of f contradic iction fi findin ing and cla lassif - - PowerPoint PPT Presentation

SLIDE 1

Quali lity management in

in mark

rketing communicatio ion: the concept of f contradic iction fi findin ing and cla lassif ific ication

FACULTY OF ENGINEERING MANAGEMENT

Faculty of Engineering Management, Chair of Marketing and Economic Engineering,

Poznan University of Technology, Poland

Gerhard-Wilhelm Weber *

Seminar and Scientific Visit USU, Medan, Indonesia, August 2019 InteriOR 2019 Medan, Indonesia, August 2019

* Institute of Applied Mathematics, METU, Ankara, Turkey

Faculty of Economics, Management and Law, University of Siegen, Germany

School of Science, Information Technology and Engineering, Federation University, Ballarat, Australia Center for Research on Optimization and Control, University of Aveiro, Portugal Universiti Teknologi Malaysia, Skudai, Malaysia Universitas Sumatera Utara, Medan, Indonesia Mazandaran University of Science and Technology, Babol, Iran Vidyasagar University, Midnapore, India Georgian International Academy of Sciences

• Dept. Industrial & Systems Engineering, College of Engineering, Istinye University, Istanbul, Turkey

Advisor to EURO Conferences

Joanna Majchrzak, Agnieszka Chuda, Arkadiusz Kalemba,

SLIDE 2

Table le of f contents.

• 1. Introduction: The reason for the investigations.
• 2. Theoretical Background: Characteristics of the applied concepts of

system thinking.

• 3. Research methodology: Qualitology, ENV and OTSM models of TRIZ,

contradiction, Grey Incidence Analysis, Linear Correlation Coefficient.

• 4. Results: Stages of Contradiction Finding and Classification.
• 5. Conclusion and Outlook.

SLIDE 3

In Intr troductio ion: : Th The reason for r th the in investig igatio ions.

CONTRADICTIONS IN THE AREA OF QUALITY MANAGEMENT OF MARKETING COMMUNICATION:

• the complex and dynamically changing market,
• the creation of cross-functional knowledge,
• the effective adaptation of the company to changing market

environment conditions.

MARKETING MARKETING COMMUNICATION

SLIDE 4

In Intr troductio ion: : Th The reason for r th the in investig igatio ions.

INTERNAL MARKETING COMMUNICATION:

• recognition of the surrounding market from different perspectives,
• contributes to the synergy effect in shaping the targeted changes of

the company and its environment.

MARKETING MARKETING COMMUNICATION INTERNAL MARKETING COMMUNICATION

SLIDE 5

In Intr troductio ion: : Th The reason for r th the in investig igatio ions.

INTERNAL MARKETING COMMUNICATION:

MARKETING MARKETING COMMUNICATION INTERNAL MARKETING COMMUNICATION

MUTUAL UNDERSTANDING INFORMATION QUALITY COMMUNICATION CHANNELS

Source: www.triz.co.uk/cartoon-gallery

SLIDE 6

Th Theoretic ical l Ba Background: Quali litolo logy, GST, TR TRIZ IZ

System thinking methods The course of this research process Qualitology: qualitative principles and operations, Basics of Marketing: Integrated Marketing Communication. Define System TRIZ: ENV model Define System Structure GST: Grey Incidence Analysis Analyse relations of impact between Control Parameters and Evaluation Parameters Theory of Correlation and Regression: Correlation Analysis Analyse corelation between Control Parameters and Evaluation Parameters TRIZ: OTSM model of TRIZ Contradiction Modeling GST: Grey Incidence Analysis Theory of Correlation and Regression: Correlation Analysis Contradiction Classification TRIZ: Separation Principles and 40 inventive principles for marketing sales and advertising Solving Contradiction

SLIDE 7

Th Theoretic ical l Ba Background: Quali litolo logy.

QUALITATIVE PRINCIPLES

“to create a scientific basis for qualitative cognition and qualitative shaping of reality by man” Principles of Qualitative Mapping, Principles of Anthropocentrism, Principles of Complexity, Principles of Systemicity, Principles of Synergy, Principles of Kinetics, Principles of Probability, Principles of Evaluation, Principles of Optimization, Principles of Normalization, Principles of Economics.

Element Name Values Marketing Information (Im) Features belonging to marketing information, such as: 𝑔

1 𝐽𝑛 (amount),

𝑔

2 𝐽𝑛 (understandability),

𝑔

3 𝐽𝑛 (relevancy),

𝑔

4 𝐽𝑛 (completeness),

𝑔

5 𝐽𝑛 (free of error),

𝑔

6 𝐽𝑛 (security),

𝑔

7 𝐽𝑛 (timeliness),

𝑔

8 𝐽𝑛 (accessibility),

𝑔

9 𝐽𝑛 (believability),

𝑔

10 𝐽𝑛 (ease of operation)

States of features values: 5 (very favorable), 4 (favorable), 3 (average), 2 (unfavorable), 1 (very unfavorable). Marketing Communication Channel (Ch) Features belonging to marketing communication channel, such as: 𝑔

1 𝐷ℎ (personal meetings),

𝑔

2 𝐷ℎ (phone calls),

𝑔

3 𝐷ℎ (e-mail messages),

𝑔

4 𝐷ℎ(interactive multimedia communication).

Frequency of use: 5 (very frequent) 4 (frequent), 3 (medium), 2 (rare), 1 (very rare).

QUALITY OF INTERNAL MARKETING COMMUNICATION

SLIDE 8

Th Theoretic ical l Ba Background: Grey System Th Theory ry.

GREY INCIDENCE ANALYSIS

“incomplete, uncertain and few information about the systems being studied”

MARKETING COMMUNICATION STRUCTURE

Here, fIm1, fIm2, ..., fIm10: the features belonging to marketing information; fCh1, fCh2, ..., fCh4: the features belonging to the marketing communication channel; Rv: Value Relation; Rw: Relation of Impact; Rk: Correlation between the states of individual features.

Operation 1. Determining the sequence of variable factors, Xi, and characteristics, Yj, of the system. Operation 2. Transformation of the observation vectors against the zero starting point operator. Operation 3. Calculation of behaviour measures of system

• bservation vectors.

Operation 4. Calculation of the value of the impact coefficient εij between specific factors and system characteristics.

SUPERSYSTEM OF ORGANIZATIONAL CULTURE

fIm1 fIm2 fIm... fIm10 fCh1, fCh2 fCh4 Rw,Rk

SYSTEM OF MARKETING COMMUNICATION

SLIDE 9

Th Theoretic ical l Ba Background: Th Theory ry of f In Inventiv ive Proble lem So Solvin lving.

OTSM models of TRIZ

“to help the inventor to use his current inventory of knowledge and experience most effectively”

THE MARKETING COMMUNICATION CONTRADICTIONS

• 1. Evaluation Parameters (EP), constituting a

measure of system satisfaction requirements,

• 2. Control Parameter (CP) whose value impacts,

with opposite results, both the Evaluation Parameters.

Feature of Marketing Communication Channel (fiCh) State of i-th feature of Marketing Information State of j-th feature of Marketing Information Value Value +

• +
• Element: Marketing

Communication Channel

SLIDE 10

Resu sult lts: St Stages of f Co Contradic ictio ion Find indin ing and Cla Classif ific icatio ion.

Operations of Grey Relation and Correlation Analysis Steps of Contradiction Finding and Classification

• 1. Determine the sequence of variable

factors (X1, X4) and characteristics (Y1, Y10) of the system.

• 1. Define Control Parameter (CP) refers to the

state of features of the marketing communication channel (X1, X4) and Evaluation Parameters (EP), refer to the state features of marketing information (Y1, Y10).

• 2. Select the system operator (e.g. zero

starting point, initialing

• perator,

average image, interval image) and transform the sequence of variable factors and characteristics into the image of them.

• 3. Calculate behaviour measures of

the images of sequence of variable factors and characteristics by adding, subtracting and the quotient of their values.

• 4. Calculate of the value of the impact

coefficient εij between specific factors and system characteristics.

• 2. Identify the value of the impact obetween

specific Control Parameters (CP) and Evaluation Parameters (EP).

SLIDE 11

• 4. Calculate of the value of the impact

coefficient εij between specific factors and system characteristics.

• 2. Identify the value of the impact obetween

specific Control Parameters (CP) and Evaluation Parameters (EP).

• 5. Add the values of impact coefficients

εij for each of the system's factors and

• rder the system's factors in relation to

the strength of their impact on the system's characteristics.

• 3. Order the Control Parameters (CP) in

relation to the strength of their impact on the Evaluation Parameters (EP).

• 6. Calculation of the value of the

correlation coefficient between specific factors and system characteristics.

• 4. Identify the direction of Correlation

Between Control Parameters (CP) and the Evaluation Parameters (EP). Negative correlation Means that the Control Parameters (CP) has the less-is-better nature in relation to specific Evaluation Parameters (EP). Positive correlation means that the Control Parameters (CP) has the maximal character in relation to specific Evaluation Parameters (EP).

• 5. Define the Contradiction Matrix.

Resu sult lts: St Stages of f Co Contradic ictio ion Find indin ing and Cla Classif ific icatio ion.

Operations of Grey Relation and Correlation Analysis Steps of Contradiction Finding and Classification

SLIDE 12

Resu sult lts: St Stages of f Co Contradic ictio ion Find indin ing and Cla Classif ific icatio ion.

SLIDE 13

Resu sult lts: St Stages of f Co Contradic ictio ion Find indin ing and Cla Classif ific icatio ion.

Weight of moving object Weight of stationary object Length of moving object Length of stationary object Area of moving object Area of stationary object Volume of moving object Volume of stationary object Speed Force (Intensity) Stress or pressure Shape Stability of the object's composition Strength Duration of action of moving

• bject

Duration of action of stationary

• bject

Temperature Illumination intensity Use of energy by moving object Use of energy by stationary object Power Loss of Energy Loss of Substance Loss of Information Loss of Time Quantity of substance Reliability Measurement accuracy Manufacturing precision Object-affected harmful factors Object-generated harmful factors Ease of manufacture Ease of operation Ease of repair Adaptability or versatility Device complexity Difficulty of detecting and measuring Extent of automation Productivity 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 1 Weight of moving object + 15, 8, 29,34 29, 17, 38, 34 29, 2, 40, 28 2, 8, 15, 38 8, 10, 18, 37 10, 36, 37, 40 10, 14, 35, 40 1, 35, 19, 39 28, 27, 18, 40 5, 34, 31, 35 6, 29, 4, 38 19, 1, 32 35, 12, 34, 31 12, 36, 18, 31 6, 2, 34, 19 5, 35, 3, 31 10, 24, 35 10, 35, 20, 28 3, 26, 18, 31 1, 3, 11, 27 28, 27, 35, 26 28, 35, 26, 18 22, 21, 18, 27 22, 35, 31, 39 27, 28, 1, 36 35, 3, 2, 24 2, 27, 28, 11 29, 5, 15, 8 26, 30, 36, 34 28, 29, 26, 32 26, 35 18, 19 35, 3, 24, 37 Inventive Princi 2 Weight of stationary object + 10, 1, 29, 35 35, 30, 13, 2 5, 35, 14, 2 8, 10, 19, 35 13, 29, 10, 18 13, 10, 29, 14 26, 39, 1, 40 28, 2, 10, 27 2, 27, 19, 6 28, 19, 32, 22 19, 32, 35 18, 19, 28, 1 15, 19, 18, 22 18, 19, 28, 15 5, 8, 13, 30 10, 15, 35 10, 20, 35, 26 19, 6, 18, 26 10, 28, 8, 3 18, 26, 28 10, 1, 35, 17 2, 19, 22, 37 35, 22, 1, 39 28, 1, 9 6, 13, 1, 32 2, 27, 28, 11 19, 15, 29 1, 10, 26, 39 25, 28, 17, 15 2, 26, 35 1, 28, 15, 35

• 1. Segmentatio

3 Length of moving object 8, 15, 29, 34 + 15, 17, 4 7, 17, 4, 35 13, 4, 8 17, 10, 4 1, 8, 35 1, 8, 10, 29 1, 8, 15, 34 8, 35, 29, 34 19 10, 15, 19 32 8, 35, 24 1, 35 7, 2, 35, 39 4, 29, 23, 10 1, 24 15, 2, 29 29, 35 10, 14, 29, 40 28, 32, 4 10, 28, 29, 37 1, 15, 17, 24 17, 15 1, 29, 17 15, 29, 35, 4 1, 28, 10 14, 15, 1, 16 1, 19, 26, 24 35, 1, 26, 24 17, 24, 26, 16 14, 4, 28, 29

• 2. Extraction, S

4 Length of stationary object 35, 28, 40, 29 + 17, 7, 10, 40 35, 8, 2,14 28, 10 1, 14, 35 13, 14, 15, 7 39, 37, 35 15, 14, 28, 26 1, 10, 35 3, 35, 38, 18 3, 25 12, 8 6, 28 10, 28, 24, 35 24, 26, 30, 29, 14 15, 29, 28 32, 28, 3 2, 32, 10 1, 18 15, 17, 27 2, 25 3 1, 35 1, 26 26 30, 14, 7, 26

• 3. Local Quality

5 Area of moving object 2, 17, 29, 4 14, 15, 18, 4 + 7, 14, 17, 4 29, 30, 4, 34 19, 30, 35, 2 10, 15, 36, 28 5, 34, 29, 4 11, 2, 13, 39 3, 15, 40, 14 6, 3 2, 15, 16 15, 32, 19, 13 19, 32 19, 10, 32, 18 15, 17, 30, 26 10, 35, 2, 39 30, 26 26, 4 29, 30, 6, 13 29, 9 26, 28, 32, 3 2, 32 22, 33, 28, 1 17, 2, 18, 39 13, 1, 26, 24 15, 17, 13, 16 15, 13, 10, 1 15, 30 14, 1, 13 2, 36, 26, 18 14, 30, 28, 23 10, 26, 34, 2

• 4. Asymmetry

6 Area of stationary object 30, 2, 14, 18 26, 7, 9, 39 + 1, 18, 35, 36 10, 15, 36, 37 2, 38 40 2, 10, 19, 30 35, 39, 38 17, 32 17, 7, 30 10, 14, 18, 39 30, 16 10, 35, 4, 18 2, 18, 40, 4 32, 35, 40, 4 26, 28, 32, 3 2, 29, 18, 36 27, 2, 39, 35 22, 1, 40 40, 16 16, 4 16 15, 16 1, 18, 36 2, 35, 30, 18 23 10, 15, 17, 7

• 5. Combining, I

7 Volume of moving object 2, 26, 29, 40 1, 7, 4, 35 1, 7, 4, 17 + 29, 4, 38, 34 15, 35, 36, 37 6, 35, 36, 37 1, 15, 29, 4 28, 10, 1, 39 9, 14, 15, 7 6, 35, 4 34, 39, 10, 18 2, 13, 10 35 35, 6, 13, 18 7, 15, 13, 16 36, 39, 34, 10 2, 22 2, 6, 34, 10 29, 30, 7 14, 1, 40, 11 25, 26, 28 25, 28, 2, 16 22, 21, 27, 35 17, 2, 40, 1 29, 1, 40 15, 13, 30, 12 10 15, 29 26, 1 29, 26, 4 35, 34, 16, 24 10, 6, 2, 34

• 6. Universality,

8 Volume of stationary object 35, 10, 19, 14 19, 14 35, 8, 2, 14 + 2, 18, 37 24, 35 7, 2, 35 34, 28, 35, 40 9, 14, 17, 15 35, 34, 38 35, 6, 4 30, 6 10, 39, 35, 34 35, 16, 32 18 35, 3 2, 35, 16 35, 10, 25 34, 39, 19, 27 30, 18, 35, 4 35 1 1, 31 2, 17, 26 35, 37, 10, 2

• 7. Nesting

9 Speed 2, 28, 13, 38 13, 14, 8 29, 30, 34 7, 29, 34 + 13, 28, 15, 19 6, 18, 38, 40 35, 15, 18, 34 28, 33, 1, 18 8, 3, 26, 14 3, 19, 35, 5 28, 30, 36, 2 10, 13, 19 8, 15, 35, 38 19, 35, 38, 2 14, 20, 19, 35 10, 13, 28, 38 13, 26 10, 19, 29, 38 11, 35, 27, 28 28, 32, 1, 24 10, 28, 32, 25 1, 28, 35, 23 2, 24, 35, 21 35, 13, 8, 1 32, 28, 13, 12 34, 2, 28, 27 15, 10, 26 10, 28, 4, 34 3, 34, 27, 16 10, 18

• 8. Counterweig

10 Force (Intensity) 8, 1, 37, 18 18, 13, 1, 28 17, 19, 9, 36 28, 10 19, 10, 15 1, 18, 36, 37 15, 9, 12, 37 2, 36, 18, 37 13, 28, 15, 12 + 18, 21, 11 10, 35, 40, 34 35, 10, 21 35, 10, 14, 27 19, 2 35, 10, 21 19, 17, 10 1, 16, 36, 37 19, 35, 18, 37 14, 15 8, 35, 40, 5 10, 37, 36 14, 29, 18, 36 3, 35, 13, 21 35, 10, 23, 24 28, 29, 37, 36 1, 35, 40, 18 13, 3, 36, 24 15, 37, 18, 1 1, 28, 3, 25 15, 1, 11 15, 17, 18, 20 26, 35, 10, 18 36, 37, 10, 19 2, 35 3, 28, 35, 37

• 9. Preliminary a

11 Stress or pressure 10, 36, 37, 40 13, 29, 10, 18 35, 10, 36 35, 1, 14, 16 10, 15, 36, 28 10, 15, 36, 37 6, 35, 10 35, 24 6, 35, 36 36, 35, 21 + 35, 4, 15, 10 35, 33, 2, 40 9, 18, 3, 40 19, 3, 27 35, 39, 19, 2 14, 24, 10, 37 10, 35, 14 2, 36, 25 10, 36, 3, 37 37, 36, 4 10, 14, 36 10, 13, 19, 35 6, 28, 25 3, 35 22, 2, 37 2, 33, 27, 18 1, 35, 16 11 2 35 19, 1, 35 2, 36, 37 35, 24 10, 14, 35, 37

• 10. Prior action

12 Shape 8, 10, 29, 40 15, 10, 26, 3 29, 34, 5, 4 13, 14, 10, 7 5, 34, 4, 10 14, 4, 15, 22 7, 2, 35 35, 15, 34, 18 35, 10, 37, 40 34, 15, 10, 14 + 33, 1, 18, 4 30, 14, 10, 40 14, 26, 9, 25 22, 14, 19, 32 13, 15, 32 2, 6, 34, 14 4, 6, 2 14 35, 29, 3, 5 14, 10, 34, 17 36, 22 10, 40, 16 28, 32, 1 32, 30, 40 22, 1, 2, 35 35, 1 1, 32, 17, 28 32, 15, 26 2, 13, 1 1, 15, 29 16, 29, 1, 28 15, 13, 39 15, 1, 32 17, 26, 34, 10

• 11. Cushion in

13 Stability of the object's composition 21, 35, 2, 39 26, 39, 1, 40 13, 15, 1, 28 37 2, 11, 13 39 28, 10, 19, 39 34, 28, 35, 40 33, 15, 28, 18 10, 35, 21, 16 2, 35, 40 22, 1, 18, 4 + 17, 9, 15 13, 27, 10, 35 39, 3, 35, 23 35, 1, 32 32, 3, 27, 16 13, 19 27, 4, 29, 18 32, 35, 27, 31 14, 2, 39, 6 2, 14, 30, 40 35, 27 15, 32, 35 13 18 35, 24, 30, 18 35, 40, 27, 39 35, 19 32, 35, 30 2, 35, 10, 16 35, 30, 34, 2 2, 35, 22, 26 35, 22, 39, 23 1, 8, 35 23, 35, 40, 3

• 12. Equipotenti

14 Strength 1, 8, 40, 15 40, 26, 27, 1 1, 15, 8, 35 15, 14, 28, 26 3, 34, 40, 29 9, 40, 28 10, 15, 14, 7 9, 14, 17, 15 8, 13, 26, 14 10, 18, 3, 14 10, 3, 18, 40 10, 30, 35, 40 13, 17, 35 + 27, 3, 26 30, 10, 40 35, 19 19, 35, 10 35 10, 26, 35, 28 35 35, 28, 31, 40 29, 3, 28, 10 29, 10, 27 11, 3 3, 27, 16 3, 27 18, 35, 37, 1 15, 35, 22, 2 11, 3, 10, 32 32, 40, 25, 2 27, 11, 3 15, 3, 32 2, 13, 25, 28 27, 3, 15, 40 15 29, 35, 10, 14

• 13. Inversion, T

15 Duration of action of moving

• bject

19, 5, 34, 31 2, 19, 9 3, 17, 19 10, 2, 19, 30 3, 35, 5 19, 2, 16 19, 3, 27 14, 26, 28, 25 13, 3, 35 27, 3, 10 + 19, 35, 39 2, 19, 4, 35 28, 6, 35, 18 19, 10, 35, 38 28, 27, 3, 18 10 20, 10, 28, 18 3, 35, 10, 40 11, 2, 13 3 3, 27, 16, 40 22, 15, 33, 28 21, 39, 16, 22 27, 1, 4 12, 27 29, 10, 27 1, 35, 13 10, 4, 29, 15 19, 29, 39, 35 6, 10 35, 17, 14, 19

• 14. Spheroidali

16 Duration of action by stationary

• bject

6, 27, 19, 16 1, 40, 35 35, 34, 38 39, 3, 35, 23 + 19, 18, 36, 40 16 27, 16, 18, 38 10 28, 20, 10, 16 3, 35, 31 34, 27, 6, 40 10, 26, 24 17, 1, 40, 33 22 35, 10 1 1 2 25, 34, 6, 35 1 20, 10, 16, 38

• 15. Dynamicity,

17 Temperature 36,22, 6, 38 22, 35, 32 15, 19, 9 15, 19, 9 3, 35, 39, 18 35, 38 34, 39, 40, 18 35, 6, 4 2, 28, 36, 30 35, 10, 3, 21 35, 39, 19, 2 14, 22, 19, 32 1, 35, 32 10, 30, 22, 40 19, 13, 39 19, 18, 36, 40 + 32, 30, 21, 16 19, 15, 3, 17 2, 14, 17, 25 21, 17, 35, 38 21, 36, 29, 31 35, 28, 21, 18 3, 17, 30, 39 19, 35, 3, 10 32, 19, 24 24 22, 33, 35, 2 22, 35, 2, 24 26, 27 26, 27 4, 10, 16 2, 18, 27 2, 17, 16 3, 27, 35, 31 26, 2, 19, 16 15, 28, 35

• 16. Partial or e

18 Illumination intensity 19, 1, 32 2, 35, 32 19, 32, 16 19, 32, 26 2, 13, 10 10, 13, 19 26, 19, 6 32, 30 32, 3, 27 35, 19 2, 19, 6 32, 35, 19 + 32, 1, 19 32, 35, 1, 15 32 13, 16, 1, 6 13, 1 1, 6 19, 1, 26, 17 1, 19 11, 15, 32 3, 32 15, 19 35, 19, 32, 39 19, 35, 28, 26 28, 26, 19 15, 17, 13, 16 15, 1, 19 6, 32, 13 32, 15 2, 26, 10 2, 25, 16

• 17. Moving to a

19 Use of energy by moving object 12,18,2 8,31 12, 28 15, 19, 25 35, 13, 18 8, 35, 35 16, 26, 21, 2 23, 14, 25 12, 2, 29 19, 13, 17, 24 5, 19, 9, 35 28, 35, 6, 18

• 19, 24,

3, 14 2, 15, 19 +

• 6, 19,

37, 18 12, 22, 15, 24 35, 24, 18, 5 35, 38, 19, 18 34, 23, 16, 18 19, 21, 11, 27 3, 1, 32 1, 35, 6, 27 2, 35, 6 28, 26, 30 19, 35 1, 15, 17, 28 15, 17, 13, 16 2, 29, 27, 28 35, 38 32, 2 12, 28, 35

• 18. Mechanica

20 Use of energy by stationary

• bject

19, 9, 6, 27 36, 37 27, 4, 29, 18 35 19, 2, 35, 32

• +

28, 27, 18, 31 3, 35, 31 10, 36, 23 10, 2, 22, 37 19, 22, 18 1, 4 19, 35, 16, 25 1, 6

• 19. Periodic act

21 Power 8, 36, 38, 31 19, 26, 17, 27 1, 10, 35, 37 19, 38 17, 32, 13, 38 35, 6, 38 30, 6, 25 15, 35, 2 26, 2, 36, 35 22, 10, 35 29, 14, 2, 40 35, 32, 15, 31 26, 10, 28 19, 35, 10, 38 16 2, 14, 17, 25 16, 6, 19 16, 6, 19, 37 + 10, 35, 38 28, 27, 18, 38 10, 19 35, 20, 10, 6 4, 34, 19 19, 24, 26, 31 32, 15, 2 32, 2 19, 22, 31, 2 2, 35, 18 26, 10, 34 26, 35, 10 35, 2, 10, 34 19, 17, 34 20, 19, 30, 34 19, 35, 16 28, 2, 17 28, 35, 34

• 20. Continuity o

22 Loss of Energy 15, 6, 19, 28 19, 6, 18, 9 7, 2, 6, 13 6, 38, 7 15, 26, 17, 30 17, 7, 30, 18 7, 18, 23 7 16, 35, 38 36, 38 14, 2, 39, 6 26 19, 38, 7 1, 13, 32, 15 3, 38 + 35, 27, 2, 37 19, 10 10, 18, 32, 7 7, 18, 25 11, 10, 35 32 21, 22, 35, 2 21, 35, 2, 22 35, 32, 1 2, 19 7, 23 35, 3, 15, 23 2 28, 10, 29, 35

• 21. Rushing thr

23 Loss of substance 35, 6, 23, 40 35, 6, 22, 32 14, 29, 10, 39 10, 28,24 35, 2, 10, 31 10, 18, 39, 31 1, 29, 30, 36 3, 39, 18, 31 10, 13, 28, 38 14, 15, 18, 40 3, 36, 37, 10 29, 35, 3, 5 2, 14, 30, 40 35, 28, 31, 40 28, 27, 3, 18 27, 16, 18, 38 21, 36, 39, 31 1, 6, 13 35, 18, 24, 5 28, 27, 12, 31 28, 27, 18, 38 35, 27, 2, 31 + 15, 18, 35, 10 6, 3, 10, 24 10, 29, 39, 35 16, 34, 31, 28 35, 10, 24, 31 33, 22, 30, 40 10, 1, 34, 29 15, 34, 33 32, 28, 2, 24 2, 35, 34, 27 15, 10, 2 35, 10, 28, 24 35, 18, 10, 13 35, 10, 18 28, 35, 10, 23

• 22. Convert ha

24 Loss of Information 10, 24, 35 10, 35, 5 1, 26 26 30, 26 30, 16 2, 22 26, 32 10 10 19 10, 19 19, 10 + 24, 26, 28, 32 24, 28, 35 10, 28, 23 22, 10, 1 10, 21, 22 32 27, 22 35, 33 35 13, 23, 15

• 23. Feedback

25 Loss of Time 10, 20, 37, 35 10, 20, 26, 5 15, 2, 29 30, 24, 14, 5 26, 4, 5, 16 10, 35, 17, 4 2, 5, 34, 10 35, 16, 32, 18 10, 37, 36,5 37, 36,4 4, 10, 34, 17 35, 3, 22, 5 29, 3, 28, 18 20, 10, 28, 18 28, 20, 10, 16 35, 29, 21, 18 1, 19, 26, 17 35, 38, 19, 18 1 35, 20, 10, 6 10, 5, 18, 32 35, 18, 10, 39 24, 26, 28, 32 + 35, 38, 18, 16 10, 30, 4 24, 34, 28, 32 24, 26, 28, 18 35, 18, 34 35, 22, 18, 39 35, 28, 34, 4 4, 28, 10, 34 32, 1, 10 35, 28 6, 29 18, 28, 32, 10 24, 28, 35, 30

• 24. Mediator, i

26 Quantity of substance/the matter 35, 6, 18, 31 27, 26, 18, 35 29, 14, 35, 18 15, 14, 29 2, 18, 40, 4 15, 20, 29 35, 29, 34, 28 35, 14, 3 10, 36, 14, 3 35, 14 15, 2, 17, 40 14, 35, 34, 10 3, 35, 10, 40 3, 35, 31 3, 17, 39 34, 29, 16, 18 3, 35, 31 35 7, 18, 25 6, 3, 10, 24 24, 28, 35 35, 38, 18, 16 + 18, 3, 28, 40 13, 2, 28 33, 30 35, 33, 29, 31 3, 35, 40, 39 29, 1, 35, 27 35, 29, 25, 10 2, 32, 10, 25 15, 3, 29 3, 13, 27, 10 3, 27, 29, 18 8, 35 13, 29, 3, 27

• 25. Self-service

27 Reliability 3, 8, 10, 40 3, 10, 8, 28 15, 9, 14, 4 15, 29, 28, 11 17, 10, 14, 16 32, 35, 40, 4 3, 10, 14, 24 2, 35, 24 21, 35, 11, 28 8, 28, 10, 3 10, 24, 35, 19 35, 1, 16, 11 11, 28 2, 35, 3, 25 34, 27, 6, 40 3, 35, 10 11, 32, 13 21, 11, 27, 19 36, 23 21, 11, 26, 31 10, 11, 35 10, 35, 29, 39 10, 28 10, 30, 4 21, 28, 40, 3 + 32, 3, 11, 23 11, 32, 1 27, 35, 2, 40 35, 2, 40, 26 27, 17, 40 1, 11 13, 35, 8, 24 13, 35, 1 27, 40, 28 11, 13, 27 1, 35, 29, 38

• 26. Copying

28 Measurement accuracy 32, 35, 26, 28 28, 35, 25, 26 28, 26, 5, 16 32, 28, 3, 16 26, 28, 32, 3 26, 28, 32, 3 32, 13, 6 28, 13, 32, 24 32, 2 6, 28, 32 6, 28, 32 32, 35, 13 28, 6, 32 28, 6, 32 10, 26, 24 6, 19, 28, 24 6, 1, 32 3, 6, 32 3, 6, 32 26, 32, 27 10, 16, 31, 28 24, 34, 28, 32 2, 6, 32 5, 11, 1, 23 + 28, 24, 22, 26 3, 33, 39, 10 6, 35, 25, 18 1, 13, 17, 34 1, 32, 13, 11 13, 35, 2 27, 35, 10, 34 26, 24, 32, 28 28, 2, 10, 34 10, 34, 28, 32

• 27. Cheap, disp

29 Manufacturing precision 28, 32, 13, 18 28, 35, 27, 9 10, 28, 29, 37 2, 32, 10 28, 33, 29, 32 2, 29, 18, 36 32, 23, 2 25, 10, 35 10, 28, 32 28, 19, 34, 36 3, 35 32, 30, 40 30, 18 3, 27 3, 27, 40 19, 26 3, 32 32, 2 32, 2 13, 32, 2 35, 31, 10, 24 32, 26, 28, 18 32, 30 11, 32, 1 + 26, 28, 10, 36 4, 17, 34, 26 1, 32, 35, 23 25, 10 26, 2, 18 26, 28, 18, 23 10, 18, 32, 39

• 28. Replaceme

30 Object-affected harmful factors 22, 21, 27, 39 2, 22, 13, 24 17, 1, 39, 4 1, 18 22, 1, 33, 28 27, 2, 39, 35 22, 23, 37, 35 34, 39, 19, 27 21, 22, 35, 28 13, 35, 39, 18 22, 2, 37 22, 1, 3, 35 35, 24, 30, 18 18, 35, 37, 1 22, 15, 33, 28 17, 1, 40, 33 22, 33, 35, 2 1, 19, 32, 13 1, 24, 6, 27 10, 2, 22, 37 19, 22, 31, 2 21, 22, 35, 2 33, 22, 19, 40 22, 10, 2 35, 18, 34 35, 33, 29, 31 27, 24, 2, 40 28, 33, 23, 26 26, 28, 10, 18 + 24, 35, 2 2, 25, 28, 39 35, 10, 2 35, 11, 22, 31 22, 19, 29, 40 22, 19, 29, 40 33, 3, 34 22, 35, 13, 24

• 29. Pneumatics

31 Object-generated harmful factors 19, 22, 15, 39 35, 22, 1, 39 17, 15, 16, 22 17, 2, 18, 39 22, 1, 40 17, 2, 40 30, 18, 35, 4 35, 28, 3, 23 35, 28, 1, 40 2, 33, 27, 18 35, 1 35, 40, 27, 39 15, 35, 22, 2 15, 22, 33, 31 21, 39, 16, 22 22, 35, 2, 24 19, 24, 39, 32 2, 35, 6 19, 22, 18 2, 35, 18 21, 35, 2, 22 10, 1, 34 10, 21, 29 1, 22 3, 24, 39, 1 24, 2, 40, 39 3, 33, 26 4, 17, 34, 26 + 19, 1, 31 2, 21, 27, 1 2 22, 35, 18, 39

• 30. Flexible me

32 Ease of manufacture 28, 29, 15, 16 1, 27, 36, 13 1, 29, 13, 17 15, 17, 27 13, 1, 26, 12 16, 40 13, 29, 1, 40 35 35, 13, 8, 1 35, 12 35, 19, 1, 37 1, 28, 13, 27 11, 13, 1 1, 3, 10, 32 27, 1, 4 35, 16 27, 26, 18 28, 24, 27, 1 28, 26, 27, 1 1, 4 27, 1, 12, 24 19, 35 15, 34, 33 32, 24, 18, 16 35, 28, 34, 4 35, 23, 1, 24 1, 35, 12, 18 24, 2 + 2, 5, 13, 16 35, 1, 11, 9 2, 13, 15 27, 26, 1 6, 28, 11, 1 8, 28, 1 35, 1, 10, 28

• 31. Use of poro

33 Ease of operation 25, 2, 13, 15 6, 13, 1, 25 1, 17, 13, 12 1, 17, 13, 16 18, 16, 15, 39 1, 16, 35, 15 4, 18, 39, 31 18, 13, 34 28, 13 35 2, 32, 12 15, 34, 29, 28 32, 35, 30 32, 40, 3, 28 29, 3, 8, 25 1, 16, 25 26, 27, 13 13, 17, 1, 24 1, 13, 24 35, 34, 2, 10 2, 19, 13 28, 32, 2, 24 4, 10, 27, 22 4, 28, 10, 34 12, 35 17, 27, 8, 40 25, 13, 2, 34 1, 32, 35, 23 2, 25, 28, 39 2, 5, 12 + 12, 26, 1, 32 15, 34, 1, 16 32, 26, 12, 17 1, 34, 12, 3 15, 1, 28

• 32. Changing co

34 Ease of repair 2, 27 35, 11 2, 27, 35, 11 1, 28, 10, 25 3, 18, 31 15, 13, 32 16, 25 25, 2, 35, 11 1 34, 9 1, 11, 10 13 1, 13, 2, 4 2, 35 11, 1, 2, 9 11, 29, 28, 27 1 4, 10 15, 1, 13 15, 1, 28, 16 15, 10, 32, 2 15, 1, 32, 19 2, 35, 34, 27 32, 1, 10, 25 2, 28, 10, 25 11, 10, 1, 16 10, 2, 13 25, 10 35, 10, 2, 16 1, 35, 11, 10 1, 12, 26, 15 + 7, 1, 4, 16 35, 1, 13, 11 34, 35, 7, 13 1, 32, 10

• 33. Homogene

35 Adaptability or versatility 1, 6, 15, 8 19, 15, 29, 16 35, 1, 29, 2 1, 35, 16 35, 30, 29, 7 15, 16 15, 35, 29 35, 10, 14 15, 17, 20 35, 16 15, 37, 1, 8 35, 30, 14 35, 3, 32, 6 13, 1, 35 2, 16 27, 2, 3, 35 6, 22, 26, 1 19, 35, 29, 13 19, 1, 29 18, 15, 1 15, 10, 2, 13 35, 28 3, 35, 15 35, 13, 8, 24 35, 5, 1, 10 35, 11, 32, 31 1, 13, 31 15, 34, 1, 16 1, 16, 7, 4 + 15, 29, 37, 28 1 27, 34, 35 35, 28, 6, 37

• 34. Rejection a

36 Device complexity 26, 30, 34, 36 2, 26, 35, 39 1, 19, 26, 24 26 14, 1, 13, 16 6, 36 34, 26, 6 1, 16 34, 10, 28 26, 16 19, 1, 35 29, 13, 28, 15 2, 22, 17, 19 2, 13, 28 10, 4, 28, 15 2, 17, 13 24, 17, 13 27, 2, 29, 28 20, 19, 30, 34 10, 35, 13, 2 35, 10, 28, 29 6, 29 13, 3, 27, 10 13, 35, 1 2, 26, 10, 34 26, 24, 32 22, 19, 29, 40 19, 1 27, 26, 1, 13 27, 9, 26, 24 1, 13 29, 15, 28, 37 + 15, 10, 37, 28 15, 1, 24 12, 17, 28

• 35. Transforma

37 Difficulty of detecting and measuring 27, 26, 28, 13 6, 13, 28, 1 16, 17, 26, 24 26 2, 13, 18, 17 2, 39, 30, 16 29, 1, 4, 16 2, 18, 26, 31 3, 4, 16, 35 30, 28, 40, 19 35, 36, 37, 32 27, 13, 1, 39 11, 22, 39, 30 27, 3, 15, 28 19, 29, 39, 25 25, 34, 6, 35 3, 27, 35, 16 2, 24, 26 35, 38 19, 35, 16 18, 1, 16, 10 35, 3, 15, 19 1, 18, 10, 24 35, 33, 27, 22 18, 28, 32, 9 3, 27, 29, 18 27, 40, 28, 8 26, 24, 32, 28 22, 19, 29, 28 2, 21 5, 28, 11, 29 2, 5 12, 26 1, 15 15, 10, 37, 28 + 34, 21 35, 18

• 36. Phase tran

38 Extent of automation 28, 26, 18, 35 28, 26, 35, 10 14, 13, 17, 28 23 17, 14, 13 35, 13, 16 28, 10 2, 35 13, 35 15, 32, 1, 13 18, 1 25, 13 6, 9 26, 2, 19 8, 32, 19 2, 32, 13 28, 2, 27 23, 28 35, 10, 18, 5 35, 33 24, 28, 35, 30 35, 13 11, 27, 32 28, 26, 10, 34 28, 26, 18, 23 2, 33 2 1, 26, 13 1, 12, 34, 3 1, 35, 13 27, 4, 1, 35 15, 24, 10 34, 27, 25 + 5, 12, 35, 26

• 37. Thermal ex

39 Productivity 35, 26, 24, 37 28, 27, 15, 3 18, 4, 28, 38 30, 7, 14, 26 10, 26, 34, 31 10, 35, 17, 7 2, 6, 34, 10 35, 37, 10, 2 28, 15, 10, 36 10, 37, 14 14, 10, 34, 40 35, 3, 22, 39 29, 28, 10, 18 35, 10, 2, 18 20, 10, 16, 38 35, 21, 28, 10 26, 17, 19, 1 35, 10, 38, 19 1 35, 20, 10 28, 10, 29, 35 28, 10, 35, 23 13, 15, 23 35, 38 1, 35, 10, 38 1, 10, 34, 28 18, 10, 32, 1 22, 35, 13, 24 35, 22, 18, 39 35, 28, 2, 24 1, 28, 7, 10 1, 32, 10, 25 1, 35, 28, 37 12, 17, 28, 24 35, 18, 27, 2 5, 12, 35, 26 +

• 38. Use strong
• 39. Inert enviro
• 40. Composite

Worsening Feature Improving Feature

SLIDE 14

• 1. Creating the computer software supporting computational activities.
• 2. Integration with other commercially available methods of computer-

aided problem solving.

• 3. Application of a mathematical model, such as system dynamics

approach methodology of modern Operational Research and methodology and computer simulation modeling technique.

• 4. Application and verification of proposed concept of contradiction

finding and classification in the other fields of industrial companies structure. Co Conclu lusio ion and Outl tlook.

SLIDE 15

Th Thank you for r your r attentio ion. Joanna MAJCHRZAK joanna.majchrzak@put.poznan.pl Agnieszka CHUDA agnieszkachuda@poczta.fm Arkadiusz KALEMBA arkadiusz.kalemba@put.poznan.pl Gerhard Wilhelm WEBER gerhard.weber@put.poznan.pl

Seminar and Scientific Visit USU, Medan, Indonesia, August 2019 InteriOR 2019 Medan, Indonesia, August 2019

SLIDE 16

References.

1. Altshuller, G.: And suddenly the inventor appeared: TRIZ, the theory of inventive problem solving. Technical Innovation Center,

• Inc. (1996).

2. Altshuller, G.: The innovation algorithm: TRIZ, systematic innovation and technical creativity. Technical innovation center, Inc. (1999). 3. Becattini, N., Cascini, G. and Rotini, F., Correlations between the evolution of contradictions and the law of identity increase. Procedia Engineering, 9, 236-250 (2011). 4. Cascini, G.: TRIZ-based anticipatory design of future products and processes. Journal of Integrated Design and Process Science, 16 (3), 29-63 (2012). 5. Cavallucci, D., Rousselot, F. and Zanni, C.: On contradiction clouds. Procedia Engineering 9, 368-378 (2011). 6. Khomenko, N. and Ashtiani, M.: Classical TRIZ and OTSM as a scientific theoretical back-ground for non-typical problem solving

• instruments. Frankfurt: ETRIA Future (2007).

7. Liu, S., Lin, Y.: Grey Information Theory and Practical Application, Springer, London (2006). 8. Liu, S., Yang, Y., Forrest, J.: Grey data analysis. Springer: Berlin, Germany (2016). 9. Mantura, W.: Comperative analysis of the category of quality information. In: M. Goliński, M. Szafrański (ed.): Integrated support system for access to information in urban space with use of GPS and GIS systems, Publishing House of Poznan University of Technology, 7-30, (2012). 10. Nakagawa, T.: TRIZ/CrePS Approach to the Social Problems of Poverty: ‘Liberty vs. Love’ Is Found the Principal Contradiction of the Human Culture. In Advances and Impacts of the Theory of Inventive Problem Solving. Springer, Cham., 179-188, (2018). 11. Von Bertalanffy, L.: General system theory. New York, 41973 (1968). 12. Westley, B.H., MacLean, M.S.: A conceptual Model For Communications Research. Journalism & Mass Communication Quarterly (1957).

SLIDE 17

Appendix ix: System Dynamic ics.

Step 1: Define the system

Systems are made of entities, which interact with each other and produce some outputs, which are either designed or natural.

Here, the system is primary education system:

• a. Environment

Every system functions in an environment, which provides inputs to the system and receives

• utputs from the system.

Here, the environment is society.

• b. Structure

All systems have a structure. The body of a system’s structure is represented by the entities of the system and their interrelations or linkages or connections.

Here, entities are  student,  teacher,  parents,  educational officials,  infrastructure and  local community.

SLIDE 18

Appendix ix: System Dynamic ics.

c. Linkages

• It is important to try to understand, what linkages make up the system’s structure,

which entities are linked with each other, and the implications of these linkages

• n the behavior of the entities in particular.
• The entity relationship diagram of the system is a better illustration
• f the relationships among the entities identified.

Here, linkages are

 liaise,  feedback,  follows,  guides,  avails,  reports,  inspects,  influence, etc.

SLIDE 19

Appendix ix: System Dynamic ics.

Liaise Feedback Infra- struc- ture Educa- tional

• fficials

Students Parents Teacher Reports Avails (teaching) Facilitate Avails Facilitate Follow s Guide Inspects Inspects Local community Local community Local community Local community Influence Influence Influence Influence

SLIDE 20

Appendix ix: System Dynamic ics.

Step 2: System entities and relationship equations

• The dynamic change of the system state is referred to as system behaviour.
• The state of a system is an instantaneous snapshot of levels (or, amounts)
• f the relevant attributes (or, characteristics) possessed by the entities

that constitute the system.

• In all systems, every entity possesses many attributes, but only a few attributes are

relevant with reference to the problem at hand. Some attributes are of immediate or short-term relevance while others may be of relevance in the long run.

List of attributes:

Entity 1: Student: 1.1 Level of enrollment (loe). 1.2 Level of boys drop-outs in a school (lbd). 1.3 Level of girls drop-outs in a school (lgd). 1.4 Level of repeaters in a school (lr). Entity 2: Teacher: 2.1 Level of perceived quality of teaching by the Students (lts). 2.2 Level of perceived quality of teaching by the Parents (ltp).

SLIDE 21

Appendix ix: System Dynamic ics.

Entity 5: Infrastructure: 5.1 Level of space and ventilation available in a classroom (lsv). 5.2 Level of cleanliness and other facilities such as board, mats, table/chair, educational aids (maps, toys, charts, etc.) (lc). 5.3 Level of sanitation facilities for general purpose (for both boys and girls) (ls_g). 5.4 Level of separate sanitation facilities for girls (ls_s). 5.5 Level of drinking water facility available (ldw). 5.6 Level of availability of playground area and other equipment for children used in playing (lpa). 5.7 Level of bad organising in the classrooms (lbo):

• a. Number of cases in which more than one class is conducted in a single instructional classroom.
• b. Number of cases in which more than 40 people are accommodating in a single instructional classroom.

Entity 6: Local community: 6.1 Level of participation of local community (llc). 6.2 Level of awareness of local community about educational benefits (lale).

SLIDE 22

Appendix ix: System Dynamic ics.

• Modeling and forecasting the behavior of complex systems are necessary

if we are to exert some degree of control over them.

• Properties of variables and interactions in our large-scale system:
• System variables are bounded:
• A variable increases or decreases according to whether the net impact
• f the other variables is positive or negative.

and

1,2,...., , ( , ) 1     

i

i N t x t where isthe level of variable in period . ( )

i

x t i t

( )

( ) ( ) ,   

i

P t i i

x t t x t

To preserve boundedness, ( ) is modelled as:  x t t where 1 | sum of

• n

| ( ) . 1 | sum of

• n

       

i i i

positiv t impact x P t t impact negat e i x v | e

[Julius 2002]

SLIDE 23

Appendix ix: System Dynamic ics.

• When entities interact through their attributes, the levels of the attributes might

change, i.e., the system behaves in certain directions.

• Some changes in attribute levels may be desirable while others may not be so.
• Each attribute influences several others, thus creating a web of

complex interactions that eventually determine system behavior. In other terms, attributes are variables that vary from time to time.

• They can vary in an unsupervised way in the system.
• However, variables can be controlled directly or indirectly, and partially

by introducing new intervention policies.

• However, interrelations among variables should be analyzed carefully

before introducing new policies.

• The choice of relevant attributes has to be made carefully, keeping in mind both

short-term and long-term consequences of solutions (decisions).

• All attributes can be associated with given levels that may indicate

quantitative or qualitative possession.

SLIDE 24

Appendix ix: System Dynamic ics.

Four steps of implementation: Step 1. Set the initial values to identified attributes obtained from published sources and surveys conducted. Step 2. Build a cross-impact matrix with the identified relevant attributes.

• a. Summing the effects of column attributes on rows indicates the effect of each

attribute in the matrix.

• b. The parameters ij can be determined by creating a pairwise correlation matrix

after collecting the data, and adjusted by subjective assessment.

• c. Qualitative impacts

are quantified subjectively as shown in the table. Qualitative impacts can be extracted from a published sources and survey data set.

SLIDE 25

Appendix ix: System Dynamic ics.

• d. The impact of infrastructural facilities on primary school enrollments

and progression become visible by running the simulation model.

• e. An exemplary partial cross-impact matrix with the attributes and

their hypothetical values above is illustrated as follows:

SLIDE 26

Appendix ix: System Dynamic ics.

Step 3. Simulate the system for m iterations (50 iterations) and tabulate the behavior of each attribute in every iteration. Plot the results on a worksheet. Step 4. Simulate the system with identified policy variable.

• Identify a policy variable to achieve the desired level or state

and augment the cross-impact matrix with this policy variable by qualitative assessment of pair-wise attribute interactions.

• The policy variable introduced is infrastructural improvements, which

shows positive impact on level of space and ventilation, cleanliness and

• ther facilities such as board, mats, table/chair, educational aids,

separate sanitation facilities for girls and general sanitation facilities, available drinking water facilities, and class organization.

• Observe the system for another m iterations, and check

if the desired state is achieved by introducing the policy variable. Compare the results.

SLIDE 27

Appendix ix: System Dynamic ics.

• The cross-impact systems model requires data from an unbiased sample

(through selecting a particular region or state of a developing country).

• Data can be obtained from conducting personal surveys and

data published from the selected developing country.

• The information obtained can be converted into meaningful

qualitative and quantitative impact factors after being normalized. Then, the initial values for the attribute levels xi (0) can be set accordingly.

• Once initial attribute levels are determined from the data and

cross-impact parameters ij are calculated, the model is simulated.

• These simulations illustrate the effects of infrastructural facilities
• n quality of primary education over time.

SLIDE 28

Appendix ix: System Dynamic ics.

• Level of enrollment (loe)

Before implementation of policy variables (red line):

• sharp increase at the beginning phase of the simulation

(first 12 iterations), and then there is steady decrease after a certain period of time (first 12 iterations). After implementation of policy variables (blue line):

• steady increase from initial value (0.71) to unity.

Analysis:

• increase in level of enrollment in first 12 iterations happens

because of the response lag in population to bad quality school system,

• instant impact on the level enrollment after implementation
• f policy variables because students and parents are more

eager to have the children attend a nice looking healthy school.

Level of enrollment (loe)

SLIDE 29

Appendix ix: System Dynamic ics.

• Level of enrollment (loe)

Before implementation of policy variables (red line):

• sharp increase at the beginning phase of the simulation

(first 12 iterations), and then there is steady decrease after a certain period of time (first 12 iterations). After implementation of policy variables (blue line):

• steady increase from initial value (0.71) to unity.

Analysis:

• increase in level of enrollment in first 12 iterations happens

because of the response lag in population to bad quality school system,

• instant impact on the level enrollment after implementation
• f policy variables because students and parents are more

eager to have the children attend a nice looking healthy school.

Level of enrollment (loe)