Using Simulation to Quantify the Impacts of Changes

In
Construction Work

Haldun Cor
Thesis submitted to the Faculty of the Virginia Polytechnic Institute and
State University in partial fulfillment of the requirements for the degree

of
Master of Science
In
Civil Engineering
Julio C. Martinez, Chairman
Jesus M. de la Garza
Michael C. Vorster
Michael M. Branch
August, 1998
Blacksburg, Virginia
Keywords: Simulation, Work Changes, Quantification, Impact, and
Animation
Copyright 1998, Haldun Cor
 USING SIMULATION TO QUANTIFY THE
IMPACTS OF CHANGES
IN CONSTRUCTION WORK
Haldun Cor
ABSTRACT
Work changes are alterations to the original scope of a contract. Work changes are
inevitable in a typical construction project due to the complex nature of the
construction industry. It is not possible to foresee these changes at the pre-
construction or bidding stages. The changes may affect originally planned means
and methods and, thus, may impact the quantity and type of the originally
allocated resources such as time, labor, and equipment. In other words, work
changes may involve time, money or both. Proper quantification of the impacts
solely introduced by changes is therefore vital to all parties and to the success of a
project. Failing to quantify impacts due to changes may have adverse
consequences that may sometimes result in litigation.

Several techniques are currently employed by the construction industry to

quantify the impacts of changes. There are also a few simulation case studies used
for productivity-related impact analysis. Certain simulation techniques and
capabilities, such as modeling flexibility, involvement of historical data, and
capability to compare alternatives enable simulation to be a promising tool for
quantifying impacts due to changes. Despite the fact that simulation is becoming
popular in the construction industry, up to this point in time, there are no
established guidelines for the use of simulation in quantifying impacts due to
work changes. Simulation still needs exploration with further research and
applications that are specific to the problems of the construction industry. There is
a solid need to explore the opportunities for employing simulation in quantifying
impacts.

The objective of this work is to explore the use of simulation in quantifying work
change impacts. The study consists of a literature review on the relevant topics. It
also analyzes and quantifies a case study in depth. The lessons learned from the
case study showcase the procedure and potential of the methodology. The output
of the research is valuable for practitioners who wish to employ simulation in
quantifying impacts due to work changes.
 ACKNOWLEDGEMENTS
My study at Virginia Tech all started with Dr. de la Garza. Initial contacts with
him and his research areas were the main reason that I have come over Virginia Tech. In
addition, the Performance Improvement course with Dr. de la Garza gave insights into
productivity related issues, which were crucial in the success of this study. He also
advised me to include Mr.Branch in my committee. Mr. Branch' s positive personality
and belief in this study from the first day were real supports. Mr. Branch's
recommendations considerably contributed to the study. I would like to also thank
Branch Highways Inc. for their cooperation. In the initial meeting, Dr. Vorster gave
terrific ideas regarding the scope and research methodology and put me on the right track
at the very beginning. The concepts in Dr. Vorster's Contract Administration course were
intensively applied in this research. Dr. Martinez not only furnished the technical
knowledge but also coached me in all areas. His in-depth simulation knowledge, ambition
and never consumed energy level were real inspiration to me and to this study.
Automation in Construction and Advanced Simulation in Construction (independent
study), Means and Methods courses with Dr. Martinez introduced simulation to me and
advanced my knowledge to a degree where I could perform the study. I feel really
fortunate to have these members in my committee and would like to express my gratitude
to them for their support and contribution.
I would like to thank Dr. Showalter for his personal support in the first term of my
study and at all times. Mr. Kannan's initial model, explanations and friendship
substantially contributed to this study. I want to also thank to my colleagues, who are
here and were here, for providing the friendship and support at all times.
My parents and sister have always been a real support to achieve my educational
goals. I want to express my deep gratitude to them. Finally, my wife and best friend,
Gonca, has been always on my side and motivated me for this thesis. Therefore, I want to
express that she has major contribution to this work and I appreciate for all her support
and belief in me.

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 TABLE OF CONTENTS
1 INTRODUCTION......................................................................................................................... 1

1.1 PROBLEM STATEMENT ............................................................................................................... 1

1.1.1 Background....................................................................................................................... 1
1.1.2 Statement of Problem......................................................................................................... 1
1.2 BENEFITS................................................................................................................................... 4
1.2.1 Benefits of the Research: ................................................................................................... 4
1.2.2 Benefits from Case Study ................................................................................................... 4
1.3 PURPOSE, SCOPE, OBJECTIVES ................................................................................................... 4
1.3.1 Purpose............................................................................................................................. 4
1.3.2 Scope ................................................................................................................................ 5
1.4 RESEARCH METHODOLOGY ........................................................................................................ 5
1.4.1 Case Study......................................................................................................................... 6
1.5 IMPLEMENTABILITY ISSUES ........................................................................................................ 6
1.6 APPLICABILITY OF THIS RESEARCH ............................................................................................ 7
2 LITERATURE REVIEW ............................................................................................................. 8

2.1 WORK CHANGES AND IMPACTS.................................................................................................. 8

2.2 CURRENTLY EMPLOYED TECHNIQUES FOR QUANTIFYING IMPACTS ............................................. 9
2.3 SIMULATION ............................................................................................................................ 10
3 WORK CHANGES IN THE CONSTRUCTION INDUSTRY .................................................. 12

3.1 WORK CHANGES...................................................................................................................... 12

3.1.1 TERMINOLOGY ............................................................................................................. 13
3.2 WHY AND HOW DO WORK CHANGES OCCUR? ......................................................................... 13
3.3 WHY ARE WORK CHANGES IMPORTANT? ................................................................................. 16
3.3.1 Benefits ........................................................................................................................... 16
3.3.2 Impacts On Project.......................................................................................................... 16
3.3.3 Disputes Due To Changes................................................................................................ 20
3.4 SUMMARY ............................................................................................................................... 22
4 CURRENTLY EMPLOYED TECHNIQUES TO QUANTIFY TIME IMPACTS IN
CONSTRUCTION ............................................................................................................................... 23

4.1 TIME IMPACTS ......................................................................................................................... 23

4.2 TOOLS TO QUANTIFY DELAY IMPACTS...................................................................................... 24
4.2.1 Bar Charts....................................................................................................................... 24
4.3 CRITICAL PATH METHOD ......................................................................................................... 25

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 4.4 BASIC APPROACHES ................................................................................................................. 28
4.5 LESSONS LEARNED .................................................................................................................. 30
4.6 SUMMARY ............................................................................................................................... 31
5 PRODUCTIVITY RELATED IMPACTS.................................................................................. 32

5.1 WHAT IS DISRUPTION?............................................................................................................. 32

5.2 IMPACTS OF DISRUPTION ......................................................................................................... 33
5.3 WHY ARE DISRUPTIONS IMPORTANT? ...................................................................................... 33
5.4 JUDICIAL RECOGNITION OF LOST PRODUCTIVITY ...................................................................... 34
5.5 BASIC APPROACHES ................................................................................................................. 34
5.5.1 Comparison Method ........................................................................................................ 35
5.5.2 Total and Modified Cost Methods .................................................................................... 35
5.6 BASIC TOOLS TO QUANTIFY PRODUCTIVITY RELATED IMPACTS ................................................ 35
5.6.1 Time And Motion Studies ................................................................................................. 36
5.6.2 Expert Opinion ................................................................................................................ 37
5.6.3 Industry Standards and Publications................................................................................ 37
5.6.4 Historical Productivity Data............................................................................................ 37
5.7 COMMON SHORTCOMINGS OF THE EXISTING TOOLS .................................................................. 38
5.8 SUMMARY ............................................................................................................................... 38
6 CASE STUDY ............................................................................................................................. 40

6.1 SIMULATION ............................................................................................................................ 40

6.2 STROBOSCOPE .................................................................................................................... 41
6.3 CASE STUDY ............................................................................................................................ 43
6.4 AS-PLANNED OPERATION ........................................................................................................ 44
6.4.1 Data Collection ............................................................................................................... 45
6.4.2 Modeling Of The As-Planned Operation .......................................................................... 48
6.4.3 Key Issues In The As-Planned Model ............................................................................... 49
6.4.4 Validation ....................................................................................................................... 50
6.4.5 Analysis Of The As-Planned Operation ............................................................................ 50
6.5 AS-BUILT OPERATION.............................................................................................................. 51
6.5.1 Data Collection ............................................................................................................... 51
6.6 AS-BUILT MODEL DEVELOPMENT ............................................................................................ 57
6.6.1 Model.............................................................................................................................. 57
6.6.2 Verification Of The As-Built Model .................................................................................. 60
6.6.3 Validation ....................................................................................................................... 63
6.6.4 Experimentation .............................................................................................................. 65
6.6.5 Analysis........................................................................................................................... 67

v
 6.7 AS-ADJUSTED MODEL ............................................................................................................. 67
6.7.1 Data Collection ............................................................................................................... 69
6.7.2 Modeling......................................................................................................................... 69
6.7.3 Verification And Validation ............................................................................................. 70
6.8 ANALYSIS OF AS-BUILT AND AS-ADJUSTED MODELS............................................................... 70
6.9 ANIMATION ............................................................................................................................. 70
6.9.1 Animation And Work Changes ......................................................................................... 73
6.9.2 Animation In The Case Study ........................................................................................... 73
6.10 LESSONS LEARNED FROM THE CASE STUDY .............................................................................. 74
6.11 SUMMARY ............................................................................................................................... 76
7 CONCLUSIONS AND RECOMMENDATIONS....................................................................... 77

7.1 CONCLUSIONS ......................................................................................................................... 77

7.1.1 Literature Review ............................................................................................................ 77
7.1.2 Case Study....................................................................................................................... 77
7.1.3 Contributions To The Existing Body of Knowledge........................................................... 78
7.2 RECOMMENDATIONS ................................................................................................................ 79
7.3 FUTURE RESEARCH PERSPECTIVES ........................................................................................... 80
8 REFERENCES............................................................................................................................ 82

9 APPENDICES ............................................................................................................................. 85

10 VITA...........................................................................................................................................147

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 TABLE OF FIGURES
Figure 6-1 Network fragment showing the basic nodes in STROBOSCOPE.................. 42
Figure 6-2 Animation slide: Almost-an-accident case.................................................... 44
Figure 6-3 Animation slide: As-planned animation layout. ............................................ 45
Figure 6-4 As-planned operation. (Courtesy of Dr.Mitchell. a former classmate,).......... 46
Figure 6-5 As-built operation. (Courtesy of Dr.Mitchell , a former classmate)............... 47
Figure 6-6 Activity Cycle Diagram for the As-planned Operation. ................................ 49
Figure 6-7 Animation slide: One way section, the green truck waits for the red truck. ... 52
Figure 6-8 Animation slide : Traffic interference........................................................... 53
Figure 6-9 General layout.............................................................................................. 55
Figure 6-10 Network fragment showing AvsB decision node. ....................................... 59
Figure 6-11 Animation slide: The two trucks shown at the lower part used the alternative
haul road over Rt 122 while the other (in the upper part) switched to the initial haul
road over the temporary crossing. .......................................................................... 59
Figure 6-12 Network fragment represents one way modeling logic................................ 60
Figure 6-13 A slide from the as-built animation depicting the resource interaction. ....... 62
Figure 6-14 Sensitivity analyses for verification purpose............................................... 63
Figure 6-15 Comparison of the factual data with simulation output for validation purpose.
.............................................................................................................................. 64
Figure 6-16 Sensitivity analysis: Change in the loader utilization for different number of
trucks. ................................................................................................................... 66
Figure 6-17 Animation slide: The temporary crossing is closed for a train arrival.......... 69
Figure 6-18 Comparison of the As-built and As-adjusted model output. ........................ 71
Figure 6-19 Additional performance required to diminish the impacts of the change in the
as-built model........................................................................................................ 71
Figure 6-20 Animation slide: As-adjusted operation with performance figures at the end
of the first shift on May 30. ................................................................................... 74
Figure 6-21 Animation slide: As-built operation with performance figures at the end of
the first shift on May 30......................................................................................... 75

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 LIST OF TABLES
Table 3-1 Sources of changes (Hester et al. 1991) ......................................................... 15
Table 3-2 Matrix of types and origins of changes (Thomas and Napolitan 1994) ........... 17
Table 3-3 Cost and schedule impacts of changes (Hester et al. 1990)............................. 18
Table 3-4 Types of Disputes (Bramble and Cipollini 1995) ........................................... 21
Table 6-1 As-planned Operation Duration ..................................................................... 48
Table 6-2 Calculation for the DownTime and AtShop activities. ................................... 54
Table 6-3 Estimated activity duration parameters. ......................................................... 56
Table 6-4 Portion of the generated output file for the train arrival times. ....................... 61
Table 6-5 Confidence Intervals for loader and truck utilization for the as-built model. .. 68
Table 6-6 Calculation of the impact on production for May1997. .................................. 72

viii
 LIST OF APPENDICES

A. Data Processing
B. Initial Model by Mr.Kannan
C. Output Files for Verification Purpose
D. Source Code
E. Model Network
F. Data Collected on Site

ix
 1 INTRODUCTION

1.1 Problem Statement

1.1.1 Background

Contractors bid jobs based on a site visit and the information given in the
contracts and specifications at the time of bidding. They plan tasks and assign resources
for each task on the basis of this information. However, as projects progress, the scope of
the work may change. These changes may include alterations to the sequence of work, to
the design, or changed conditions. Work changes may affect originally planned means
and methods. As a consequence, they may impact the quantity and type of the resources
required to perform the work.

1.1.2 Statement of Problem

The challenge is to quantify the net impacts caused by changes. Proper
quantification of impacts solely introduced by changes is vital to all parties and to the
success of a project. Failing to quantify net impacts due to changes may have adverse
consequences that sometimes result in litigation. Furthermore, the method of quantifying
impacts should be acceptable to all parties involved. For the method to be acceptable to
all parties involved, it should be capable of reflecting the reality to the extent that it can
segregate the net impact solely due to changes. Several techniques are employed by the
industry to quantify the impacts of the changes. The most common technique is schedule
analysis (CPM). It is used to quantify time impacts of work changes. The time and
motion method, expert opinion, industry standards and historical productivity data are
used to quantify productivity-related impacts (Cushman and Carpenter 1990). Also, there
are a few simulation case studies used for productivity-related impact analysis.
Schedule analysis is useful for quantifying delays. However, it can only determine
time impacts due to work changes. Schedule analysis is not effective in quantifying
impacts on resources. The time and motion method, expert opinion, industry standards

1
and historical productivity data are therefore used to quantify productivity-related
impacts. These techniques are approximate methods and offer little flexibility to conduct
analysis. Simulation, on the other hand, offers superior features for productivity-related
impact analysis. They are detailed in Figure 1-1.

All of the features in Figure 1-1 contribute to the modeling and analysis of
operations in a detailed and realistic manner. Furthermore, the features that are
particularly important in the analysis of impacts due to changes are briefly discussed
below:

1. The capability to experiment with the models under the same conditions is crucial
because it can isolate the net impacts due to changes from those that are not related to
them.
2. Validation is another important aspect as it is directly related to the credibility of the
analysis. Validation gives opportunity to prove to other parties that the model reflects
the reality and offers the opportunity to reach a common ground.
3. Most of the time it is possible to estimate net impacts by using simulation before
performing a changed work, or at least in the early stages of changes. This gives an
opportunity for both owner and contractor to reconsider their course of action.
4. Finally, simulation gives access to animation. Animation visually displays impacts.
Visual aid is a crucial tool to communicate changes and impacts due to changes.
All of the above features make simulation a promising tool in quantifying impacts
due to work changes.
So far, only schedule analysis has a well-developed methodology concerning time
impact analysis to the extent that it is acceptable at courts.

2
 Capability to incorporate resources
and their interactions ranging from
their priorities to attributes in the
model,
Capability to employ logical,
conditional and decision nodes in
the model,
Capability to involve random and Effective Modeling of Operations
range definitions for all attributes

Capability to experiment with the

model under the same conditions,
Convenience in validating the
model,
Capability to involve historical
Simulation: A Promising Tool to
data, Effective Analysis of the Model Quantify Impacts due to Changes
Convenience for both before and
after the fact analysis,
Convenience to segregate impacts
of each change in case of multiple
changes,

Convenience to display impacts Effective Communication of the

visually. Impacts

3
Figure 1-1 Advantages of Using Simulation as Tool to Quantify Impacts due to Work Changes.
1.2 Benefits

The benefits of the study are related to the research and to the case study:

1.2.1 Benefits of the Research:

Quantification: The study addresses the benefits of using simulation, and simulation
capabilities and techniques that are important in quantifying impacts due to changes.
Visualization: The study sets out benefits resulting from visualization of changes and
impacts.
The above points set forth what to expect from simulation and how to make use of
simulation as a tool. The output of the research is valuable for practitioners who wish to
employ simulation in quantifying impacts due to work changes.

1.2.2 Benefits from Case Study

The case study consists of quantification of net impacts due to the change in a
specific project, simulation models of as-planned and as-built operations, analysis of the
models, and animations of the two operations. The animation displays as-planned and as-
built operations together with the quantified impacts on the screen. In addition, the
lessons learned from the case study are a major benefit for the research.

1.3 Purpose, Scope, Objectives

1.3.1 Purpose

The overall purpose of this study is to explore and define the opportunities for
using simulation in quantifying impacts of work changes. Studies conducted by the
Construction Industry Institute (Thomas and Napolitan 1993) have shown that changes
have considerable and serious impacts on projects that range from productivity to
schedules. Quantifying and communicating such impacts are inevitable tasks in
construction project management. State-of-art techniques should be introduced to the
construction industry to improve those existing. This study offers specific benefits that
simulation can bring in quantifying impacts due to changes.

4
 The case study forms the application part of the work. The case study is a
highway project in Moneta, Virginia. The purpose of the application is to quantify
impacts introduced by a change in the project, and to illustrate points of interest in an
example from a construction site.

1.3.2 Scope
The research centers on use of simulation in quantifying impacts due to changes.
It focuses neither on legal aspects nor on entitlement issues. The study consists of two
major parts:
1.3.2.1 Scope of the Research
The study entails a literature survey regarding work changes, impacts of work
changes, simulation and currently employed techniques. It discusses issues related to the
currently employed techniques. The study then makes use of the project to fully discuss
the points of interest. The scope of the case study is given below. Conclusions include
lessons learned from the case study and the literature survey. The study closes with
conclusions and recommendations.

1.3.2.2 Scope of Case Study

In the case study, one month of operation is analyzed. The first step is to build the
models for the as-built and as-planned operations. The models use historical data for
certain activities. The second step is to validate the models using animation and the
factual data. The common random numbers technique (Law and Kelton 1991) is
employed to isolate the impacts due to the change. The final step is to present the results
using animation of the as-built and as-planned models. The animation also displays
numerical performance measures that quantify change impacts.

1.4 Research Methodology

The research methodology consists of two main areas: literature review and case
study. The learned lessons from the literature review demonstrate the capabilities that a
quantification tool should possess. Simulation capabilities are then examined on an
application and, finally, the conclusions are discussed.

5
1.4.1 Case Study
The case study is a highway project in Moneta, Virginia. The contractor of the
project is Branch Highways, Inc. The project involves hauling earth over a railroad
crossing. The contractor planned the operation based on the information in the contract
documents at the time of bidding. The as-planned operation was based on using a
temporary crossing over a railroad except during small periods before and after trains
pass. The as-planned operation took place during the early stages of the project. One
time, however, due to miscommunication the flag person failed to close the gate while a
train was approaching. A truck then crossed the rails and was almost hit by the
approaching train. Fortunately, there was no accident. However, after this event took
place, the as-planned operation was no longer allowed by the Railway Administration.
The contractor was allowed only limited access through the temporary crossing. The
temporary crossing had to be closed almost half hour before and after each train passed.
The contractor was directed to use a route in the vicinity of the project with certain
stipulated conditions instead of the temporary crossing when the temporary crossing was
closed. This change in the operation had considerable impacts on the performance of the
hauling operation. The case study is the simulation of the operation before and after the
change. The study uses historical data kept on site. The objective is to find the net impact
of the change on the performance of the operation. Animations of the two simulation
models are used to display how the change affected the operation and, consequentially,
the performance.

1.5 Implementability Issues

The results of the research are highly implementable. Changes are inevitable in
construction projects, and so are their impacts. The impacts may involve time, cost or
both. Therefore, quantifying the net impacts due to changes is important. The research
introduces advantages of simulation into the analysis. This approach leads the use of
simulation in similar cases such as claims analysis and dispute resolution. The result of
the study may encourage the use of animation as an effective communication tool in
various circumstances including convincing other parties, presenting the case to a jury,
and training the employees.

6
1.6 Applicability of This Research

This research is applicable to all industry sectors, since work changes are a
concern for all of them. Simulation makes it possible to model operations ranging from
the very simple to the most complex. All industry sectors can therefore make use of
simulation and its benefits.

7
 2 LITERATURE REVIEW

The study includes a literature review in three areas. These are work changes and
their impacts in the construction industry, currently employed techniques to quantify the
impacts, and the use of simulation in quantification of the impacts.

2.1 Work Changes And Impacts

The Construction Industry Institute has various publications on the work changes
and their impacts. They are based on the case studies and on the data collected from
various projects. Below are brief summaries from some of the reports. There are also
excerptions from the reports in the discussion of work changes and productivity issues in
the following chapters.
The Impact of Changes on Construction Cost and Schedule (Cost and Schedule
Task 1990) gives an anatomy of changes. It encompasses the direct impacts of changes
on cost and also gives an extensive list of the direct impacts. The discussion extends to
the direct impacts of changes on schedule. Finally, the consequential impacts of changes
are discussed and Work Breakdown Structure is proposed to evaluate the effects of
change. The publication concludes with a long list of recommendations and ideas.
Hester, Kuprenas and Chang (1991) prepared a report on Construction Changes
and Change Order: Their Magnitude and Impact to CII. The report introduces the
change terminology and continues with a literature review. The report also provides an
annotated bibliography. The report discusses the legal issues regarding the changes as set
forth in the contract and gives a list regarding the principal purposes of the change
clauses. The section covers direct impacts, indirect impacts, impacts of multiple changes
and compensability issues. Critical Path Methods and Network Analysis System is
proposed to be used to highlight the delays. The final section presents and illustrates an
automated control system. The report concludes with conclusions and recommendations.
The report also includes four case studies regarding productivity.
Thomas and Napolitan (1994) prepared a report on The Effects of Changes on
Labor Productivity: Why and How Much. The report introduces a literature review on

8
changes. The literature review discusses categories of changes, quantification of the
effects of changes and CII cost and schedule task force reports. The authors propose a
conceptual model, Factor Model, to evaluate the impacts on labor productivity. They then
determine the factors affecting the labor productivity. The study continues with data
collection and data processing methodologies. They normalize and screen data and
determine the baseline productivity for the activities. They use statistical methods to
analyze the relationship between efficiency and the factors such as changes, rework and
disruption They also present a predictive model to estimate the effects on the labor
productivity. The report gives a summary of the report and presents the conclusions. One
of the report conclusions suggests that there is a 30 % loss of efficiency due to changes;
however, the timing of the changes is a key issue that determines the loss of efficiency.

2.2 Currently Employed Techniques For Quantifying Impacts

The tools to quantify the impacts of the changes are discussed under two
categories: time related and productivity related. There is an extensive literature
regarding the time related impact analysis tools. However, there are limited sources
regarding the tools to quantify the productivity-related impacts.
Construction Scheduling: Preparation, Liability and Claims (Wickwire, Driscoll
and Hurlbut 1992) is a comprehensive source on the application of scheduling techniques
in the analysis of delay claims. The authors present a discussion of the evolution of CPM
from a scheduling tool to a delay analysis tool. The discussion also covers CPMs
recognition by the courts. Different analysis methodologies are also introduced. The text
also encompasses topics including legal aspects of schedule specifications, project
record-keeping and calculation of the damages. Construction Scheduling And The Law:
Course Manual (Wickwire and Driscoll 1988) has almost similar content to (Wickwire
et. al. 1992). However, this document has important appendices such as Modification
Impact Evaluation Guide by the Department of the Army. This guide is important in the
sense that the proposed method is one of the first methods to recognize the nature of
CPM as a dynamic tool. Bramble, Donfrio and Stetson (1990) also devote a chapter in
Avoiding and Resolving Construction Claims. The authors present several different

9
CPM techniques used in delay analysis and discuss their advantages and disadvantages
on the examples.
The methodologies and tools to quantify the productivity related impacts is
discussed in Proving And Pricing Construction Claims edited by Cushman and
Carpenter (1990). The text presents several approaches and tools used under the heading
of disruption claims. It discusses types of disruptions, comparison of delay with
disruption, and the nature of disruption. Finally, it presents the approaches together with
the tools to be employed in the analysis. These methods will be discussed in the
subsequent chapter in detail. Bramble, Donfrio and Stetson (1990) discuss about
evaluating impacts to labor productivity in Avoiding and Resolving Construction
Claims. They discuss the available methods and discuss the advantages and
disadvantages of these methods.

2.3 Simulation

A few studies have been carried out previously in this area. These deal with the
use of simulation in resolving construction disputes (AbouRizk and Dozzi 1993) and the
use of simulation in claims analysis (Vanegas and Halpin 1993). All studies discuss the
opportunities for using simulation. The studies do not provide specifics of simulation
techniques and the benefits of animation. The following are summaries regarding the two
studies.
Abourizk and Dozzi propose that simulation can be used to enhance analysis
(1993). They use a case study about a claim regarding erection of steelworks in a bridge
project in Alberta, Canada. They use two models: the first is a model of the operation
based on the method specified in the contract, and the other is model of the actual
operation. They compare the duration (man-hours) required to complete the two
operations after running the simulation twenty times. They suggest that these figures can
be used to estimate the reasonable range of cost to be awarded to the contractor. They
conclude that simulation can be successfully used in construction.
Vanegas and Halpin propose that simulation can be effectively used in claims
analysis and that it has not been fully exploited in this particular area (1993). They
indicate that simulation can be used as a preventive tool in the planning stage and as tool

10
to resolve disputes. They claim that simulation models form a logical configuration to
analyze the operation or tasks in a contract that have high potential for claims. They
further suggest that sensitivity analysis can be used to find the effects of a change in the
system. The authors propose a framework for use of simulation in claims analysis and
dispute resolution. They recommend further areas of application such as modeling of
construction processes in a dynamic way rather than a static way, use of simulation to
communicate with people not familiar with construction processes, visualization of
interrelationships between construction activities, and effects of deviations from an initial
plan.

11
 3 WORK CHANGES IN THE CONSTRUCTION
INDUSTRY

3.1 Work Changes

The dynamic and complex nature of construction projects requires contractual

tools to accommodate the need for dynamic changes to the project. The changes may be
due to design omissions, unforeseen events or preference. A simple definition of work
changes is alterations to the original scope of work given in the contract documents. In
this sense, changes involve alterations to the sequence of work, to the design, to the
quantity of work, to the specifications, or changed conditions of the project.
Work changes are inevitable in the construction industry. Changes are important
in terms of their functions and their impacts on construction projects. On the one hand,
they are useful to accommodate any unforeseen circumstances, omissions in designs, or
changed conditions. For example, a design omission may be observed on site and
corrected. Changes give flexibility to both owner and contractor to meet their goals. On
the other hand, they have various negative impacts on performance and, as a
consequence, on the success of the project. Changes have direct impacts on the cost and
schedule of the project (Cost and Schedule Task 1990). They can increase project cost
and extend project duration. In addition, work changes are the primary cause of
construction disputes and claims. Increased costs and extended project duration cause the
involved parties to argue over who is responsible for the problem. However, this process
is not straightforward and generally causes disputes and claims.
The impacts of changes can sweep away the potential benefits of a project. The
estimated total amount of change orders in the United States is between $ 3 and $ 26
billion annually, and when the settlement costs of claims and litigation is added to this
figure, total project change costs might reach $ 50 billion annually (Ibbs and Allen 1995).
Both owner and contractor must recognize this fact and evaluate the impacts before,
when, and after the changes occur. Evaluation of the impacts requires close monitoring of
operations and effective quantification methods.

12
3.1.1 TERMINOLOGY
In the literature, there are various definitions of changes, from general to specific.
One general definition from the Construction Industry Institute is:

A change is any modification to the contractual guidance provided to the

constructor by the owner, owners agent, or design engineer. Thus, it
encompasses changes in specifications, drawings and other written oral
guidance (Cost/Schedule Controls Task Force 1990).

A more specific definition of changes is disturbances that interfere with the

planned, orderly progression of work (Cost/Schedule Controls Task Force 1990). There
are also other commonly used terms for changes. The following is a summary of
commonly used terms from another publication of the Construction Industry Institute
(Hester, Kuprenas and Chang 1991).
Impact: The root of the word is Latin word impengere, which means push or hit. In
change terminology, it refers to the effects on project performance such as schedule,
budget and productivity.
Productivity: Productivity is the amount of work performed per unit of time.
Disruption of work: Any disturbance to the actual planned work or method of work is
considered a disruption of work.
Loss of Momentum: Reduction of productivity due to interruption of work is known
as loss of momentum.
Interference: Any physical obstacle from other participants or a change hindering the
progress of work is considered interference.
Inefficiency: Inefficiency is production by crews or equipment that is lower than their
average.
Ripple effects: The consequential impact of change on other work items is defined as
the ripple effect.

3.2 Why And How Do Work Changes Occur?

Construction projects are never performed as they were planned. This is a result
of the construction industry and is not extraordinary when one considers the ingredients

13
of a construction project. These ingredients include various participants and agents,
physical conditions, a contract and resources. The participants are owner, contractor, and
third parties. Resources include labor, equipment, capital and time. Mostly these
ingredients bear uncertainties from the beginning of the project until the end. It is not
always possible to foresee design omissions until construction, or to predict whether the
owner will change his mind regarding a work item. No one can guarantee physical
conditions such as those in the subsurface. The quantities in the contract are just
estimates and they can increase or decrease. Estimates just form a baseline regarding the
quantities. Resources, being scarce, require a fine-tuned scheduling. However, there will
always be problems or delays for either third party or owner-furnished equipment or
materials. The uncertainties can be listed further. Contract packages limit these
uncertainties to an extent by establishing a baseline and setting forth the rules to manage
the uncertainties in case they arise. Contractors rely on the contractual documents as a
baseline and plan their operations and resource flows, and establish their schedule and
budget. Nevertheless, these uncertainties will cause changes and as-planned operations
will not take place as they were planned. This situation is described in the Construction
Industry Institutes publication 6-10 as follows;

Initial guidance comes to the contractor in the form of a contract package.

This package is the basis for the contractors bid or proposal. The
contractor will have developed project schedules, budgets, and a variety of
detailed implementation plans using this guidance. Obviously, any change
to the original guidance can be expected to alter the contractors plans
(Cost/Schedule Task Force 1990).

Uncertainties and management of multiple parties and resources in construction

projects are general reasons that give rise to specific reasons. There have been many
studies to identify the causes of changes. Table 3-1 is from the study Construction
Changes and Change Orders: Their Magnitude and Impact. This table lists the sources of
changes from six different reports. Hester et al. (1991) point out that although the project
types in the reports vary, sources of change tend to be similar.

14
 Table 3-1 Sources of changes (Hester et al. 1991)

Report A Report D
Clarifications of work Poor plans and specifications
Additional work Change in scope
Changed site conditions Unforeseen conditions
Substitutions Owner-caused delays
Report B Lack of knowledge
Ambiguous specifications; omissions in Report E
specifications Gaps in contract documents
Design errors Increased scope
Change in scope Project rhythm interrupted
Differing site conditions Report F
Delays Design error
Improper actions by contracting officer Discretionary changes
Report C Differing site conditions
Faulty contract documents Value engineering resulted changes
Deficient site investigation Mandatory changes
Substandard work
Delays

REPORT TITLES
A. Management of Environmental Protection Agency Projects by Local Grantees, June
1982. - Hester, et al.
B. Air Force Construction Contract Disputes: An Analysis, September1992- Merrill
(ed.)
C. Comparative Analysis of Time and Schedule Performance on Highway Construction
Projects, July 1985. - Thomas, et al.
D. The Cause and Effects of Change Orders on the Construction Process, Georgia
Institute of Technology, 1981. Rowland.
E. Change Orders Impacts on Construction Cost and Schedule, AAEC, 1980.
Suhanic.
F. Construction Claims: Frequency and Severity, ASCE Journal of CM, 1985.
Diekmann.

Another category regarding the origins of changes is based on the party who has
initiated the change. Owners change requests may include scope changes, design

15
changes, schedule changes, and materials changes. Designers may also initiate changes to
incorporate the owners change requests, to correct their design, or to improve
functionality in the design. A detailed list regarding types and origins of changes is given
in Table 3-2. This table also gives a list of specific types of changes.

3.3 Why Are Work Changes Important?

Changes are important for various reasons. Changes introduce flexibility to

projects, resulting in better products. However, equally important, they lead to serious
impacts on project performance, resulting in increased project cost and extended project
duration. In addition, they may cause disputes that may result in litigation. The following
is an expansion of these points.

3.3.1 Benefits
No one can argue about the benefits of changes. They are contractual tools to
handle uncertainties in the contract and dynamics of projects. For example, if a certain
condition stipulated in the contract is found to be different on site, a change in the
contract will settle this problem. Changes are also tools to meet changes in owners needs
such as the type of a material. Contractors can propose value-engineering changes.
Obviously, all of these features of changes lead to an improved product. Of course, there
is usually a price rise associated with these changes. The next section will deal with the
prices of changes.

3.3.2 Impacts On Project

Changes in any planned activity will cause a disturbance and will require the
rearrangement or review of the existing plan under the recent developments. Given the
complex, multi-party and multi-resource nature of the construction industry, it is not
difficult to perceive the impacts of changes on projects.
Impacts of a change are defined as the net effects of the change on the project
performance. Numerous studies have been done to identify the impacts of changes,
relationships between change and its impacts, and true consequences of changes in terms
of cost and time (Cost/Schedule Controls Task Force 1990; Hester et al.1991; Thomas
and Napolitan1994; Project Change Management Team 1995; Ibbs and Allen 1995).

16
Table 3-3 shows impacts on cost and schedule from four different reports. Changes have
direct and indirect impacts on the project performance.

Table 3-2 Matrix of types and origins of changes (Thomas and Napolitan
1994)
Originating or Responsible Party

Types of Changes Outside Engineer Owner Contractor Vendor

Omissions
Engineering Errors
Design Changes
Unforeseen Conditions
Change in Work Sequence
Schedule Change
Specification Change
Vendor Change
Process Change
Aesthetic Change
Operations Directed Change
Value Engineering
Cost Reduction Change
Constructability Change
Intended Use Change
Regulatory Change
Concept Change
Scope Change
Design Evaluation Change
Design Coordination Change
Safety/insurance Change(Design)
Change in Available Resources
Force Majeure
Mobilization Delay
Quantity Change
Code Change
Material Availability
Seasonal Work Change
Accident-Change in Safety Approach Construction
Work Rules (Labor)
Work Rules(Operations)
Failure to Perform
Late issue of Design
Late Receipt of Equipment
Change in Timing of Vendor Drawing Approval
Late Procurement Activities
Change in Access to Work Area
Change in Raw Materials
As-builts Used for Design were Incorrect
Change in Engineering Support to Construction

17
 Table 3-3 Cost and schedule impacts of changes (Hester et al. 1990)

Cost of Change Schedule Impact

Percent Increase Days added
Report Under 2.0- 5.0- 10.0- Above Reduction Under 50- 100- 150- 200+
2.0 4.9 9.9 14.9 15.0 50 99 149 199
A 44.5 31.0 13.9 3.4 4.2 3.0
B 48.2 16.8 11.6 3.4 20.0
C 50.0 40.5 9.5
D 11.6 19.0 45.5 4.4 6.9 12.6 12.5 7.5 51.2 15.0 13.8

REPORT TITLES
A. Management of Environmental Protection Agency Projects by Local Grantees, June
1982. - Hester, et al.
B. Air Force Construction Contract Disputes: An Analysis, September1992- Merrill
(ed.).
C. Change Orders Impacts on Construction Cost and Schedule, AAEC, 1980.
Suhanic.
D. Construction Claims: Frequency and Severity, ASCE Journal of CM, 1985.
Diekmann.
3.3.2.1 Direct Impacts
Direct impacts are impacts of changes that appear in immediate activities of the
changed work. These impacts can be easily linked to the change in most cases.
Nevertheless, closer analysis and supervision of the impacted activities are required to
identify these impacts. Moreover, the true consequences such as quantification of the
impacts solely due to changes are not easy and require additional data keeping and
analysis.
A summary from CII publication 6-10 concerning direct impacts on project cost
due to the changes while a work is in progress are given below (Cost/Schedule Control
Task Force 1990):
Productivity degradation: Production will be lowered due to interruptions. The
magnitude of the impact is a function of the required degree of concentration for the
changed work, type of the required resources, total number of interruptions, elapsed

18
 time since the last interruption, expectation of interruption, source of the interruption
and, finally, whether workers agree with the change.
Delays: Additional and different types of material may be required. This may take
some time.
Equipment and labor in tearing out completed work: Removal of the completed work
may be require additional equipment an labor.
Materials wasted in rework: Changes may necessitate removing some contractor-
furnished material. This may result in waste of materials.
Nonproductive periods during redirection of work: Reorganization of the crew may
take some periods of nonproductive times.
Recovery scheduling: Overtime and multiple shifts may be required to meet deadlines
in the project.
Each of these items will be a burden to the project in terms of additional cost and
time. Further, these impacts will also cause secondary impacts on the other activities.
3.3.2.2 Indirect Impacts
Indirect impacts known as consequential or ripple effects, are those resulting from
the direct impacts and are experienced by the other activities either concurrently or later
in the project. The identification and proof of these type of impacts are more difficult
since this time a logical link to the impact of the change should be established. However,
they are equally important and should be included in an analysis.
Indirect impacts of changes are summarized from CII publication (Cost/Schedule
Control Task Force 1990):
Productivity degradation in succeeding sequential activities: There is a tendency that
the lowered productivity will adversely affect the succeeding activity.
Productivity degradation of adjacent concurrent activity: Interruption in one activity
will have impacts on the adjacent activities. The affected crews will reflect their
idleness to the surrounding work area.
Increased overhead costs: First, additional supervision will be needed. Also, a delay
in completion time will increase overhead costs.

19
 Extended project time: A critical activity may be affected and the project duration
may be extended. In case the owner fails to recognize the extension, constructive
acceleration will occur. The contractor should claim the incurred costs.
Crash scheduling cost: In order to meet project completion time, schedule
compression may be required. This necessitates overtime and multiple shifts, which
are not so efficient.
Changes to Subcontracts: Any change will be reflected in the work performed by
subcontractors. When this happens, they will request price and schedule adjustment.
Time-value of capital employed: Changes may require purchasing some additional
material. This money would be used somewhere else or earn interest.
Change of work to a different working period: Sometimes, delays caused by changes
may push the working time to another working period. This working period may not
be convenient in terms of weather conditions and cause disturbance e.g., a concrete
pour that moves into the winter.

3.3.3 Disputes Due To Changes

The other important impact of changes is their potential to cause disputes among
the parties involved, and sometimes these may result in litigation. As explained in the
previous section, changes do have serious impacts on the project performance. It is not
easy to prove changes and impacts, and to relate them to the responsible party. This is the
origin of most disputes. The potential of changes to cause dispute can be seen from the
list given in Table 3-4. This table is arranged based on responses to a survey of state
transportation agencies and contractors. The table clearly shows that most of the dispute
types involve:
Changes, or
Impacts of changes, such as the items listed under the heading Delay/Impact, or
Other dispute types, which may be considered change sources like the items listed
under the headings Design/Engineering Defects and Differing Site
Conditions.

20
 Table 3-4 Types of Disputes (Bramble and Cipollini 1995)
Changes Third Part Actions/Inactions
Estimated quantity variations Governmental actions
Extras work/scope of work Strikes
Agency changes Utility relocation delay
Disputed directed changes/change orders Right-of-way/easement disputes
Constructive changes Work of previous or adjacent contractor
Cumulative changes Transportation delays
Contract interpretation Acts of God
Higher performance standards Weather
Over inspection Third party permits
Alignment changes Delay Impact
Design Engineering Defects Project delay
Design errors Suspension
Design omissions Acceleration
Plan revisions Lost labor productivity/inefficiency
Layout errors Contractor Management and
Dimension problems Performance Problem
Differing Site Conditions Inadequate staffing
Differing geotechnical site conditions Equipment failures
Soil settlement Poor planning
Mislocated utilities Work quality/defective work
Hazardous material Subcontractor defaults
Incorrect as-built dimensions Labor productivity/inefficiency
Environmental conditions Site Access or Site Management Failures
Right-of-way delays
Restricted or denied site access
Traffic control problems

Disputes also have considerable impacts and require additional efforts from
parties to settle them. When they escalate to claims and litigation those litigation impacts
may be heavier than the impacts of changes. Ibbs and Allen (1995) mention this fact and
give an estimation of total impacts of change as follows:

A whole industry has developed to fight change order claims and legal
disputes. It is estimated that between $ 13 and $ 26 billion dollars is spent
on new construction change orders annually across the nation. Additional
financial resources are expended to resolve changes that lead to claims and
legal disputes. The total project change costs in the United States could
reach $ 50 billion dollars annually.

21
3.4 Summary

Briefly, changes will persist in the construction industry regardless of well-

planned operations and contracts. Sometimes they will improve the functionality or
quality of the final product at a price of increased cost or delayed completion dates, and
at other times they have to be just performed as they are, such as changes required due to
safety reasons or changes ordered by owners. The challenge is to be able to understand
the true effects of changes on the project and to be able to control the impact of these
changes before they escalate to major problems. The industry therefore needs effective
and well-established tools to quantify and communicate changes and impacts. The
following chapter will discuss the currently employed techniques for the quantification of
time impacts in the industry.

22
 4 CURRENTLY EMPLOYED TECHNIQUES TO
QUANTIFY TIME IMPACTS IN CONSTRUCTION

This chapter deals with time impacts of changes and key issues regarding the
approaches and tools that are currently employed to quantify them. The discussion will
introduce time impacts and its effects on projects. Bar Charts and Critical Path Methods
(CPM) will be discussed as a tool to quantify time impacts. CPM s evolution from a
scheduling tool to a delay analysis tool and its recognition by courts is the next section.
Basic approaches of analysis will furnish information on methodologies for employing
scheduling techniques in the quantification of delay analysis. Learned lessons will
illustrate the basic points gained from the experience with CPM and their importance.

4.1 Time Impacts

Time impact is one of the major consequences of work changes as covered in the
previous chapter. In claims, time impacts are often called delays. Delays are extensions of
time for a project or an activity due to an unexpected event (Bramble and Callahan 1987).
These delays may be in the form of a late start or late finish either for a project or for an
activity. For example, a change in owner-specified material may cause delay in
procurement of that material, and this may well change start and finish times of all related
activities. These types of delay are common in the construction industry. All these
individual delays cause major consequences in the projects.
Time is essential in construction contracts. That is, contractors and owners agree
and commit on time-based performances. As such, delays are important to the parties
involved. The effects of delays also increase this importance. Bramble and Callahan
(1987) list the effects of delays as follows:
Prevention of possible early completion,
Acceleration,
Loss of production and efficiency,
Rescheduling and resequencing,
Claims,

23
 Increased time-related costs, and
Abandonment and termination of contract.

All of these effects threaten the success of a project. Therefore, comprehensive

analyses of delays are required to mitigate and quantify impacts. These analyses involve
contractual and quantitative investigation. Our discussion will focus on quantification
methods.

4.2 Tools to Quantify Delay Impacts

Schedule analyses are successfully applied both to recognize delays and to

quantify the net impacts of delays on a project. Bar Charts and Critical Path Methods are
the basic tools that are used in the analyses.

4.2.1 Bar Charts

Bar charts are time-scaled drawn charts to show duration, start and finish times of
project activities. Bar charts are one of the first tools in work scheduling. They were
introduced by Henry L. Gannt and Frederick W. Taylor in the early 1900s. This was the
most common tool for planning and scheduling until 1957 (Wickwire, Driscoll and
Hurlbut 1991). Bar charts are visually effective in communicating a schedule. However,
this effectiveness diminishes, as projects become complex. This might not have been a
problem in the past, but today bar charts can only be used to depict the summarized
schedule of a project or a fragment from a schedule.
4.2.1.1 Limitations of Bar Chart
Bar charts have serious limitations. Wickwire et al. (1991) give a detailed list of
bar charts disadvantages:

1. Size limits a bar chart in what it can graphically present

2. Bar charts do not show the interrelationships or interdependencies of
one bar to another
3. Bar charts do not show available float or contingency time, nor can
they show the delay impact of one bar on another
4. Bar charts are not capable of accurately distributing or controlling
manpower and project costs

24
 5. Adding more detail to the bar chart makes it harder to read,
understand, and maintain.

The author continually refer to a quotation of the Armed Services Board of

Contract Appeals in Minmar Builders, Inc. regarding limitations of bar charts:

[N]either was anything more than a bar chart showing the duration and
projected calendar dates for the performance of the various contractual
tasks. Since no interrelationship was shown as between tasks, the charts
cannot show what project activities were dependent on the prior
performance of the plaster and ceiling work, much less whether overall
project completion was thereby affected. In short, the schedules were not
prepared by the Critical Path Method (CPM) and hence are not probative
as to whether any particular activity or group of activities was on the
critical path or constituted the pacing element for the project.

This explanation of the board clearly shows that bar charts can not depict the
logical relationships between activities, and also shows that the board favors the Critical
Path Method rather than the Bar Chart.

4.3 Critical Path Method

The Critical Path Method (CPM) is originally a planning, scheduling and

controlling tool in project management. Proper use of this tool facilitates the completion
of projects in a timely manner. Wickwire et al. (1991) define CPM as A graphic
representation of the planned sequence of activities that shows the interrelationships and
interdependencies of the elements composing a project.
E. I. Du Pont de Nemours Company in conjunction with UNIVAC Applications
Research Center of Remington Rand developed the Critical Path Methods between 1956
and 1958. CPM was not widely used until late 1960s and early 1970s (Callahan,
Quackenbush and Rowings 1992). Despite the fact that CPM was intended as a planning
tool, later another feature of CPM was exposed: it can be well applied to prove delay
claims. This results primarily from CPMs capability to depict the picture of the project
and changes. Now it is possible [t]o deal with previously illusive question of concurrent

25
delay, on and off critical path and the difficult question of cause, effect and liability.
mention Wickwire and Smith (1974).
4.3.1.1 Judicial Acceptance of CPM
The construction industry started to use scheduling techniques to prove quantum
delays in 1960s (Wickwire et al. 1991). It took some time for both courts and industry to
gain insights into the analysis of delays with CPM. There have been both successes and
failures of CPM as an evidentiary tool. Courts got familiar with CPM. While the
construction industry learned key issues regarding analysis and proof of quantum delays
from the past experience.
Wickwire and Smith (1974) devote a detailed section in their paper to judicial
acceptance of CPM analyses. Authors mention that due to technical errors and failure to
incorporate factual data acceptance of CPM analysis became slower. This reluctance to
accept CPM as an analysis tool diminished over time. Several cases and board decisions
are included in the discussion. One of the first attempts to use CPM was in the Chaney &
James Construction Co. case. The contractor used a network analysis to prove his delay
and suspension of work. However, this attempt was not successful due to the failure to
link the schedule to job records. Courts decision can be summarized in the following
points:
The work sequence was not demonstrated to be only the possible way to perform
construction,
The work sequence was not used in estimating and bidding, and
The critical path was not followed during the construction.

It is obvious that courts want to see the consistency between the intended
schedule and applied schedule on the site.
In another case, Joseph E. Bennet Co, the board sets out basic points regarding the
analysis: establishment of delays with evidence from project records, logical and
theoretical correctness of schedule, and correctness in conversion to a computer model.
Wickwire and Smith (1974) conclude the decision of board as follows:

26
 The board has removed the CPM from the position of total acceptance of
its logic and has placed it in the proper position of solely a tool to
demonstrate delay causation which in turn is dependent upon accuracy of
its underlying records and the logic of its sequences.

CPM was recognized as a tool capable to quantify time impacts issues. However,
this capability is only applicable when the proper application of this tool is maintained.
One of the first successful examples mentioned in the paper was Continental
Consolidated Corp. In this case, the contractor successfully proved that he was entitled to
an extension because of owner-caused delay and that there would have been no need to
accelerate the job had the delays not occurred. Another successful case was Canon
Construction Co. In this case, contractors schedule was used to compute overhead costs
simply determining the difference between actual completion date and calculated date.
The calculation was based on the actual date less delays caused by owner. Wickwire and
Smith (1974) mention the importance of the Canon decision as follows:

The Canon decision is extremely important since it shows that a properly

prepared and presented CPM schedule will be accepted by the Board as
the basis for computing project delays. The Canon decision is also
significant since it provided further guidance as to the application of CPM
principles to claim. For example, the board acknowledged that delays
incurred off the critical path would not delay ultimate performance
[and] implied that the contractors planned network operations need not be
the only way to accomplish the work shown, but must be shown to be
economical both in time and cost. Thus, contrary to Chaney & James, the
contractor need not show that his sequence is the only logical one
available and may retain his flexibility in scheduling to control the
progress of the project.

The courts recognized CPM as a tool to analyze and prove quantum of delays.
However, this does not necessarily mean that any CPM analysis is valid. A proper
analysis should be factual. That is, it should be based upon actual job information.
Further, it should represent original work sequence or contractors intention. The work
sequence should be proven to be economical in time and cost, and should be followed in
the performance of the job. Needless to mention, calculations should be accurate and

27
correct. Along with the basic understanding of CPM delay analysis, certain different
approaches are developed as well.

4.4 Basic Approaches

CPM provided a concrete model for practitioners to communicate, show and

compute time impacts. The modeling capability made it possible to analyze scenarios
such as as-built, as-planned and as-adjusted. Also, the computation capability made
quantification easier.
The basic approach is to compare the as-planned schedule with the as-built
schedule. Wickwire et al. (1991) summarize the basic approach in the following five
questions:

1. How was it planned that the project would be constructed?

2. How did the construction actually occur?
3. What are the variances, or differences, between the plan for
performance and the actual performance with respect to activities,
sequences duration, manpower and other resources?
4. What are the causes of the differences or variances between the plan
and actual performance?
5. What are the effects of the variances in sequence, duration, manpower,
and so on as they relate to the costs experienced, both by the contractor
and the owner for the project?

An analysis should incorporate the planned and actual operation, changes and
causes, and, finally, the impacts on the resources.
In order to address these issues several different schedules for the project are
proposed by Wickwire et al (1991). These schedules are:
1. Reasonable as-planned CPM: It is the work sequence intended by the contractor if
there was no delay.
2. As-built CPM: It is the actual work sequence performed on the site by the
contractor. It should be validated with project records, minutes of meeting and daily
logs.

28
3. As-built CPM reflecting all delays- government, contractor and excusable: It is
basically the same as-built schedule with delays and affected activities segregated.
This should be accompanied by explanations for the variance.
4. Adjusted CPM: This is the hypothetical as-built schedule adjusted if there was no
owners delay. All owners delays are excluded and the new completion date is
calculated.

The analysis will be the comparison of adjusted CPM with as-built CPM. The key
issue is to find the difference between impacted and non-impacted schedules. There are
other approaches to depict the impacted schedules. Bramble, DOnofrio and Stetson
(1990) discuss several of them: Global Impact Method, Net Impact Method, Adjusted As-
planned CPM Approach, Adjusted As-built Approach, Collapsed As-built Schedule
Approach, Impacted Updated CPM Approach, Modification Impact Analysis Approach,
and Time Impact Analysis Approach. The only difference between these approaches is
the way that the delays are incorporated into the analysis and the type of the impacted
schedule. For example, Global Impact Approach proposes the total delay is simply the
sum of the delays depicted on an as-built bar chart schedule. Net Impact is the same as
Global Impact but takes concurrency into account. As-planned CPM approach assumes
incorporation of delays into the as-planned schedule. However, it does not include any
factual data. Adjusted as-built incorporates all delays on the as-built schedule. However,
it fails to meet the dynamic nature of CPM because it proposes one time after-the-fact
calculation of the critical path. The other techniques, Impacted Updated CPM Approach,
Modification Impact Analysis Approach, and Time Impact Analysis Approach, give more
recognition of the CPMs dynamic nature and propose contemporaneous incorporation
and evaluation of delays. Bramble et al. (1990) agree particularly on Time Impact
Analysis Approach in the sense that it meets the essential goal: [t]o examine the
evolution of the critical path and the impact of delaying events on that path.

This discussion leads to a major conclusion. The approaches employed in an

analysis must recognize the nature of the tool so that the results will not misrepresent the
true effects.

29
4.5 Lessons Learned

All these experiences with scheduling techniques gave both contractors and
boards not only insights into analysis but defined basic capabilities that the other tools
should possess for quantifying impacts. Those capabilities can be outlined as follows:

1. Visual Capability: Capability to depict cause-effect relationship is crucial in

communicating the quantification results and also is a key issue to validate the model
used for quantification. Capability to depict interrelationships and interdependencies
is another essential item. This gives an understanding of how the work is done by
giving information on the requirements for each activity, the predecessor and
successor activities for an activity etc. Capability to depict interrelationships and
interdependencies is directly related to the credibility of the model that the
quantification is based on. This proves that the logic of the model is true.
2. Capability to segregate the impacts: Construction projects involve multiple trades
and parties. There is generally more than one source for an impact. For example, even
though there is a change in the project as a cause for the productivity loss, contractor
may also contribute this loss. It is crucial to segregate the impacts introduced by the
change so that it will be possible to quantify the impacts only due to the change.
3. Capability to incorporate factual data: In most cases, it will be necessary to get the
results from the model under real conditions. This may be incorporation of some
specific events exactly the way they took place on site to see the behavior of the
model.
4. Capability to exercise different scenarios: Most of the quantification approaches
require comparison of different scenarios such as as-planned and as-built. This
capability will also help to accomplish to make sensitivity analysis.
5. Computation Capability: This will reduce both the time and effort spent for the
study. Further it will make it easier to exercise different scenarios. It should have a
computation methodology. This is important in verifying the calculation, which is
closely related to the credibility of quantification.

30
4.6 Summary

Time impact is one of the major consequences of work changes. Time impacts, or
delays, have serious effects on project success. Their analysis and quantification are
therefore important. Scheduling techniques are well developed to analyze the time
impacts so that they are acceptable by courts. However, the judicial acceptance of CPM
took some time; both courts and construction industry learned key issues regarding the
analysis of delays. This past experience with CPM, a successful analysis tool, will be an
invaluable guide to institute similar tools and methodologies. The next chapter deals with
productivity-related impacts and the capabilities of the available tools for quantification.

31
 5 PRODUCTIVITY RELATED IMPACTS

This chapter discusses productivity-related impacts. It introduces a basic

definition of productivity-related impacts in claims terminology and then discusses its
effects and importance on construction projects. Judicial acceptance of productivity
losses and basic approaches for the quantification of productivity related impacts are the
next sections. Commonly employed tools are then explained. Finally, the shortcomings of
these tools conclude this chapter.

5.1 What is Disruption?

Another major impact of work changes, other than delays, is disruption. The
relation between time impact and delay may apply to productivity-related impact and
disruption. Given the fact that construction projects involve interaction of multiple
parties, trades and resources in a constrained amount of time and space, projects are
sensitive to changes. Any change is very likely to cause disruption in the planned
operations of a project. Merriam Webster dictionary gives the definition of disruption as
state of throwing into disorder or state of interrupting the normal course or unity of. An
exact definition of disruption is given in (Cushman and Carpenter 1990) as follows:

Disruption can be defined as any change in the method of performance or

planned work sequence contemplated by the contractor at the time the job
was bid which prevents the contractor from actually performing in that
manner. In other words, disruption is a material alteration in the
performance conditions that were expected at the time of bid from those
actually encountered, resulting in increased difficulty and cost
performance.

There is a close cause and effect relationship between changes and disruption.
The relationship between disruption and changes is so direct and close that the
definitions, of changes and disruptions can be interchangeably used i.e. Changes are in
most cases disturbances that interfere with the planned, orderly progression of work

32
disturbances to the planned work (Cost and Schedule Task 1990). and the above
definition.

5.2 Impacts of Disruption

In contrast to delays, disruptions may not necessarily involve extensions in

activity duration. However, disruptions have equally important impacts on project
performance. Lost productivity is a typical consequence of disruption. This is because
disruptions have serious impacts on the learning curve. The learning curve indicates that
as the workers get familiar with the job and work area the productivity will increase.
However, any disruption will eliminate the learning curve effect to an extent by
decreasing the number of originally spent hours.
Another impact of disruption may be out-of-sequence work. Some disruptions
might even stop the current work or it might not be worth working under disrupted
conditions to work, and therefore contractors direct the workers to other work. Along
with diminishing this learning curve effect, there will also be demobilization and
remobilization impacts at this time (Cushman and Carpenter 1990).

5.3 Why Are Disruptions Important?

Disruptions definitely bring additional cost to the project. This is a predictable

result of productivity loss as it is discussed above. Cushman and Carpenter (1990)
mention other costs of disruption damages such as indirect costs, increased equipment
costs and loss of profits. Indirect costs may involve additional supervision required
because of disruption. As for the increased equipment costs, additional equipment may be
needed or longer hours of operation may be required due to the disruption. Finally, loss
of profit is given as The justifiable and compensable rate of return on labor hours and
other costs incurred as a result of disruptive act (Cushman and Carpenter 1990). Even
though disruptions may not involve time delays, they can have serious cost impacts.
Fortunately, boards recognize these cost with reasonable proof of damages.

33
5.4 Judicial Recognition of Lost Productivity

Recognition of lost productivity is proven in many cases. Bramble and Callahan

(1987) mention the recognition of lost productivity by boards and courts and continue
with a court decision in Luria Brothers & Co. v. United States:

That loss of productivity of labor resulting from improper delays caused

by defendant is an item of damage for which plaintiff is entitled to recover
admits of no doubt; nor does the impossibility of proving the amount with
exactitude bar recovery.

Authors also refer to numerous cases in which lost productivity issues were involved:

Courts and boards have awarded damages for lost productivity due to
failure to schedule and manage acceleration, larger crew sizes or
additional crews, stacking of trades, overtime, performance in adverse
weather, inference, out-of-sequence work, and work disruption.

It is clear that productivity loss damages caused by other parties are recognized by
courts and can be recovered. However, as in the case of time impact analysis, basic
approaches and tools are required to prove these losses.
This discussion will continue with the basic approaches and tools for proving
losses. Although both the basic approaches and tools are discussed under the same title
methodologies in claims literature, there is a need to categorize them. Approaches are
strategies to prove losses whereas tools are methods to quantify losses.

5.5 Basic Approaches

A review of literature shows that several approaches are applied by the industry to
prove losses. The approach varies depending on the situation and availability of data. The
basic approaches are Comparison Method, Total Cost Method, and Modified Cost
Method. First, the basic approaches will be introduced and then the tools will be
discussed.

34
5.5.1 Comparison Method
The basic approach compares productivity values before and after the disruption.
This is particularly acceptable if both values are available from the same project. This is
also known as Should Cost Estimate (Cushman and Carpenter 1990). If there is not
sufficient data from the project, data from similar projects for the same contractor could
also be used. If neither is available, data from industry standards and publications could
be useful. Expert opinion or estimates could be possibly used for the comparison.
However, the credibility of analysis is crucially related to the tool employed.

5.5.2 Total and Modified Cost Methods

Total Cost Method simply suggests finding the difference between the actual cost
and the bid cost (Cushman and Carpenter 1990; Bramble et al. 1990). In this case, the
contractor leaves all responsibility to the owner. However, this is not realistic since
contractors may also contribute to productivity loss. Another assumption is that
contractors estimate is accurate. This method is favorable because of its easy application.
Nevertheless, it should only be used when the other methods can not be used (Bramble et
al. 1990).
Modified Cost Method is basically the same as the Total Cost Method; however,
this time the contractor takes into account his contribution to the productivity loss. This
feature of the Modified Cost Method makes it more reasonable.
All of the approaches discussed above require quantification of the impacts. For
example, in the Comparison Method there is a need to quantify the impacts before and
after the disruption. Likewise, the Modified Cost Method requires quantification of
contractor-caused disruption. Quantification may be accomplished with tools such as
time and motion analysis, detailed job records or industry standards. Obviously, the
approaches are simply strategies and are only capable of demonstrating impacts with
effective tools.

5.6 Basic Tools to Quantify Productivity Related Impacts

Tools are required to quantify productivity impacts. Once an impact is quantified,

then it is a matter of picking the right strategy, several of which are discussed above, to
prove the damages. Despite the fact that courts recognize productivity loss damages, any
35
unreasonable method employed to quantify damages will prevent recovery (Bramble and
Callahan 1987).
Commonly used tools are Time and Motion Study, Industry Standards and
Publications, Historical Data, And Expert Opinion (Cushman and Carpenter 1990;
Bramble et al. 1990)

5.6.1 Time And Motion Studies

A time and motion study consists of dividing an operation into logical and
discrete activities and recording respective duration of the activities to find the average
duration for the activities and operation. This procedure is based on a certain number of
observations.
Cushman and Carpenter (1990) recommended that time and motion studies could
be used when contractors could not demonstrate the performance difference between
impacted and non-impacted operations. Further, the authors propose setting an onsite
simulation if there is not data and recommend the following:

To the extent possible, every effort should be made to simulate all

conditions experienced by the contractor on the job, not just the conditions
attributable to disruption. Clearly, the best place to do this would be the
actual jobsite if possible, and an effort should be made to replicate the
same circumstances of the disruptive condition.

The authors finally mention that in Peter Kiewit Sons Co vs. Summit
Construction Co. the contractor successfully employed the time and motion study to
prove the productivity loss due to the disruption.
In contrast to setting an onsite simulation, a time and motion study can also be
undertaken by recording the activity durations during the impacted and non-impacted
periods as the job progresses. Parvin (1993) proposes the use of time and motion study
when the disruption is temporary. This will enable a contractor to compare normal and
affected operation.
Time and motion studies, either executed as an onsite simulation or done as a job
progresses, are well applicable to repetitious operations (Parvin 1993). The reliability of
the study is closely related to the number of observations for either case. However,

36
simulating the operation on the site could be expensive in terms of time and cost. This
fact also prevents exercising different scenarios.

5.6.2 Expert Opinion

Expert opinion can be used to prove and quantify Should Have Been production
rates (Cushman and Carpenter 1990). This is a common tool employed by the industry.
Bramble et al. (1990) mention three key issues: the method used by the expert, the
factual basis, and the experts personal credibility. Bramble et al. (1990) further point out
that the method should relate to the contractors estimating method or contractors
method of performing the contract and should be based on project records. Further, the
experts experience, education and expertise are directly related to his/her credibility.
This method may be used in cases where limited data is available. Unless expert
opinion is based on facts, it may give an impression of a subjective and biased view.

5.6.3 Industry Standards and Publications

Estimating manuals and standards published by construction associations can give
productivity estimates and productivity loss estimates such as effects of overtime
(Bramble et al. 1990). These could also be used as tools to quantify the impacts of certain
disruptions. These standards and guidelines give a range rather than a precise figure,
which in most cases are too general and approximate. Further, the basic assumptions of
any estimation from these references should be carefully considered to maintain
credibility and accuracy.
The information out of the industry standards and publications could be used
where no historic or project specific data is available to determine a range for the impacts
due to a disruption.

5.6.4 Historical Productivity Data

Comparison can be made using a contractors productivity data either from a

current project or from previous projects. Project specific data is more favorable since it
can depict the changes in productivity solely due to the variation in the conditions of that
project. However, the data from similar projects can also be used. In this case, care
should be taken that the major factors affecting the productivity such as equipment type

37
and number, crew size, etc. are similar at an acceptable level. This will definitely increase
the credibility of the analysis.
Use of historical data is more favorable than industry standards as they are more
specific. However, they give an overall impact rather than the segregated impact caused
by the disruption. Contractor-caused inefficiency, if any, is attributed to the owner in this
case.

5.7 Common Shortcomings of the Existing Tools

The tools employed to quantify productivity-related impacts are not as effective

as the tools for time impact analysis. Further, CPM is not so effective in the case of
productivity-related impacts because it is not capable of addressing the productivity-
related issues. This is expected since its methodology is intended for scheduling.
As for the currently used tools, their limitations are too serious to be promising in
this area:
They are not visually effective. This prevents depicting cause-effect relation. The
capability to display the relationship between cause and effect is essential in terms of
credibility and is also important for convincing the other parties.
Further, these tools lack capability to segregate impacts. This is crucial in that it
may be necessary to determine each single disruption and relate them to the responsible
party.
Finally, they do not offer any computational capability, limiting experimentation
flexibility. This is important to exercise different scenarios.

5.8 Summary

Changes cause disruption in projects. Disruptions are primary sources for

productivity-related impacts. These impacts are important since productivity of an
operation is directly related to its cost. Courts recognize productivity loss due to
disruptions. However, proof of the damages is essential. There are certain methodologies
and tools employed to prove damages. Unfortunately, their limitations prevent effective
analysis. These limitations definitely justify a search for more powerful tools for
quantifying the productivity-related impacts. The state of the art is progressing and new

38
powerful tools are being introduced. Simulation is one of those tools. The rest of this
study is devoted to explain the reasons why simulation is a promising tool and to explore
the applicability of simulation in this area.

39
 6 CASE STUDY

This chapter introduces simulation and STROBOSCOPE (Martinez 1996) and

deals with the application of simulation to quantify the impacts of a work change in an
earthmoving operation at a highway project. The methodology of using simulation to
quantify the impacts of changes is discussed and illustrated on the case study. The
chapter consists of developing simulation models for as-planned, as-built and as-adjusted
operations and analyzing the models to quantify the impacts. Learned lessons from the
case study are discussed finally.

6.1 Simulation

The competition and complexity of projects increased in all industries in the last
decades. Current projects and operations involve management of numerous resources
against time and money. Resources are expensive and therefore require efficient
utilization. The competition and expensive resources increased need for contractors to
shorten construction time. One example of this is that companies do not only appreciate
their service time only but also the customers waiting time, which is a measure of
service quality. All these needs coupled with advances in computer technology (Pooch
and Wall 1993) lead development of new tools to decision-makers. Simulation is one of
these recent tools.
Advances in computer technology increased the ease of modeling and computing.
Improved modeling and computing facilitated experimentation on models. Actually,
modeling and experimentation are not new topics. Both of them have been tools for
researchers for centuries (Pooch and Wall 1993). They modeled physical phenomena in
terms of mathematical equations or they built scaled prototypes (models) to study in
laboratories. Likewise, experimentation is not new. Researchers conducted experiments
to understand the behavior of the modeled systems. The technological advancement in
computers carried the existing power of these tools to a virtual environment. It is easier,
cheaper and faster to construct models and experiment on the models in this virtual
environment. These factors made simulation popular.

40
 Simulation is the analysis of real world problems in a virtual environment such as
computers. In this virtual environment, there are virtual resources such as equipment,
roads, and time, which interact like the ones in a real world. The only difference is that
the resources and interactions in the virtual world are abstracted in terms of necessary
attributes that are enough to model, understand and study the operation. The cost of
building a virtual environment, on the other hand, is close to a virtual cost as compared
with the costs associated building it and consuming the same resources in a real world.
On the contrary, the results are real enough to support a decision based on the results
from the experiments in this virtual environment.
The challenge is to model operations close enough to reality so that they can
support decisions based on results of the study. The closer to reality, the more reliable the
results will be. There are several stages to accomplish this. Reliable data is the first
requirement. The data determine behavior of the objects in the model. In other words, it is
the only link from the model to the real world. Therefore, it is crucial to the success of the
model. Second, it is not easy to sense any deviation from the reality, since it is a virtual
environment. Therefore, to validate the model is the next step. Simulation is not different
than experimenting in a laboratory. As such, the results of the simulation should be
interpreted as in the case of experiments. The output of a simulation study should be
analyzed using statistical techniques. Communication and presentation of the results is
the last step.

6.2 STROBOSCOPE

STROBOSCOPE is the programming language used to simulate the described

problem because it is designed for modeling complex construction operation.
STROBOSCOPE models are based on a network of modeling elements and on a
series of programming statements. The network consists of nodes and their links. The
basic nodes are Queue, Combi and Normal. There are also auxiliary nodes such as Forks.
Queues hold idle resources of a specific resource type. LoaderWaiting, TrucksWaitng and
Cut are examples of queues (See Figure 6-1). The LoaderWaiting queue holds the loaders
whereas Cut holds cut material. Combis and Normals are the nodes at which activities or
operations take place. They have specific duration for the performed operation. Load is a

41
combi in Figure 6-1. A Combi can only start if all the supporting queues, LoaderWaiting,
Cut and TrucksWaitng have enough resources.

Loader
Waiting

Ld1

Ld2
Ea1 Tr2
Cut Load HaulSec1
Tr1

Trucks
Waiting

Figure 6-1 Network fragment showing the basic nodes in STROBOSCOPE.

Normals succeed other activities and can start as soon as the preceding activity
finishes. HaulSec1 is a normal and starts when Load finishes. There are characterized and
generic resources. Resources can flow in the direction of the links when an activity starts
or finishes. For, example, when the Load combi starts, a truck from the TrucksWaiting
queue, a loader resource from the LoaderWaiting queue and material from the Cut queue
are drawn.
One of the advantages of STROBOSCOPE is that it maintains accessibility to the
state of simulation. This increases modeling capability. Characterized resources have
resource specific information to be used in the model. STROBOSCOPE modeling
elements have attributes defining how each element behaves. Attributes may represent
the duration of an activity, the amount of resource flowing through a link, etc.
More than one activity cycle diagram can work at the same simulation time. This
allows modeling parallel operations. However, this can readily be used for other purposes
such as in our case to include a working time calendar.
Regarding variance reduction capabilities, it is possible to employ the common
random number technique among others. One can assign random number streams for

42
each random distribution and initialize them at the beginning of each experimental run.
STROBOSCOPE has built-in functions. One of them is confidence interval, which gives
confidence intervals based on the desired level of confidence. It is possible to export the
output results in a data file, after which effective data analysis will be possible by using
other software.

6.3 Case Study

The case study is about an earthmoving operation in a highway project in Moneta,

Virginia. The contractor of the project is Branch Highways Inc. The project involves
hauling earth over a railroad crossing. The contractor planned the operation based on the
information in the contract documents at the time of bidding. The as-planned operation
was based on using a temporary crossing over a railroad except during small periods
before and after trains pass. The as-planned operation took place during the early stages
of the project. One time, however, due to a communication failure the flag person failed
to close the gate while a train was approaching. A truck then crossed the rails and was
almost hit by the approaching train. Fortunately, there was no accident. However, after
this event took place, the as-planned operation was no longer allowed by the Railway
Administration. The contractor was allowed only limited access through the temporary
crossing. The temporary crossing had to be closed almost half hour before and after a
train passed. The contractor was directed to use a route in the vicinity of the project with
certain stipulated conditions when the temporary crossing was closed.
This change in the operation had considerable impacts on the performance of the
hauling operation. The case study will be the simulation of the operation before and after
the change. The study uses the historical data kept on site for the train arrivals, down time
of the equipment, daily working time, and cut and fill station numbers. The objective is to
find the net impact of the change on the performance of the operation. Animations of the
two simulation models are used to display how the change affected the operation and,
consequentially, the performance.

43
 Figure 6-2 Animation slide: Almost-an-accident case.

6.4 As-Planned Operation

As-planned operation is the operation based on the information given in the

contract at the time of bidding. This is important because it represents how the baseline
understanding affected the means and methods for the particular operation. Any
substantial deviation from the conditions under which the operation was carried on may
constitute a change in the contract.
In the case study, the as-planned operation is the hauling of the material from the
cut area over the temporary crossing to the fill area. The contractor is informed about the
railway crossing and the utilization of a temporary crossing in the contract.
A simulation model is built to show how the basic understanding of the contractor
affected his choice of means and methods.

44
 Figure 6-3 Animation slide: As-planned animation layout.

6.4.1 Data Collection

The bid estimates received from the estimating department show a detailed
estimate of the excavation and hauling operation. The estimate for the regular excavation
is divided into subcategories in terms of physical requirements of the haul roads such as
hauling over railroad and hauling not across the railroad. This is useful to consider
specifics of the each operation and to produce reliable estimates.
The estimate over the railroad is based on the following assumptions:
Five 25 ton articulated trucks,
5,260 ft average haul length,
10 hr shift, and
55 min production.

45
 Haul
FILL Mainline
122

R R

AS
BID
CUT
Figure 6-4 As-planned operation. (Courtesy of Dr.Mitchell. a former
classmate,)

46
 Train Clear
FILL Train Approaching 122
Mainline

R R

AS
BUILT
CUT

Figure 6-5 As-built operation. (Courtesy of Dr.Mitchell , a former classmate)

47
 CAT VehSim1 was used to find the production. The average haul road is divided
into three main sections according to their grades.
500 ft -1.5%,
2000 ft +7%, and
2770 ft -7%.
The production calculated in the estimate is 361.67 cubic yard per hour.
The same set of data is used to calculate the duration to be used in the simulation
model. For each section, the rolling resistance, grade and length is input to the
performance charts in the Volvo Performance Manual (6th Edition) to find the respective
haul duration. These are given in Table 6-1.

Table 6-1 As-planned Operation Duration

Section Haul / Grade Rolling Total Length Duration

Return % Resistance Grade (ft) (min)
%
1 Haul -1.5 8 7 500 0.4
1 Return 1.5 8 10 500 0.4
2 Haul 7 8 15 2,000 4.4
2 Return -7 8 1 2,000 0.7
3 Haul -7 8 1 2,770 0.9
3 Return 7 8 15 2,770 6.0

6.4.2 Modeling Of The As-Planned Operation

A typical earthmoving operation, in the simplest form, consists of three activities:

loading, hauling and dumping. In our case, the haul and return activities are divided into
three different activities to consider the three different sections. The model takes into
account the fact that only one truck can pass at a time over the temporary crossing and
the loaded trucks have the priority at the crossing. However, no consideration is given to
train arrivals. This is because the estimators could have assumed that the closing of the

1
CAT VehSIm is a simulation software by Caterpillar Inc.

48
temporary crossing would not have serious impact. This is true because reasonable
waiting times before and after a train should not substantially impact the operation.

Loader
Waiting
Ld1

Ld2

WaitTo
Ea1 Tr2 Tr3 Tr4
Cut Load HaulSec1 Cross CrossTrack
Trac

Tr5
Tr1

R1
Trucks
HaulSec2
Waiting

R2
Tr14

Tr6
OneAt
RetSec1 HaulSect3
ATime

R4 Tr7
Tr13

WaitTo

8
Tr
Dump
RetCross
Track
R3
Tr12

Dump

RetWait
Ea2

ToCrsTr
Fill
Tr9

Tr11 Tr10
ReturnSec2 ReturnSect3

Figure 6-6 Activity Cycle Diagram for the As-planned Operation.

Certain key issues will be discussed in the following section.

6.4.3 Key Issues In The As-Planned Model

In order to model the passage over the temporary crossing one truck at a time, a
shared queue, OneAtATime, for the combis RetCrossTrack and CrossTrack is defined and
only one resource, Room, is initialized for the queue. By doing so, only one combi can be

49
initiated and the other combi should wait for the resource Room to be available. That is,
only and only one truck can pass at a time.
This alone is not enough to model the reality. The logic requires that the loaded
trucks should have the priority over the unloaded trucks. It is always good practice to use
the modeling entities such as queues, combis, forks etc. to execute the logic of the
operation. The reason is that it always easier to communicate visually by using activity
cycle diagrams as compared to a number of programming codes. However, in this case
the PRIORITY statement from STROBOSCOPE is more convenient to employ. In the
logic of STROBOSCOPE, whenever two combis share the same resource, they compete
for it; and if there is no PRIORITY statement defined the first combi in the code will
capture the resource. However, the PRIORITY statement can override this.

PRIORITY CrossTrack '10';

PRIORITY RetCrossTrack '1';

Actually in this case these codes are redundant because CrossTrack combi comes
prior to the RetCrossTrack combi. However, it is worth to discuss these features to see
how the operation is mimicked in a computer.

6.4.4 Validation
The output from the model shows that the production is 364.19 cuyd/hr. This is
very close to the 361.67 cuyd/hr from the estimation. This is expected because the CAT
VehSim is also a simulation tool and the STROBOSCOPE model uses deterministic input
values as in the case of the CAT VehSim model. The deviation may result because
durations are read off the performance curves in the Volvo Performance Manual (6th
Edition) and the performance values in CAT VehSim are calculated. The Volvo Manual
is selected to maintain consistency in the analysis because Volvo articulated trucks are
used in the as-built operation.

6.4.5 Analysis Of The As-Planned Operation

The contractor's as-planned operation is valid and applicable based on the
information available at the bidding time. This fact reinforces the baseline understanding

50
of the contractor and shows how the baseline understanding affected the means and
methods.

6.5 As-Built Operation

The as-planned operation took place for a while until the almost accident case.
After the event, the contractor experienced substantial delays at the temporary crossing
because of the overconservative operational policy by the Railway Administration.
Sometimes trucks were kept at the temporary crossing just because a train was reported to
arrive 30 to 50 minutes later. In order to eliminate these delays, the contractor was
directed to an alternative haul road as shown in Figure 6-5. In this case when the
temporary crossing was closed the trucks were directed to the alternative haul road via
wireless communication.
The alternative road had some disadvantages as far as the production of the
operation is concerned. Obviously, it was longer than the previous haul road. In addition,
it was also constrained at some portions of the road that allowed the passage of only one
truck at a time (Figure 6-7). Further, it had an interference with the rural traffic on Route
122 (Figure 6-8). Trucks had the priority over the traffic at all times except just after a
train passed.

6.5.1 Data Collection

Data collection consists of two parts. The first is the conversion of the factual data
into the model format from the project documents. The second is the estimation of
activity duration based on the physical conditions.
6.5.1.1 Factual Data
Factual data were obtained from the project documents. The project documents
are the project diary and the data specifically collected for this operation (Appendix F):
The project diary provides the following information for each day
Number of trucks,
Number of loads, and
Cut and fill station numbers.

51
 Figure 6-7 Animation slide: One way section, the green truck waits for the
red truck.
The specific data for the earthmoving operation includes the following:
Time intervals during which the temporary crossing was open
Train arrival times,
Train number,
The duration that a train was on the track (i.e. could have been be seen), and
Downtime for the trucks.
The model is based on a 24-hour day and the time unit is one minute. The data set
is stored in an array so that the model can recall the required data at a certain time. In
order to do so, the data set should be converted to the model format. The model is based
on the inter event times. Assume that a train arrives at 8:00 AM and the next train arrives
at 9:00 AM. In this case data will be processed in the following manner:

52
 Figure 6-8 Animation slide : Traffic interference.

Record Model Input (minutes) Explanation

0:00 - -
8:00 480 Duration of the first instance
9:00 60 Duration of the second instance

All of the data is entered into Microsoft Excel2 and is processed as discussed
above. Also, the code for the arrays is automatically generated in the Excel. The
following is an example from the processed data.

2
Microsoft Excel is a spreadsheet software by Microsoft Corporation.

53
 Table 6-2 Calculation for the DownTime and AtShop activities.
Date Down Back DwnTmIntervals AtShopIntervals
0:00
5/1/97 9:30 17:30 570 480
10:00 17:30 30 450
5/5/97 7:00 17:30 2700 630
5/6/97 8:00 8:30 1500 30
8:00 8:30 0 30
8:00 8:30 0 30
8:00 8:30 0 30
8:00 8:30 0 30
10:00 11:00 120 60
5/7/97 7:30 8:30 1290 60
7:30 8:30 0 60
7:30 8:30 0 60
7:30 8:30 0 60
7:30 8:30 0 60
7:30 8:30 0 60
9:30 11:00 120 90
5/8/97 7:00 16:00 1290 540
9:30 17:30 150 480
5/9/97 7:00 17:30 1290 630
5/10/97 7:00 17:30 1440 630
8:00 11:00 60 180

In the above table, the Down column shows the time at which the truck broke
down. The Back column represents the time at which the truck was back in service. The
other two columns are the inputs for the DownTime and AtShop activities in the model
(Appendix E). DwnTimeIntervals represents the duration of DownTime instances. For
example, the first instance will last 570 minutes and the second will last 30 minutes.
These values are obtained by subtracting the consecutive value from the previous value at
the Down column. Since the model is based on 24-hour day and continuous in time, any
day with no truck downtime is considered and 24*60 is added to the next instance
duration.

Example:
5/2/97 is a working day and no truck downtime was observed. The duration for
the first instance on 5/5/97, considering 24 hour for 5/2/97, is calculated:

54
 Difference between 10 AM and 7 AM at the other day + 24 hour duration
1260 minutes + 1440 minutes = 2700 minutes

All of the factual data are processed in a similar way and can be found in
Appendix A.
6.5.1.2 Estimation Of Activity Duration
Mr. G. Kannan started the initial simulation study. At that time, limited data for
activity durations were observed and Uniform distributions were determined for the
truck performance data in the model. In this model, we will continue to use uniform
distributions, with parameters determined from engineering calculations and the Volvo
Performance Manual for Articulated Trucks (6th Edition). The model was based on the
mass centroids of fill and cut. The distance between those centroids was 4600 feet on the
mainline of the road under construction.
Figure 6-9 shows general layout of the site and the hauling road. This drawing is
based on the measurements and is validated with the scaled drawings.

Figure 6-9 General layout.

55
 The next step was to define the paths. The road is divided into segments. A new
segment is defined whenever a change in the physical conditions, such as grade, is
encountered. The grade, rolling resistance and length of each section are used to calculate
the haul and return duration at each section for A 35 Volvo articulated trucks. Volvo
Performance Manual for Articulated Trucks (6th Edition) was used in the calculation.

Table 6-3 Estimated activity duration parameters.

Uniform
Distribution

Length (ft)
Resistan.

Duration
Grade %
Activity

Rolling

Lower
Grade

Upper
Value

Value
(min)
Total
%

HaulSec1 -2 8 6 743 0.7 0.7 0.8

HaulSec2a -2 8 6 536 0.5 0.5 0.6
HaulSec3a 8 8 16 701 1.8 1.8 2
HaulSec4 -7 8 1 2761 0.9 0.9 1
HaulSec2b -2 8 6 610 0.72 0.7 0.8
HaulSec3b 0 8 8 694 0.83 0.8 0.9
Cr122 4 4 8 188 0.52 0.5 0.6
HaulSec4b 0 8 8 663 1.3 1.3 1.4
HaulSec5b -7 8 1 3361 2.8 2.8 3
RetrunSect4 7 8 15 3550 3 3 3.2
ReturnSec3a -7 8 1 637 0.3 0.3 0.4
ReturnSec2a 2 8 10 536 0.3 0.3 0.4
RetSec5b 7 8 15 3921 3.2 3.2 3.4
RetSec4b 0 8 8 413 0.5 0.5 0.6
RetCr122 4 4 8 188 0.5 0.5 0.6
RetSec3b 0 8 8 694 0.8 0.8 0.9
RetSec2b 2 8 10 438 0.72 0.7 0.8
RetSec1 2 8 10 963 0.65 0.6 0.7
The obtained values from the performance charts are used for the lower boundary
values in the uniform distribution because the previous observations and the contacts with
site engineers reveal that the real values are longer than the estimated values.
In the as-built operation, there was an interference with the traffic on Route 122.
The traffic information from Virginia Department of Transportation was obtained for the
daily traffic on this route. The average daily traffic volume in both directions was given
as 5,000 vehicles per day. Dr.Trani from the Transportation Program at Virginia Tech

56
was consulted on the distribution of the rural traffic based on the average daily traffic. 10
% of the average daily traffic volume was considered for each rush hour. Two rush hours
in the morning and two rush hours in the evening were assumed and the Poisson
distribution was selected. The calculation is as follows:

10 % of the average daily traffic volume = 500 veh/hr

500 veh/ hr = 8.33 veh/min
To find the interarrival time we have to take the inverse of 8.33 veh/min
1/8.33= 0.12 min/veh (This parameter is for the rush hours.)
The parameter for the regular hours is calculated similarly and is found to be 0.4
min/veh.

6.6 As-Built Model Development

6.6.1 Model
The as-built model is based on Mr. G. Kannans initial model. He has visited the
site several times and collected some data. His original model and explanations regarding
the operation have contributed to the success of the model. His model is given in
Appendix B. He had also provided directions to the site engineers about the required data.
The as-built model is a trace-driven simulation model. That is, certain activities
perform the operation exactly as they happened on site. The factual data is prepared as
input to the model as discussed in the previous section. The model traces these input data
and performs the required task based on the traced information. By doing so, it is possible
to create an environment with the desired level of history. The model uses the following
factual data from the project records:

1. Train arrival times,

2. Truck downtimes,
3. The times that the temporary crossing was available,
4. Daily working hours, and
5. Daily cut and fill locations.

57
 The purpose is to build the model as close to reality as possible so that any
experimentation will reflect the same result as if the experimentation were done on the
site. The performance measure is the number of loads. However, some other measures are
also calculated.
The basic assumptions in the model are as follows:
Only the modeled interference take place: the traffic interference at Route 122 and
the train interference.
Weather conditions are excluded.
Changes in the physical conditions of the haul roads are considered as constant.
6.6.1.1 The Network
The network is given in Appendix E. Color-coding is used to better communicate
the network. The red activities represent the tasks on the alternative hauling road over
Route 122, and the green activities stand for the activities on the haul road over the
temporary crossing. The blue activities show the common activities for both operations
such as Dump. The yellow activities are for the traffic on Route 122. The purple activities
represent the train arrivals. The magenta activities denote the parts of a day. Finally, the
gray activities depict a clock.
The model follows the logic of STROBOSCOPE as discussed previously.
However, there are certain key issues worth discussing. The decision node AvsB is a Fork
and is used to divert the resources based on the Strengths of links Tr3 and Tr3b (Figure
6-10). In STROBOSCOPE, Strength is a method attached to post-fork links. A fork
evaluates the strength of the outgoing links and then calculates the probabilities for the
links. Based on these probabilities, the resources are routed to the next node. For
example, if a fork has two outgoing links and calculates the strength of the each link as 1.
Then, the probability of each link is
Strength of the link/Sum of the strength of all outgoing links =
=0.5
In the model a variable named TemporaryClosed is used to define the strength of
the links outgoing from AvsB fork. The links have the code:
STREGTH Tr3 !TemporayClosed
STREGTH Tr3b TemporayClosed

58
 Tr3

AvsB
Tr

Tr3b

Figure 6-10 Network fragment showing AvsB decision node.

This variable, as its name implies, returns True value if the temporary crossing is closed.
True in STROBOSCOPE returns a value of 1 whereas False returns 0.

Figure 6-11 Animation slide: The two trucks shown at the lower part used
the alternative haul road over Route 122 while the other (in the upper part)
switched to the initial haul road over the temporary crossing.
However "!" acts as not and changes value to the opposite i.e. true becomes false.
By defining the strengths in this manner, it is guaranteed that one link has a strength of 0

59
value and the other strength of 1. If the probabilities for the links are calculated, one of
them will be 1/1=1 (100%) and the other 0/1=0 (0%). Briefly, if the temporary crossing is
closed, all the trucks go to the red activities (Route 122); otherwise they all go to the
green activities (Temporary Crossing). These strengths are calculated dynamically
whenever a decision is made. The same logic applies to the RetAvsB.
Modeling of the one way crossings is similar to that of the temporary crossing
described in the as-planned model. A shared Queue, RoomSec2b, is defined and is
initialized with one resource. Since only one activity can capture it at a time, the other
activity must wait for the ending time of the other activity so that it can capture the
resource and start.

GetSec2b

Ro2
Ro1

Room
Sec2b
Ro3

Ro4

GetRetSec2b

Figure 6-12 Network fragment represents one way modeling logic.

The source code is given in Appendix D. The further details for the code is not
covered in the study.

6.6.2 Verification Of The As-Built Model

Verification is to check whether the model is programmed right. It is very easy to
make a mistake either in the logic or in the syntax. While the compiler typically detects
syntax errors, it is the model developers responsibility to ensure that the logic is correct.

60
 Several alternative methods were applied to verify the code. The first was to
produce output files for the train arrivals and the downtime for the trucks for each day.
This was then compared to the real data to verify the model. The output files are in
Appendix C. Below is a portion of the generated output file for the train arrival times:

Table 6-4 Portion of the generated output file for the train arrival times.

Day Hour Minute

1 7 58
1 8 41
1 9 35
1 11 10
1 14 0
1 16 0
2 9 20
2 10 16
2 10 36
2 11 3
2 13 17
2 14 4
2 15 15
2 16 12
2 17 15
3 7 40
3 8 6
3 9 27
3 12 21
3 16 25
3 17 0
4 11 2
4 12 36
5 7 43
5 8 30
5 11 9
5 15 11
5 15 44
5 17 10
6 7 8

Animation is the best method to verify a model. The visualization of the operation
helps to detect any deviation from the intended logic. One can watch the interactions
between resources. Figure 6-13 shows a snapshot of the animation that was used for this
purpose:

61
 Figure 6-13 A slide from the as-built animation depicting the resource
interaction.
Sensitivity analysis was also applied to see whether the model behaves as
expected. The model was run to forecast the number of loads had they used only the
temporary crossing with five trucks. The model was then run to forecast the number of
loads had they only used Route 122.
Figure 6-14 shows a plot of comparison of performance values for the case of
initial haul road (Temporary crossing) only and alternative haul road (Route 122) only
cases with five trucks. It shows that when using only the initial haul road the number of
loads is consistently higher than when using Route 122. This is expected since the haul
road over the temporary crossing is shorter than the haul road over Route 122.

62
 Comparison of Performance Values
Temporary vs Rt 122

450

400

350

300
Nuber of Loads

250

200

150

100

50

0
0 5 10 15 20 25 30
Working Days in May-97 Temporary Only
Rt 122 Only
5 Trucks

Figure 6-14 Sensitivity analyses for verification purpose.

6.6.3 Validation
Validation is to check whether the operation is modeled accurately. In a
simulation model, validation is related to both the input data and the model. The project
records contain the daily number of loads recorded for each day. These values were
compared with the output from the model. Figure 6-15 shows a plot of the number of
loads from the model and project records:

63
 Comparison of Simulation Output with Project Records

400
No. of Loads from Project Records
No of Loads from the model

350

300
Daily Number of Loads

250

200

150

100
5/3/97
5/4/97
5/5/97
5/6/97
5/7/97
5/8/97
5/9/97
5/10/97
5/11/97
5/12/97
5/13/97
5/14/97
5/15/97
5/16/97
5/17/97
5/18/97
5/19/97
5/20/97
5/21/97
5/22/97
5/23/97
5/24/97
5/25/97
5/26/97
5/27/97
5/28/97
5/29/97
5/30/97
5/31/97
6/1/97
6/2/97
Dates

Figure 6-15 Comparison of the factual data with simulation output for
validation purpose.
The following are the observations from the plot:

1. The plot shows that the model behaves in the same manner as the operation on the
site.
2. Further, the model results are consistently higher or at least equal to the factual
values.
3. The model assumes that the operation takes place only with the assumed
interruptions. However, there are other interruptions and factors that affect
productivity. Contacts with the site engineers reveal that the interaction of the
trucks with the graders had serious impacts on the operation.
4. There were specific cases that had impact on the production. However, there was
not sufficient information. For example, a Holiday Traffic Notice was reported on

64
 the project daily diary for May 22, 97. These restrictions were also applied for the
dates May 23 and 27.
5. The records were kept in detail. However, there may have been certain
unrecorded events that had an impact on the operation.
6. The loader and one of the trucks were different than the usual fleet that was used
in the model for the dates May1 and 2, 97. These dates were excluded in the
analysis.
The above discussions reveal that the model behaves as the operation on site and
can be used to experiment and exercise different scenarios although there are
discrepancies between the results from the model and the factual data.

6.6.4 Experimentation
Experimentation is to exercise different scenarios on the model to collect the
different sets of performance measures. This enhances the understanding of the operation
and may produce interesting results, which might not be otherwise recognized. In our
case the possible scenarios may include:
Trucks using only the haul road over Route 122 or only the haul road over the
temporary crossing,
No train interference,
Increased number of trucks, and
Construction of a temporary bridge.
Figure 6-16 shows a sensitivity analysis that illustrates how the loader utilization
would change for the different number of trucks if the trucks used only the alternative
haul road over Route 122 with no train arrivals.
The ability to run experiments is the main reason why simulation models are built.
This can be used to improve an existing operation or plan an operation in advance. In our
case, it is applicable as follows:
It is possible to show whether a contractor succeeded or failed to mitigate the impacts
of the change. This could be achieved by finding the balancing number of trucks for
the operation. If the contractor utilized the right number of trucks and still
experienced the negative impacts due to a change; this would indicate that he did

65
 what he could do. Owners can do the same thing and can prove that a contractor
failed to mitigate the impacts.
Experimentation makes also it possible to evaluate the impacts of a change in
advance so that a contractor or an owner can decide upon the required action.

Sensitivity Analysis
(Rt 122 Only)
90

80

70

60
Loader Utilization

50

40

30

5 Trucks
6
20
7
8
9
10
10

0
0 5 10 15 20 25 30
Days in May-97

Figure 6-16 Sensitivity analysis: Change in the loader utilization for different
number of trucks.
6.6.4.1 Common Random Numbers
Simulation studies are not different from experimenting in a laboratory. In order
properly compare alternatives, it is essential to experiment under controlled conditions.
Simulation provides advantages over lab-based experimentation, because the
experimental environment can be controlled with great precision. The Common Random
Numbers technique is one of the best ways to achieve this. For a general description of

66
Common Random Numbers see (Law and Kelton 1991). Examples of implications
related to construction can be found in (Ioannou and Martinez 1995)
Common random numbers is a technique used to ensure that different alternatives
experience the same sequence and magnitude of events for parts of the system that are
common. This is achieved by controlling the source of randomness for these parts of the
system, which indiscrete event simulation is done by proper seeding and sampling of
random numbers. This technique was successfully employed for the model. Basically,
23 random streams were used with 15 of them assigned to each truck and the rest to the
other random functions in the model.
By employing the common random numbers technique, comparison under the
equal random conditions is possible. Furthermore, the results from a simulation study
should be carefully analyzed in order to support a decision among the alternatives.
Recalling the similarity between experimenting in a laboratory and simulation, most of
the statistical techniques are applicable to simulation studies. In order to have a clear
picture among the alternatives, a confidence interval is defined at a level of 90 % based
on 10 runs of the model for each alternative. This provides a better picture than a point
estimate.
Table 6-5 shows the confidence intervals for loader and truck utilization for the
as-built model. The results are obtained based on 10 replications and their 90%
confidence intervals.

6.6.5 Analysis
The as-built model is important because it depicts how the change affected the
performance.

6.7 As-Adjusted Model

The as-adjusted model attempts to modify the as-built model to simulate the
operation if the operation had been performed according to the baseline understanding.
The model includes any disruption caused by the contractor and leaves out the changed
condition by the third party. For example, downtime of the trucks is a disruption caused
by the contractor so this will be included in the model. However, the trucks do not use the
haul road over Route 122 in this model. They use only the haul road over the temporary

67
crossing with one minute and half minute waiting times before and after a train passes,
respectively (Figure 6-17).

Table 6-5 Confidence Intervals for loader and truck utilization for the as-
built model.

Av Loader UtI Low %

Av Truck Uti High %

Av Truck Ut iLow %
Av Loader Uti High
Av Loader Uti %

Av Truck Uti %
No Of Trucks

Days

%
5 1 37.69 34.44 40.94 93.91 91.19 96.62
5 2 49.4 48.99 49.82 85.92 85.41 86.44
5 3 41.93 41.43 42.43 92.71 92.52 92.9
5 4 45.7 43.22 48.18 87.91 86.8 89.02
5 5 42.43 37.21 47.65 89.86 87.29 92.43
5 6 35.37 34.72 36.02 95.65 95.16 96.14
5 7 39.86 39.74 39.98 94.79 94.7 94.87
5 8 37.26 35.28 39.24 94.56 93.69 95.43
5 9 32.23 31.14 33.32 96.66 96.47 96.85
5 10 37.45 37.13 37.76 95.81 95.47 96.16
5 11 25.72 24.38 27.05 98 97.61 98.39
5 12 34.83 33.58 36.07 96.21 95.89 96.52
5 13 41.85 41.07 42.63 93.88 93.48 94.27
5 14 39.94 35.84 44.03 94.17 93.06 95.29
5 15 41.52 39.56 43.49 93.91 93.39 94.43
5 16 43.51 43.3 43.71 93.85 93.64 94.06
5 17 43.5 43.27 43.72 93.37 93.07 93.66
5 18 35.64 32.64 38.63 95.84 95.32 96.36
5 19 36.1 35.69 36.52 96.21 95.78 96.65
5 20 25.5 12.41 38.6 96.66 94.47 98.86
5 21 39.86 38.17 41.54 94.7 94.17 95.22
5 22 42.07 41.95 42.18 95 94.81 95.19
5 23 40.1 39.84 40.36 95.11 94.86 95.37
5 24 39.95 38.98 40.92 95.19 94.91 95.47

68
 Figure 6-17 Animation slide: The temporary crossing is closed for a train
arrival.

6.7.1 Data Collection

The same set of data as in the as-built is used for the trucks. The trains arrive
exactly at the same time. However, the trucks wait one minute if a train is approaching
and 30 seconds after a train passes and never use the haul road over Route 122. The
trucks experience the same downtime as the as-built model. Briefly, all the factual data
apply in this case.

6.7.2 Modeling
Only one parameter is changed in the as-built model. That is the variable
TemporaryClosed . This variable, as discussed previously, routes all the trucks either to
the haul road over temporary crossing, if it is false, or to the haul road over Route 122, if
it is true. The value of this variable is set to false at all times so that the trucks are
diverted only to the haul road over the temporary crossing.

69
6.7.3 Verification And Validation
Animation is used to see if the model works as intended. Since the as-built model
is validated it is assumed to be valid.

6.8 Analysis Of As-Built And As-Adjusted Models

The analysis is to compare the as-built and as-adjusted model in order to find the
net impact. The daily number of loads is the performance measure to be used in the
comparison. The difference between the values from the two models is the impact caused
by the change. The following table shows the calculation of the impact on the operation:
The calculation is based on the difference of the performance measures from the
as-built and as-adjusted. Although the values of the as-built model deviates from the
factual values at certain days, the difference between the two models still gives a better
estimate of quantification for the impact due to the change. Since the two models deviate
at a certain amount in the same direction, when the difference between the performance
measure values from the two different models is calculated the deviation is minimized.
This fact can be better understood from Figure 6-18. The as-built model has results
shifted to up from the factual values. Similarly, the as-adjusted model has results shifted
in the same direction. Even though the amounts shifted in the two models are not in the
same magnitude, the deviation (the shifted amount) is minimized when the as-adjusted
results are subtracted from the as-built model results. Table 6-6 gives the calculation for
the impact analysis.
Figure 6-18 shows that the as-adjusted and the as-built models have the same
results on 23,May. This is because on that date (Saturday) trucks used in the as-built
model only the initial haul road as in the case of as-adjusted model.

6.9 Animation

The relationship between animation and simulation can be described with

analogy: the relationship between an Excel spreadsheet and an Excel chart. An Excel
spreadsheet may be crowded with numbers, it may take time to understand the model and
results. However; a chart can display and can communicate the same results very
effectively. In the case of simulation, animation can effectively communicate the model.

70
 Comparison of Simulation Output from As-built and
As-adjusted Models

450
No of Loads from the As-built Model
No of Loads from the As-adjusted model
400

350
Daily Number of Loads

300

250

200

150

100
5/10/97

5/11/97

5/12/97

5/13/97

5/14/97

5/15/97

5/16/97

5/17/97

5/18/97

5/19/97

5/20/97

5/21/97

5/22/97

5/23/97

5/24/97

5/25/97

5/26/97

5/27/97

5/28/97

5/29/97

5/30/97

5/31/97
5/3/97

5/4/97

5/5/97

5/6/97

5/7/97

5/8/97

5/9/97

6/1/97

6/2/97
Dates

Figure 6-18 Comparison of the As-built and As-adjusted model output.

%Increase
Percentage by which production would hve increased from the as-built,
had the operation been performed as-adjusted
50%

45%

40%
Percentage Increase= (Adj.- Blt.) / Blt.

35%

30%

25%

20%

15%

10%

5%

0%
5/10/97
5/11/97
5/12/97
5/13/97
5/14/97
5/15/97
5/16/97
5/17/97
5/18/97
5/19/97
5/20/97
5/21/97
5/22/97
5/23/97
5/24/97
5/25/97
5/26/97
5/27/97
5/28/97
5/29/97
5/30/97
5/31/97
5/3/97
5/4/97
5/5/97
5/6/97
5/7/97
5/8/97
5/9/97

6/1/97
6/2/97

Dates

Figure 6-19 Additional performance required to diminish the impacts of the

change in the as-built model.

71
 Table 6-6 Calculation of the impact on production for May1997.

5/5/97 5 290 291 337 47

5/6/97 5 329 361 381 20
5/7/97 6 283 296 356 59
5/8/97 6 211 255 327 72
5/9/97 6 186 246 266 20
5/10/97 6 240 239 255 14
5/12/97 6 172 222 268 46
5/13/97 6 216 249 302 53
5/14/97 6 151 157 225 68
5/15/97 6 166 227 285 59
5/16/97 6 266 312 338 26
5/17/97 7 223 264 289 24
5/19/97 7 264 320 398 78
5/20/97 7 240 320 410 91
5/21/97 8 312 329 417 87
5/22/97 7 276 284 367 83
5/23/97 7 217 230 230 0
5/27/97 7 206 235 269 34
5/28/97 7 272 283 352 69
5/29/97 7 234 244 359 116
5/30/97 7 280 302 354 52
5/31/97 7 248 262 288 26

Total Number of Loads 5282 5928 7072 1142

Total Production (cuyd) 87153 97815 116681 18846

The contractor did 5585 loads (92,153 cuyd) in May/97.

If the change had not taken place, he would have done 1142
(18846 cuyd) additional loads, for a total of 6424.

Schriber (1992) defines animation as follows:

Animation produces screen-based displays of the movement of entities

through a simulated system. The movement takes place with respect to a
background, or layout, which is also displayed on the screen. Stylized
figures are used in part in these displays to represent system
elements.Some of these figures might be a static and permanent part
of the layout, whereas other figures might be transient
entitiesWhether static or dynamic, figures can be color coded to
represent various alternative states of system elementsIn summary, a
great deal of information can be conveyed quickly and clearly in a well
designed animation.

Animation is important in computer simulation in various ways. First, the

animation shows how the model behaves. It is very easy to see any logical or
programming errors. This facilitates the verification of the model. Further, this visual
capability increases the credibility of the model. Most of the times it is not easy to

72
communicate a model to someone who has limited information on the subject or on the
case; or he may know the case but may have limited knowledge on the simulation. In
these cases animation is very powerful.
The visual capability allows communicating the assumptions and insights of the
model. In most of the animation software, it is also possible to display real-time
performance statistics from the model as the animation plays. This particularly facilitates
understanding the key factors in the model and, thus, in the operation.

6.9.1 Animation And Work Changes

In the quantification of the work changes, all of the issues discussed above are
important. For example, it is essential to prove that the model correctly works and mimics
the operation and the change in which it takes place on site. Animation depicts the cause
and effect relationship for the model. Animation not only depicts this relationship but
also displays the impacts on the performance at the same time. This is very crucial
particularly in the case of productivity issues. Being a conceptual matter, productivity
issues are already illusive, and the impacts on productivity can be best understood by
visualizing the cause and effect relationship in numbers and pictures.

6.9.2 Animation In The Case Study

In the study, Proof Animation3 was used. First, the layout is drawn and then the
paths were defined. Later, objects were created. STROBOSCOPE has the capability to
produce formatted output to files while simulations run. The trace files are created from
the simulation models for the days to be animated. Proof animation can display statistics
and performance measures. The animation of the operation displays the loader and truck
utilization (statistics), and productivity and number of loads (performance measures).
These values are constantly updated so that one can see how these values change. Also,
the train number and arrival times are displayed on the screen. This is essential for three
reasons. First, it gives the viewer the sense of reality because the train times and arrival
times are factual data from the project records. Second, trains are one of the key issues in
the model. Third, train arrival times are the basic criterion for routing truck traffic.

3
Proof Animation is an animation software by Wolverine Software Corporation.

73
 The objective is to compare the as-built and as-adjusted models and their
animations, and to depict exclusively the impact of the change. The best way to achieve
this is keeping the source of the change the same in the two animations and displaying
this on the screen. For example, a viewer can see that a train arrives exactly at 11:59 AM
in both the as-built model animation and the as-adjusted model animation for a specific
date; and he can also see that the animation for the as-built model displays number of
loads as 144 (Figure 6-21) whereas the as-adjusted model displays the number of loads as
174 (Figure 6-20). A viewer can immediately capture the impact of the change in this
manner. These issues can be best understood by viewing the animation presentation file.

6.10 Lessons Learned from the Case Study

A simulation study was performed on a real site to show the application and the
basic approach for quantifying the impacts of the change on the productivity of the
operation.

Figure 6-20 Animation slide: As-adjusted operation with performance

figures at the end of the first shift on May 30.
The following lessons were learned from this experience:
Simulation is an effective tool to analyze and quantify the impacts of a change in an
operation. The case study reveals that simulation has the following capabilities

74
 1. Incorporation of the factual data to model the as-built operation,
2. Segregation of the impacts solely due to changes,
3. Analysis of different scenarios such as as-planned, as-built and as-adjusted,
4. Effective computation of various performance measures under different sets
of data, and
5. Visualization of the model in pictures and numbers.

Figure 6-21 Animation slide: As-built operation with performance figures at

the end of the first shift on May 30.
Methodologies used in the delay analysis with CPM can be customized and used in
the simulation. For example, in the case study, the terms As-planned, As-built
and As-adjusted are imported from the CPM terminology. In developing the as-
adjusted operation, the contractor-caused disruption (i.e. downtime of trucks) are
included in the model whereas the third party caused disruption is excluded to see the
net impact of the change caused by the third party. This analysis is almost similar to
But-For logic in CPM analysis. However, it is also important to recognize the
nature of the simulation in adapting these methodologies. In the case study, this is
successfully applied. Simulation techniques such as Trace-driven Simulation and
Common Random Numbers are introduced in the methodology.

75
 Animation is very useful to model the operation properly and to communicate the
change and its impacts.
A successful simulation study requires detailed and site-specific data for the tasks in
the operation and the events on the project. A simulation study requires the creation
of all the conditions on the site, and this necessitates extensive data from the project.
Simulation has advantages and disadvantages. The magnitude and nature of the
impact generally determine the tool to be employed. The case study exposes the
capabilities of simulation and showcases the methodology and simulation techniques for
quantifying the impacts due to the change.

6.11 Summary

The case study quantified the impacts of a change in the operational policy of an
earthmoving job by using simulation. First, the as-planned operation was modeled and
animated to show how the baseline understanding affected the means and methods. The
as-built operation was then modeled and validated based on the factual data for May/97.
Finally, an-adjusted model was created to forecast the production for May/97 if there
were no change in the operation, but under the exact same conditions as the as-built
operation. Animations of the as-built and as-adjusted models depict the impacts in terms
of numbers and pictures. The learned lessons from the case study conclude that
simulation is an effective tool in quantifying the impacts, and that a successful simulation
study requires extensive data.

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 7 CONCLUSIONS AND RECOMMENDATIONS

7.1 Conclusions

7.1.1 Literature Review

Work changes are unavoidable in the construction industry. On the one hand, they
introduce flexibility and increase the quality of the final product. On the other hand, work
changes have serious impacts. They may increase costs and cause delays. The challenge
is to be able to understand the true effects of changes and to be able to control the impact
of these changes before they escalate to major problems.
Delays are one of the major consequences of work changes. Scheduling
techniques are well developed for the analysis of delays and are recognized CPM as an
effective tool for time impact analysis. This past experience with CPM pinpoints certain
capabilities that other tools should posses for quantifying impacts. These can be listed as
follows:
1. Capability to communicate cause-effect relationships visually,
2. Capability to segregate impacts,
3. Capability to incorporate factual data,
4. Capability to exercise different scenarios, and
5. Capability to compute in an effective and structured manner.
Disruptions are also one of the major consequences of work changes and the
primary source for productivity-related impacts. Certain methodologies and tools are
available for quantifying productivity related impacts. However, currently employed
tools fail to support some of the above listed capabilities.

7.1.2 Case Study

Discrete event simulation was proposed for quantifying productivity-related
impacts. A case study in an earthmoving operation was analyzed in order to expose the
capabilities of simulation and to show the basic approach and methodology for
quantifying the productivity related impacts. The case study lead to the following
findings:
77
1. Simulation has the above listed capabilities.
2. Methodologies used in delay analysis with CPM can be mimicked and used in
simulation.
3. Animation is very useful to model the operation properly and to communicate the
change and its impacts.
4. A successful simulation study requires detailed and site-specific data for the tasks in
the operation and the events on the project.
The study exposes the capabilities of simulation and showcases the methodology
and simulation techniques for quantifying productivity related impacts. The nature and
magnitude of the impact and the required level of analysis determine the tool to be
employed. Simulation was proven to be an effective analysis tool that can communicate
visually the change and its impacts.

7.1.3 Contributions To The Existing Body of Knowledge

The use of simulation for evaluating the impacts of changes had been
contemplated in the past (AbouRizk and Dozzi 1993, Vanegas and Halpin 1993). That
existing literature, however, was primarily at the conceptual level with no discussion on
the specific techniques that are essential to make such analysis valid. This work accepts
the concepts set forth in previous works, but goes much further. It explains and
implements the specific techniques that are needed to properly isolate the differences in
operations that are due only to the changes in question. Specifically, it employs trace
driven simulation and common random numbers.
Trace driven simulation is used to incorporate factual data in both the as-built and
as-adjusted models. Thus, both models include effects that represent the historical
performance observed in the project and thus incorporate the realized risk borne by the
contractor. In this case study, these historical components included:
The number and specific time of trains going through the job (plus the specific
alternate route use for the as-built model)
The realized downtime of the equipment used in the job
The cut and fill locations
The actual equipment fleet in use each hour

78
 The specific hours that were worked each day, and which was variable
Common random numbers ensure that those system components that are not
historical, but rather based on probability distributions, affect each model in the exact
same manner. For parts of the system that are identical, such as the travel times for trucks
on a segment that is common to both models, it is possible to employ common random
number techniques that are well documented in the simulation literature (e.g., Law and
Kelton, 1991). Essentially, the exact same sequence of samples is used in order to ensure
an equitable comparison. For portions of the model that are not exactly the same, the
common random number technique was adapted so that both models experience similar
chance patterns. For example, if the first time a truck travels one of these segments in one
model is on the high side of a distribution, on the other model it is also on the high side.
In addition, this study traced the evolution of CPM from a scheduling tool to a
delay analysis tool. The study defined key attributes of impact analysis tools and analysis
methodologies based on a literature survey. Furthermore, the case study revealed that
simulation is capable of addressing these issues. The study adapted well-structured CPM
delay analysis methodology and terminology into productivity-related impact analysis
with simulation. In the case study, the as-planned, as-built and as-adjusted terms
were applied to the proper models. By doing so, the study had the benefits of a well-
established methodology and terminology.
Finally, this study exposed opportunities in using animation as a communication
tool to convey the change and its impacts and as a verification and validation tool.
Animation was used to communicate the as-planned, as-built and as-adjusted model and
the results.

7.2 Recommendations

The study reveals that simulation has powerful analytical capabilities and that the
animation enhances these capabilities by facilitating the communication of the model and
results. Simulation studies require extensive data. Therefore, the construction industry
should be informed about the nature and type of the data required for a simulation study.
There are currently several methods to collect the data. One of them is to use video
recordings of the operation. Software such as Productivity Analysis with Video and

79
Computer, PAVIC , (Bjonsson, and Per Sagert 1996) can be used to analyze the data.
Other options include the use of equipment with on-board data collection capabilities
such as Vital Information Management System, VIMS (Caterpillar 1996) and GPS.

7.3 Future Research Perspectives

This study was a first attempt at using simulation for the analysis of changes and
their impacts. While the study was successful in demonstrating potential, it also opened
the need for substantial additional research. These areas of further study fall into two
categories: those related to improved modeling and analysis, and those related to the use
of simulation for the effective quantification of the "reasonable" impact caused by
changes.
Figure 6-15 compares production from project records with those resulting from
an as-built model. Although both curves in the figure move in the same general pattern,
the difference between them varies throughout the month. This is an indication that there
are some aspects of the operation that were not captured in the model, but that affect it in
a manner that is not constant. Further research must be conducted to determine the source
of these discrepancies and to determine which of these affect the comparison that is used
to quantify impact. Possible model components of this type include:
Coffee breaks
Haul road grooming and the effect of graders and water trucks on truck travel times
Truck re-fueling needs
Temporary use of equipment for purposes not related to the operation
Weather effects, and
Methods to better predict activity times
The impact measured in this study assumed that the contractor adjusted its
operation in a manner that mitigated the impact of the change to the extent that could be
reasonably expected from an expert. It assumes that the equipment fleet was re-balanced
to the extent possible to maximize efficiency in the utilization of equipment and thus
minimize cost. A proper study would include several other models that would aid in
determining this. Such models would include scenarios with revised operating strategies
and equipment assignments, but no knowledge of facts or performance that could only be

80
determined posterior to actual construction. The best of such alternatives should be used
as a baseline for comparison with an as-built model. Research needs to be performed to
establish guidelines to determine whether the contractor was expected to consider such
alternatives in order to determine levels of "reasonable" mitigation. In addition, research
needs to be undertaken to determine the requirements for acceptability of a simulation-
based methodology in courts.

81
 8 REFERENCES

AbouRizk, M. Simaan and Dozzi, Peter (1993). Application of Computer Simulation in

Resolving Construction Disputes, Journal of Construction Engineering and
Management, ASCE, 119(2).
Bjonsson, Harris C. and M. Sc. Per Sagert (1996). Multimedia Based System for
Analyzing Production Organizations. Chalmers University of Technology,
Sweden
Bramble, Barry B. and Callahan, Michael T. (1987). Construction Delay Claims, John
Wiley and Sons, New York, NY.
Bramble, Barry B. and Cipollini, Mark D. (1995). Resolution of Disputes to Avoid
Construction Claims, Synthesis of Highway Practice 214, National Academy
Press, Washington, D. C.
Bramble, Barry B., DOnfrio Michael F., and Stetson, John B. (1990). Avoiding and
Resolving Construction Claims, R. S. Means Co, Kingston, MA.
Callahan, Michael T., Quackenbush, Daniel G. and Rowings, James E. (1992).
Construction Project Scheduling, McGraw-Hill, New York, NY.
Caterpillar (1996). Caterpillar at the edge of earthmoving technology, Mining
Magazine, January
Cost and Schedule Controls Task Force (1990) The Impacts of Changes on Construction
Cost and Schedule. Publication 6-10. Construction Industry Institute, Austin,
Texas.
Cushman, Robert F. and Carpenter, David A. (Eds.) (1990). Proving and Pricing
Construction Claims. John Wiley and Sons, New York, NY.
Hester, W. T., Kuprenas, J. A. and Chang T. C. (1991) Construction Changes and
Change Orders: Their Magnitude and Impact. Construction Industry Institute,
Austin, Texas.

82
Ioannou, Photios G. and Martinez, Julio C. Martinez (1995). "Comparison of
Construction Alternatives Using Matched Simulation Experiments." Proceedings
of ASCE Construction Congress, San Diego, CA.
Ibbs, C. W. and Walter, E. Allen (1995). Quantitative Impacts of Project Change.
Construction Industry Institute, Austin, Texas.
Law, Averill M. and Kelton, W. David (1991). Simulation Modeling and Analysis.
McGraw-Hill, New York, NY.
Martinez, J.C. (1996). STROBOSCOPE: State and Resource Based Simulation of
Construction Processes, Ph.D. Dissertation, Civil and Environmental Engineering,
University of Michigan, Ann Arbor, MI.
Parvin, Cordell (1993). Transportation Construction Claims and Disputes: Causes,
Prevention and Resolution. P&W Publications, Inc., Richmond, VA.
Pooch, U. W and Wall, James A. (1993). Discrete Event Simulation. CRC Press, Ann
Arbor, MI.
Project Change Management Research Team (1995) Quantitative Effects of Project
Change. Publication 43-2. Construction Industry Institute, Austin, Texas.
Schriber, Thomas (1992). "Visualization of Simulated Systems Using Proof Animation."
(Reprinted from)ASIM Mitteilungen aus den Arbeitskreisen, Heft Nr 31.
Thomas, H. Randolph and Napolitan, Carmen L. (1994) The Effects of Changes on
Labor Productivity: Why and How Much. Source Document 99. Construction
Industry Institute, Austin, Texas.
Using Proof Animation (1992). Wolverine Software Corporation, Annadale, VA.
Vanegas, Jorge A. and Halpin, Daniel W. (1993). Use of Construction Simulation in
Claims Analysis, Proceedings of the Fifth International Conference Computing
in Civil and Building Engineering, Anaheim, California, June.
Wickwire, Jon M. and Smith, Richard F. (1974). "The Use of Critical Path Method
Techniques in Contract Claims," Public Contract Law Journal, Vol. 7 No 1
Wickwire, Jon M., Driscoll, Thomas J. and Hurlbut, Stephen B. (1991). Construction
Scheduling: Preparation, Liability, and Claims, John Wiley and Sons, New York,
NY.

83
Wickwire, Jon M. and Driscoll Thomas J. (1988). Construction Scheduling And The Law:
Course Manual. Federal Publication Inc.

84
 9 APPENDICES

A. Data Processing
B. Initial Model by Mr.Kannan
C. Output Files for Verification Purpose
D. Source Code
E. Model Network
F. Data Collected on Site

85
 APPENDIX A: DATA PROCESSING
Truck Maintenance Data
Date Down Back DwnTmIntervals AtShopIntervals

0:00

5/1/97 9:30 17:30 570 480

10:00 17:30 30 450

5/5/97 7:00 17:30 2700 630

5/6/97 8:00 8:30 1500 30

8:00 8:30 0 30

8:00 8:30 0 30

8:00 8:30 0 30

8:00 8:30 0 30

10:00 11:00 120 60

5/7/97 7:30 8:30 1290 60

7:30 8:30 0 60

7:30 8:30 0 60

7:30 8:30 0 60

7:30 8:30 0 60

7:30 8:30 0 60

86
Date Down Back DwnTmIntervals AtShopIntervals

9:30 11:00 120 90

5/8/97 7:00 16:00 1290 540

9:30 17:30 150 480

5/9/97 7:00 17:30 1290 630

5/10/97 7:00 17:30 1440 630

8:00 11:00 60 180

5/12/97 7:00 15:15 1380 495

9:00 14:00 120 300

15:15 18:00 375 165

5/13/97 7:00 17:30 945 630

5/14/97 7:00 17:30 1440 630

7:00 9:00 0 120

8:30 15:00 90 390

11:45 17:30 195 345

5/15/97 7:00 17:30 1155 630

7:00 9:00 0 120

5/16/97 8:00 10:00 1500 120

87
 Date Down Back DwnTmIntervals AtShopIntervals

10:30 11:00 150 30

14:30 15:00 240 30

15:30 16:00 60 30

16:00 16:15 30 15

5/17/97 8:00 8:30 960 30

8:00 12:00 0 240

10:30 12:00 150 90

5/19/97 9:30 12:00 1380 150

20,21 11:00 12:00 90 60

5/22/97 7:00 10:00 4080 180

13:00 17:00 360 240

14:00 17:30 60 210

5/23/97 7:00 12:30 1020 330

12:30 15:30 330 180

5/27/97 7:00 11:00 1110 240

7:00 12:00 0 300

7:00 12:00 0 300

88
Date Down Back DwnTmIntervals AtShopIntervals

7:00 12:00 0 300

9:00 10:30 120 90

5/28/97 9:30 10:00 1470 30

12:30 13:00 180 30

14:00 15:00 90 60

16:00 17:30 120 90

5/29/97 10:00 10:30 1080 30

12:30 13:00 150 30

5/30/97 11:00 12:00 1350 60

14:30 15:30 210 60

5/31/97 7:00 7:30 990 30

14:30 15:30 450 60

89
 DATA PROCESSING FOR CUT/FILL

STATION NUMBERS AND VARIABLE

AFTERNOON WORK TIME

Duration (Minutes)
Shift End Time
Date

Cut

Fill

5/1/97 44000 42500 17:30 300

5/2/97 44100 42500 17:30 300

5/5/97 44200 42500 18:15 345

5/6/97 44200 42500 18:00 330

5/7/97 44100 42400 17:30 300

5/8/97 44200 42400 17:30 300

5/9/97 44400 42200 15:00 150

5/10/97 44400 42400 15:00 150

5/12/97 44400 41000 17:30 300

5/13/97 44200 41000 17:30 300

5/14/97 44200 41200 17:30 300

90
 Duration (Minutes)
Shift End Time
Date

Cut

Fill
5/15/97 44300 41000 17:30 300

5/16/97 44400 41000 17:30 300

5/17/97 44400 41000 15:30 180

5/19/97 44400 40900 18:30 360

5/20/97 44500 40800 18:30 360

5/21/97 44500 40900 18:30 360

5/22/97 44500 40900 17:30 300

5/23/97 44600 40900 14:00 90

5/27/97 44500 40500 17:30 300

5/28/97 44500 40450 17:30 300

5/29/97 44600 40500 17:30 300

5/30/97 44600 40200 17:30 300

5/31/97 44600 40200 15:30 180

91
 DATA REGARDING TRAIN AND TEMPORARY CROSSING

Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

5/1/97 7:00 7:00 E 7:58 2 8842 478.00 420.00 58.00 0:00

9:40 10:30 E 8:41 2 9069 521.00 0.00 43.00 0:00

11:20 13:35 W 9:35 2 8717 575.00 0.00 54.00 0:05

14:10 15:30 E 11:10 2 2511 670.00 55.00 40.00 0:10

17:30 17:30 E 14:00 2 8592 840.00 145.00 25.00 0:10

E 16:00 2 8838 960.00 90.00 30.00 1:30

92
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

5/2/97 7:00 8:52 E 9:20 2 8773 560.00 1012.00 28.00 0:06

9:26 9:55 E 10:16 2 6615 616.00 35.00 21.00 0:00

11:29 12:00 E 10:36 2 8915 636.00 0.00 20.00 0:00

15:20 15:54 E 11:03 2 6090 663.00 0.00 27.00 0:26

W 13:17 2 7034 797.00 57.00 77.00 0:00

E 14:04 2 6138 844.00 0.00 47.00 0:00

W 15:15 2 9085 915.00 0.00 71.00 0:05

E 16:12 2 8994 972.00 39.00 18.00 0:00

W 17:15 2 9069 1035.00 0.00 63.00 0:15

93
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

5/5/97 7:00 7:00 E 7:40 2 8487 460.00 825.00 40.00 0:00

9:35 12:00 E 8:06 2 8842 486.00 0.00 26.00 0:00

12:30 15:45 W 9:27 2 8841 567.00 0.00 81.00 0:08

17:00 18:15 E 12:21 2 9073 741.00 153.00 21.00 0:09

E 16:25 2 6501 985.00 204.00 40.00 0:35

E 17:00 2 8793 1020.00 35.00 0.00 0:00

5/6/97 7:00 10:45 E 11:02 2 8995 662.00 1065.00 17.00 0:00

12:40 18:00 W 12:36 2 8899 756.00 0.00 94.00 0:04

5/7/97 7:00 7:00 W 7:43 2 5226 463.00 1104.00 43.00 0:00

94
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

8:45 10:30 E 8:30 2 6612 510.00 0.00 47.00 0:15

12:30 14:30 E 11:09 2 8806 669.00 120.00 39.00 1:21

15:44 16:48 W 15:11 2 8845 911.00 201.00 41.00 0:33

W 15:44 2 6136 944.00 33.00 0.00 0:00

W 17:10 2 8625 1030.00 64.00 22.00 0:20

5/8/97 7:00 7:00 E 7:08 2 8977 428.00 830.00 8.00 0:00

8:20 10:22 E 8:14 2 6559 494.00 0.00 66.00 0:06

12:30 13:30 E 11:20 2 8908 680.00 128.00 58.00 0:00

16:27 17:30 E 11:38 2 8738 698.00 0.00 18.00 0:52

95
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

E 14:13 2 8881 853.00 112.00 43.00 0:00

E 15:57 2 6504 957.00 0.00 104.00 0:00

E 16:20 2 8571 980.00 0.00 23.00 0:07

5/9/97 7:00 9:10 E 9:30 2 8737 570.00 1010.00 20.00 0:00

9:30 10:50 W 11:15 2 9046 675.00 80.00 25.00 1:15

12:30 15:00 2

9:50 12:00 E 9:46 2 9076 586.00 0.00 16.00 0:04

12:30 15:00

5/12/97 7:00 7:00 W 7:44 2 8684 464.00 1274.00 44.00 0:04

96
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

5/10/97 7:45 9:30 E 7:44 2 8851 570.00 1335.00 0.00 0:00

7:48 8:11 E 8:38 4 8991 518.00 27.00 27.00 0:09

8:47 9:56 W 10:44 2 6121 644.00 78.00 48.00 0:00

12:45 13:30 E 11:18 3 8715 678.00 0.00 34.00 1:27

14:53 16:30 E 14:23 3 8989 863.00 132.00 53.00 0:00

16:45 17:30 E 14:49 3 8849 889.00 0.00 26.00 0:04

E 16:32 3 9001 992.00 101.00 2.00 0:13

5/13/97 7:00 7:00 W 7:39 3 8915 459.00 868.00 39.00 0:11

7:50 12:00 E 12:55 3 2505 775.00 261.00 55.00 0:00

97
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

5/10/97 7:45 9:30 E 7:44 2 8851 570.00 1335.00 0.00 0:00

14:10 14:55 W 14:01 10 8853 841.00 0.00 66.00 0:09

17:30 17:30 E 16:44 6 3350 1004.00 54.00 109.00 0:00

E 17:05 7 9026 1025.00 0.00 21.00 0:25

5/14/97 7:00 7:45 W 8:22 4 8838 502.00 880.00 37.00 0:00

11:17 11:45 W 8:53 7 6513 533.00 0.00 31.00 0:00

17:30 17:30 E 10:31 3 7030 631.00 0.00 98.00 0:00

W 11:10 1 7060 670.00 0.00 39.00 0:07

E 13:11 2 2556 791.00 35.00 86.00 0:00

98
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

5/10/97 7:45 9:30 E 7:44 2 8851 570.00 1335.00 0.00 0:00

E 13:29 1 8262 809.00 0.00 18.00 0:00

W 14:34 6 8972 874.00 0.00 65.00 0:00

E 15:09 3 8981 909.00 0.00 35.00 0:00

E 15:25 2 6522 925.00 0.00 16.00 0:00

W 16:13 4 8582 973.00 0.00 48.00 0:00

E 16:46 2 6449 1006.00 0.00 33.00 0:44

5/15/97 7:00 8:30 W 8:48 3 9068 528.00 944.00 18.00 0:13

9:01 9:45 E 11:24 3 8852 684.00 57.00 99.00 0:00

99
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

12:45 13:25 E 11:43 2 8932 703.00 0.00 19.00 0:00

15:54 16:22 E 12:40 4 9046 760.00 0.00 57.00 0:05

16:50 17:30 E 13:49 2 4635 829.00 45.00 24.00 0:00

W 15:13 5 7035 913.00 0.00 84.00 0:00

E 15:46 2 9108 946.00 0.00 33.00 0:08

E 16:47 2 8735 1007.00 36.00 25.00 0:03

5/16/97 7:00 8:00 W 8:37 4 8767 517.00 913.00 37.00 0:00

9:47 15:15 W 9:22 5 9016 562.00 0.00 45.00 0:25

100
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

15:55 17:30 W 15:50 2 8881 950.00 353.00 35.00 0:05

5/17/97 7:00 7:00 E 7:21 1 6137 441.00 910.00 21.00 0:09

7:30 11:05 W 11:30 1 8964 690.00 224.00 25.00 0:10

11:40 14:25 E 14:47 3 9090 887.00 175.00 22.00 0:00

17:30 17:30 E 15:03 2 8937 903.00 0.00 16.00 2:27

5/19/97 7:00 7:00 E 8:08 2 2515 488.00 1002.00 23.00 0:00

7:12 7:45 W 8:56 4 1573 536.00 0.00 48.00 0:00

9:40 12:17 W 9:16 5 7060 556.00 0.00 20.00 0:24

15:06 16:15 W 13:13 1 9068 793.00 181.00 56.00 0:00

101
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

16:38 17:30 E 13:44 3 8837 824.00 0.00 31.00 0:00

E 14:26 2 8929 866.00 0.00 42.00 0:00

E 14:55 2 8676 895.00 0.00 29.00 0:00

E 15:36 4 393616 936.00 0.00 41.00 0:11

E 16:32 3 8832 992.00 39.00 17.00 0:06

W 18:06 4 6505 1086.00 58.00 36.00 0:24

5/20/97 7:00 7:45 E 8:06 3 8651 486.00 819.00 21.00 0:00

10:00 10:50 E 8:32 2 8578 512.00 0.00 26.00 0:00

13:45 14:15 W 9:21 5 2536 561.00 0.00 49.00 0:00

102
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

15:55 17:20 E 9:52 1 9021 592.00 0.00 31.00 0:08

18:30 18:30 E 11:34 1 8520 694.00 58.00 44.00 0:00

E 13:06 3 8612 786.00 0.00 92.00 0:00

E 13:37 4 6554 817.00 0.00 31.00 0:08

W 14:57 3 8837 897.00 38.00 42.00 0:00

W 15:45 3 8929 945.00 0.00 48.00 0:10

E 17:51 3 9028 1071.00 95.00 31.00 0:00

W 18:13 3 8892 1093.00 0.00 22.00 0:17

5/21/97 7:00 7:00 W 7:21 1 8909 441.00 767.00 21.00 0:00

103
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

9:10 10:30 E 8:05 3 6199 485.00 0.00 44.00 0:00

13:15 14:30 W 8:54 5 3258 534.00 0.00 49.00 0:16

17:20 18:30 E 10:46 3 3314 646.00 96.00 16.00 0:00

E 11:21 1 3268 681.00 0.00 35.00 0:00

E 11:37 1 9096 697.00 0.00 16.00 0:00

E 12:31 3 9090 751.00 0.00 54.00 0:00

E 13:03 2 8630 783.00 0.00 32.00 0:00

E 16:08 3 4622 968.00 87.00 98.00 0:00

E 16:34 2 6614 994.00 0.00 26.00 0:00

104
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

E 16:55 2 8954 1015.00 0.00 21.00 0:25

5/22/97 7:00 7:00 E 7:00 3 8515 420.00 845.00 0.00 0:00

8:05 9:05 W 7:40 4 8910 460.00 0.00 40.00 0:25

10:05 10:39 W 9:26 2 3290 566.00 85.00 21.00 0:00

16:05 17:30 E 10:02 3 8663 602.00 0.00 36.00 0:03

E 11:14 2 9006 674.00 37.00 35.00 0:00

E 12:38 2 8937 758.00 0.00 84.00 0:00

W 13:37 3 8682 817.00 0.00 59.00 0:00

105
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

E 14:05 4 8942 845.00 0.00 28.00 0:00

W 14:50 4 8920 890.00 0.00 45.00 0:00

E 15:44 2 2515 944.00 0.00 54.00 0:21

5/23/97 7:00 14:00 7:05

5/27/97 7:00 7:00 W 7:27 2 2728 447.00 2356.00 27.00 0:00

8:21 9:10 W 7:48 3 2522 468.00 0.00 21.00 0:33

11:06 11:14 E 9:32 2 8752 572.00 82.00 22.00 0:00

12:32 13:30 E 10:04 1 9066 604.00 0.00 32.00 0:00

14:11 14:46 W 11:02 3 5027 662.00 0.00 58.00 0:04

106
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

15:15 17:30 W 12:25 4 8960 745.00 12.00 71.00 0:07

E 14:00 7 8612 840.00 65.00 30.00 0:11

W 15:12 4 6623 912.00 46.00 26.00 0:00

5/28/97 7:00 7:00 W 8:51 4 8722 531.00 1008.00 51.00 0:00

7:30 8:00 E 9:25 2 9054 565.00 0.00 34.00 0:00

10:15 10:50 W 10:11 3 9063 611.00 0.00 46.00 0:04

12:30 13:18 E 11:19 3 8923 679.00 39.00 29.00 0:00

13:49 15:00 E 11:54 2 3554 714.00 0.00 35.00 0:36

16:50 17:30 E 13:45 4 9056 825.00 84.00 27.00 0:04

107
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

E 15:49 2 8595 949.00 75.00 49.00 0:00

E 16:46 4 8612 1006.00 0.00 57.00 0:00

5/29/97 7:00 7:00 E 7:18 1 8920 438.00 854.00 18.00 0:00

8:32 9:00 E 7:57 3 4021 477.00 0.00 39.00 0:35

17:30 17:30 W 10:06 4 2831 606.00 63.00 66.00 0:00

E 10:38 3 8861 638.00 0.00 32.00 0:00

E 13:17 3 8511 797.00 0.00 159.00 0:00

E 13:41 2 6566 821.00 0.00 24.00 0:00

W 14:57 3 6627 897.00 0.00 76.00 0:00

108
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

W 16:17 3 8650 977.00 0.00 80.00 0:00

E 16:45 3 8689 1005.00 0.00 28.00 1:00

5/30/97 7:00 7:00 E 7:47 3 6640 467.00 855.00 47.00 0:16

8:03 9:15 W 10:10 2 8862 610.00 88.00 55.00 0:00

10:52 12:57 E 10:47 3 8776 647.00 0.00 37.00 0:05

14:11 17:00 E 14:01 3 8830 841.00 130.00 64.00 0:10

17:30 17:30 E 17:18 3 6157 1038.00 179.00 18.00 0:12

5/31/97 7:00 9:33 E 10:03 3 6673 603.00 975.00 30.00 0:04

10:07 11:30 W 11:58 2 8857 718.00 87.00 28.00 0:00

109
 Hauling Over Temporary Crossing

Date Start Finish Direction Train OnTrack Train # Duration Train InterArrival Lead After

Times Times
Time Times Times

13:35 15:30 E 12:45 2 8730 765.00 0.00 47.00 0:00

17:30 17:30 W 13:30 3 8915 810.00 0.00 45.00 0:05

110
 APPENDIX B:
INITIAL MODEL BY MR.KANNAN

Resource Types Global Code Run Model Build Source

SP90

TN3 WtToLea TN4 TN5 QTrainOn TN6

TrainsQ InterArrvl LeadTime TrainOnTrack
dTime Track

SP41

SP51
SP91

SpaceFor
Train
RetLngSh
tHaul
32 TR31
TR ShtRetDown

TR
8

SP7
SpToDum

SP

29
14 p
TR
RetWtTo T1 T2

TR
WtToDum TR12 Ticks MorningTime AMWork
CrTrack Return4 Haul4

11
p
13

TR

1
Dump TR

30
TR33

TR15

T6

T3
SP19
SP6 Haul3a
WtToRet3 T5 T4
RetCrTrack EveningTime PMWork LunchTime

11
SP9 SpToHaul

TR16

R
Haul3

T
3

TR34

TR10
Return3 SP10 SP5

RetHaul1 TR17 SP
11
WtToHaul
15
TR3

TR
51

171 P SpOnTrac 3
Return3a S
k

9
R
T
RetHaul1a WtRetCrT
rack
SP
12 CrossTrackL
TR18
6
19 1
R CrossTrackU P
T S

TR WtToCrTr
8
ack

Return2

TR7

SP
17
ShtSpOn
TR20

Track
SP

Haul2
20

WtRetTur SP3

TR6
n1
ShtHaulUpSlop
e
TR21

SP13 SpaceToT
Turn1
urn

TR28
TR5
RetTurn1 SP14 SP4

ShtCrTrack
WtToTurn
TR22

TR
4

TR27
SP18

T
TR23 WtToBac LngShtHa

R
Return1

2
kUp ul

TR2
TR25 ShtWtTo
Haul1
CrTrack

261
TR
TR
35 LO1

TR3
SP1
Haul1a

SpaceTo LoaderWa
Backup LoadTruck
Back its

LO2
SP2

2
WaitToLo
TR1

R
T

ad

111
 APPENDIX C:OUTPUT FILES FOR

VERIFICATION PURPOSE

OUTPUT DATA FOR VERIFICATION OF TRUCK

BREAKDOWN TIMES

Day Hour Minute Day Hour Minute

START 1 9 34 START 9 7 0

START 1 10 7 START 9 7 0

FINISH 1 17 34 START 9 8 6

FINISH 1 17 37 FINISH 9 9 0

START 2 7 0 FINISH 9 10 6

START 2 8 1 START 9 10 34

112
 Day Hour Minute Day Hour Minute

START 2 8 9 FINISH 9 11 4

FINISH 2 8 31 START 9 14 30

START 2 8 33 FINISH 9 15 0

FINISH 2 8 39 START 9 15 30

START 2 8 40 FINISH 9 16 0

FINISH 2 9 3 START 9 16 1

START 2 9 4 FINISH 9 16 16

FINISH 2 9 10 FINISH 9 17 30

FINISH 2 9 34 START 10 8 1

START 2 10 8 START 10 8 6

FINISH 2 11 8 FINISH 10 8 31

113
 Day Hour Minute Day Hour Minute

FINISH 2 17 30 START 10 10 35

START 3 7 30 FINISH 10 12 5

START 3 7 39 FINISH 10 12 6

START 3 7 41 START 11 9 31

FINISH 3 8 30 START 11 11 0

START 3 8 31 FINISH 11 12 0

FINISH 3 8 39 FINISH 11 12 1

START 3 8 40 START 14 7 0

FINISH 3 8 41 FINISH 14 10 0

START 3 8 42 START 14 13 1

FINISH 3 9 31 START 14 14 2

114
 Day Hour Minute Day Hour Minute

START 3 9 32 FINISH 14 17 1

FINISH 3 9 40 FINISH 14 17 32

FINISH 3 9 42 START 15 7 0

FINISH 3 11 2 FINISH 15 12 30

START 4 7 0 START 15 12 30

START 4 7 0 FINISH 15 15 30

FINISH 4 17 30 START 16 7 0

FINISH 4 17 30 START 16 9 6

START 5 7 0 START 16 9 34

FINISH 5 17 30 FINISH 16 10 4

START 6 7 0 FINISH 16 10 36

115
 Day Hour Minute Day Hour Minute

START 6 8 5 FINISH 16 11 0

FINISH 6 11 5 START 16 12 30

FINISH 6 17 30 FINISH 16 13 0

START 7 7 0 START 16 14 1

START 7 9 5 FINISH 16 15 1

FINISH 7 12 0 START 16 16 2

START 7 15 15 FINISH 16 17 32

FINISH 7 17 20 START 17 10 1

FINISH 7 18 0 FINISH 17 10 31

START 8 7 0 START 17 12 30

START 8 7 0 FINISH 17 13 0

116
 Day Hour Minute Day Hour Minute

START 8 7 0 START 18 11 1

FINISH 8 9 0 FINISH 18 12 1

START 8 9 1 START 18 14 33

FINISH 8 15 31 FINISH 18 15 33

START 8 15 32 START 19 7 0

FINISH 8 17 30 FINISH 19 7 30

FINISH 8 17 30 START 19 14 30

FINISH 8 21 17 FINISH 19 15 30

117
 OUTPUT DATA FOR TRAIN ARRIVAL TIMES FOR VERIFICATION PURPOSE

Day Hour Minute Day Hour Minute Day Hour Minute Day Hour Minute

1 7 58 10 14 1 17 7 21 22 17 18

1 8 41 10 16 44 17 8 5 23 10 3

1 9 35 10 17 5 17 8 54 23 11 58

1 11 10 11 8 22 17 10 46 23 12 45

1 14 0 11 8 53 17 11 21 23 13 30

1 16 0 11 10 31 17 11 37 24 7 15

2 9 20 11 11 10 17 12 31 24 7 15

2 10 16 11 13 11 17 13 3 24 7 15

2 10 36 11 13 29 17 16 8 24 7 15

2 11 3 11 14 34 17 16 34 24 7 15

118
Day Hour Minute Day Hour Minute Day Hour Minute Day Hour Minute

2 13 17 11 15 9 17 16 55 24 7 15

2 14 4 11 15 25 18 7 0 24 7 15

2 15 15 11 16 13 18 7 40 24 7 15

2 16 12 11 16 46 18 9 26 24 7 15

2 17 15 12 8 48 18 10 2 24 7 15

3 7 40 12 11 24 18 11 14 24 7 15

3 8 6 12 11 43 18 12 38 24 7 15

3 9 27 12 12 40 18 13 37 24 7 15

3 12 21 12 13 49 18 14 5 24 7 15

3 16 25 12 15 13 18 14 50 24 7 15

3 17 0 12 15 46 18 15 44 24 7 15

119
Day Hour Minute Day Hour Minute Day Hour Minute Day Hour Minute

4 11 2 12 16 47 19 7 27 24 7 15

4 12 36 13 8 37 19 7 48 24 7 15

5 7 43 13 9 22 19 9 32 24 7 15

5 8 30 13 15 50 19 10 4 24 7 15

5 11 9 14 7 21 19 11 2 24 7 15

5 15 11 14 11 30 19 12 25 24 7 15

5 15 44 14 14 47 19 14 0 24 7 15

5 17 10 14 15 3 19 15 12 24 7 15

6 7 8 15 8 8 20 8 51 24 7 15

6 8 14 15 8 56 20 9 25 24 7 15

6 11 20 15 9 16 20 10 11 24 7 15

120
Day Hour Minute Day Hour Minute Day Hour Minute Day Hour Minute

6 11 38 15 13 13 20 11 19 24 7 15

6 14 13 15 13 44 20 11 54 24 7 15

6 15 57 15 14 26 20 13 45 24 7 15

6 16 20 15 14 55 20 15 49 24 7 15

7 9 30 15 15 36 20 16 46 24 7 15

7 11 15 15 16 32 21 7 18 24 7 15

8 9 30 15 18 6 21 7 57 24 7 15

8 9 46 16 8 6 21 10 6 24 7 15

9 7 44 16 8 32 21 10 38 24 7 15

9 8 38 16 9 21 21 13 17 24 7 15

9 10 44 16 9 52 21 13 41 24 7 15

121
Day Hour Minute Day Hour Minute Day Hour Minute Day Hour Minute

9 11 18 16 11 34 21 14 57 24 7 15

9 14 23 16 13 6 21 16 17 24 7 15

9 14 49 16 13 37 21 16 45 24 7 15

9 16 32 16 14 57 22 7 47 24 7 15

10 7 39 16 15 45 22 10 10 24 7 15

10 12 55 16 17 51 22 10 47 24 7 15

16 18 13 22 14 1 24 7 15

24 7 15

122
/APPENDIX D :SOURCE CODE
/**************************************************************************************************
/* Stroboscope source file generated from Visio drawing c:\users\haldun\thesis\monetabig1.vsd
/**************************************************************************************************
/**************************************************************************************************
/* General section for problem parameters
/*Downtime and Traintimes are the output files produced for verification of the model
OUTFILE ARI "C:\users\haldun\Downtime.sto";
OUTFILE SARI "C:\users\haldun\Traintimes.sto";
/*AveraRep provides a table for daily performance data with the specified confidence interval
/* from the model as a result multiple runs
OUTFILE STO "C:\users\haldun\AveraRep.sto";
/*ShiftValues provides a table for the performance data for each shift
/* from the model
OUTFILE Out "C:\users\haldun\ShiftValues.sto";
/* Animation is an output file for animation
OUTFILE ANI "C:\users\haldun\Animation.atf";
/* USER INPUT
/*If AsPlan is 0 (False) the program simulates the as-built operation with the factual data
/*Otherwise (AsPlan is different than 0, True) it simulates the as-plan operation
VARIABLE AsPlan 1;
/*To produce Animation output files, input the variable Animation 1 otherwise 0
VARIABLE Animation 1;
/*NumAlternatives stands for the number of different truck configurations to run the model
/*For example,NumAlternatives should be 3 to run the model for 5,6 and 7 trucks configurations
VARIABLE NumAlternatives 1;
/*Data is limited for the working days in May,1997; Total numberof working days is 23
VARIABLE NumberOfDays 1;
/*ReplicateNo is the requested nube of replication
VARIABLE ReplicateNo 1;
VARIABLE ConfLevel 0.90;
/*Alternatives represent the number of trucks that the model will assume,
/*To run for different number of trucks at once, enter {5 6 7} with variable NumAlternatives 3
ARRAY Alternatives NumAlternatives {7};
/********************************************************************************
/ DO NOT CHANGE ANYTHING BELOW THIS LINE
/********************************************************************************
/* Definition of resource types
CHARTYPE Cars ; /CA
SUBTYPE Cars Car ;
SAVEPROPS Cars Direction;
GENTYPE Down; /DO
GENTYPE Earth; /EA
CHARTYPE Loaders ; /LO
SUBTYPE Loaders Loader ;
GENTYPE Min; /MI
GENTYPE Pass; /PA
GENTYPE Room; /RO
GENTYPE RoomSc2b; /RO
GENTYPE RoomSc4b; /RO
GENTYPE Space122; /SP
GENTYPE Tick; /TI
CHARTYPE Trains ; /TR
SUBTYPE Trains Train ;
CHARTYPE Trucks ; /TR
SUBTYPE Trucks A35 ;
SAVEPROPS Trucks AmountLoaded HaulSec2bTime RetSec2bTime HaulSec4bTime RetSec4bTime;
GENTYPE Unit; /UN
/* Definition of network nodes
COMBI Enter;
COMBI DownTime;
COMBI AtShop;
COMBI BackToWork;
COMBI DumpToTruck;
COMBI Exit;
QUEUE TrkIn Trucks;
QUEUE SoilInTruck Earth;
QUEUE EntryPass Pass;
QUEUE ShovelRdy Loaders;
QUEUE TrucksWt Trucks;

119
NORMAL HaulSec2a;
NORMAL HaulSec1;
NORMAL SwingLoaded;
NORMAL SwingEmpty;
NORMAL Excavate;
QUEUE WaitToCrossTrac Trucks;
COMBI LeadTime;
COMBI CrossTrack;
QUEUE OneAtATime Room;
NORMAL HaulSec3a;
NORMAL HaulSec4;
QUEUE WaitToDump Trucks;
COMBI Dump;
NORMAL ReturnSect4;
NORMAL ReturnSec3a;
COMBI RetCrossTrack;
QUEUE RetWaitToCrsTr Trucks;
NORMAL ReturnSec2a;
QUEUE BrokeDown Down;
QUEUE WaitToJoin Trucks;
QUEUE Fill Earth;
QUEUE Minute Min;
COMBI InterArrive;
QUEUE ApproachQ Trains;
QUEUE Logic Unit;
NORMAL TrainOnTrack;
NORMAL AfterTime;
QUEUE Time Tick;
NORMAL Lunch;
NORMAL MorningWork;
NORMAL AfternoonWork;
NORMAL EveningAndNight;
COMBI AM;
NORMAL ReturnSec1;
NORMAL TravelToJoin;
FORK AvsB Trucks;
NORMAL HaulSec2b;
QUEUE WaitToHlSc2b Trucks;
COMBI GetSec2b;
QUEUE WaitToCr122 Trucks;
QUEUE Room122 Space122;
COMBI Cross122;
QUEUE RoomSec2b RoomSc2b;
QUEUE WaitToHl4b Trucks;
COMBI GetSec4b;
QUEUE RoomSec4b RoomSc4b;
NORMAL HaulSec4b;
NORMAL HaulSec5b;
FORK RetAvsB Trucks;
NORMAL RetSec5b;
QUEUE WaitRtSc4b Trucks;
COMBI GetRetSec4b;
NORMAL RetSec4b;
QUEUE WaitToRtCr122 Trucks;
COMBI RetCross122;
NORMAL RetSec3b;
QUEUE WaitToRetSc2b Trucks;
COMBI GetRetSec2b;
NORMAL HaulSec3b;
COMBI ArriveTraffic;
QUEUE CarsWaiting Cars;
COMBI Get122;
NORMAL TraffCross122;
NORMAL RetSec2b;
NORMAL Travel;
COMBI Clock;
/* Definition of network Links
LINK T2 ApproachQ LeadTime;
LINK Tr2 Exit HaulSec1 Trucks;
LINK Tr HaulSec1 AvsB;

120
LINK Tr5 WaitToCrossTrac CrossTrack;
LINK R2 CrossTrack OneAtATime;
LINK S3 Room122 RetCross122;
LINK S4 RetCross122 Room122;
LINK Tr16b GetRetSec4b RetSec4b Trucks;
LINK R5 Logic InterArrive;
LINK R1 OneAtATime CrossTrack;
LINK Tr6 CrossTrack HaulSec3a Trucks;
LINK Tr18b WaitToRtCr122 RetCross122;
LINK Tr19b RetCross122 RetSec3b Trucks;
LINK Rm4 GetRetSec4b RoomSec4b;
LINK T1 InterArrive ApproachQ;
LINK T3 LeadTime TrainOnTrack Trains;
LINK Tm2 AM MorningWork Tick;
LINK Tm4 Lunch AfternoonWork Tick;
LINK Tm1 Time AM;
LINK Tm5 AfternoonWork EveningAndNight Tick;
LINK R6 LeadTime Logic;
LINK T4 TrainOnTrack AfterTime Trains;
LINK Tm6 EveningAndNight Time;
LINK Tm3 MorningWork Lunch Tick;
LINK TR2A1 TrkIn Enter;
LINK TR3A1 Enter TrkIn;
LINK PS1A1 EntryPass Enter;
LINK TR1A1 TrucksWt Enter;
LINK Tr3 AvsB HaulSec2a;
LINK Tr4 HaulSec2a WaitToCrossTrac;
LINK R3 OneAtATime RetCrossTrack;
LINK R4 RetCrossTrack OneAtATime;
LINK Tr7 HaulSec3a HaulSec4 Trucks;
LINK Tr8 HaulSec4 WaitToDump;
LINK Tr9 WaitToDump Dump;
LINK RetAB Dump RetAvsB;
LINK Tr10 RetAvsB ReturnSect4;
LINK Tr11 ReturnSect4 ReturnSec3a Trucks;
LINK Tr12 ReturnSec3a RetWaitToCrsTr;
LINK Tr13 RetWaitToCrsTr RetCrossTrack;
LINK Tr14 RetCrossTrack ReturnSec2a Trucks;
LINK Tr15 ReturnSec2a ReturnSec1 Trucks;
LINK Tr16 ReturnSec1 TrucksWt;
LINK Tr3b AvsB WaitToHlSc2b;
LINK Tr4b WaitToHlSc2b GetSec2b;
LINK Tr5b GetSec2b HaulSec2b Trucks;
LINK Tr6b HaulSec2b HaulSec3b Trucks;
LINK Tr6b1 HaulSec3b WaitToCr122;
LINK Tr7b WaitToCr122 Cross122;
LINK Tr8b Cross122 WaitToHl4b;
LINK Tr9b WaitToHl4b GetSec4b;
LINK S1 Room122 Cross122;
LINK S2 Cross122 Room122;
LINK Tr10b GetSec4b HaulSec4b Trucks;
LINK Tr11b HaulSec4b HaulSec5b Trucks;
LINK Tr12b HaulSec5b WaitToDump;
LINK Tr13b RetAvsB RetSec5b;
LINK Tr14b RetSec5b WaitRtSc4b;
LINK Tr15b WaitRtSc4b GetRetSec4b;
LINK Tr17b RetSec4b WaitToRtCr122;
LINK Tr20b RetSec3b WaitToRetSc2b;
LINK Tr21b WaitToRetSc2b GetRetSec2b;
LINK Tr22b GetRetSec2b RetSec2b Trucks;
LINK Ro1 RoomSec2b GetSec2b;
LINK Ro2 GetSec2b RoomSec2b;
LINK Ro3 RoomSec2b GetRetSec2b;
LINK Ro4 GetRetSec2b RoomSec2b;
LINK Tr22b1 RetSec2b ReturnSec1 Trucks;
LINK Rm1 GetSec4b RoomSec4b;
LINK Rm2 RoomSec4b GetSec4b;
LINK Rm3 RoomSec4b GetRetSec4b;
LINK Cr1 ArriveTraffic Travel Cars;
LINK Cr11 Travel CarsWaiting;
LINK Cr2 CarsWaiting Get122;

121
LINK Crr1 Room122 Get122;
LINK Crr2 Get122 Room122;
LINK Cr3 Get122 TraffCross122 Cars;
LINK Ea2 Dump Fill;
LINK Ma1 DownTime BrokeDown;
LINK Ma7 BackToWork TrucksWt;
LINK Ma2 BrokeDown AtShop;
LINK Ma3 TrucksWt AtShop;
LINK Ma4 AtShop TravelToJoin Trucks;
LINK Ma5 TravelToJoin WaitToJoin;
LINK Ma6 WaitToJoin BackToWork;
LINK PS2A1 Enter EntryPass;
LINK SL1A1 DumpToTruck SoilInTruck;
LINK TR4A1 TrkIn DumpToTruck;
LINK TR5A1 TrkIn Exit;
LINK EX2A1 DumpToTruck SwingEmpty Loaders;
LINK EX3A1 SwingEmpty Excavate Loaders;
LINK EX4A1 Excavate SwingLoaded Loaders;
LINK EX5A1 SwingLoaded ShovelRdy;
LINK EX1A1 ShovelRdy DumpToTruck;
LINK SL2A1 SoilInTruck Exit;
LINK M1 Minute Clock;
LINK M2 Clock Minute;
* Definition of global variables and programing objects
IF AsPlan;
* Actually, this the as-adjusted model inout values
/*Here the factual data is entered for different arrays
VARIABLE Size 200;
*/ The variable TemporaryClosed is 0 (False) at all times so that the trucks can use
/* the initial haul road
VARIABLE TemporaryClosed 0;
/*The array TrainIntervals stores interarrrival train times
ARRAY TrainIntervals Size;
/*The array LeadTimes stores the duration before a train arrives at the site
ARRAY LeadTimes Size;
/*The array AfterTimes stores the duration after a train leaves the site
ARRAY AfterTimes Size;
/*The array TrainNumbers stores the train numbers from the records
ARRAY TrainNumbers Size;
/*The array AfterTimes stores the duration on which a train is at the site
ARRAY TrainOnTrackTime Size;
/*The array DynmcWrkngHrs stores the daily working hours from the records
ARRAY DynmcWrkngHrs Size;
/*The array AtShopIntervals stores the inter event times for each truck downtime
ARRAY AtShopIntervals Size;
/*The array DwnTmIntervals stores the duration of each truck downtime
ARRAY DwnTmIntervals Size;
/*The arrays CutSt and FillSt store the daily Cut and Fil Loactions in feet
ARRAY CutSt Size;
ARRAY FillSt Size;
ASSIGN TrainIntervals 0 476; ASSIGN LeadTimes 0 2; ASSIGN AfterTimes 0 0.5;
ASSIGN TrainIntervals 1 41; ASSIGN LeadTimes 1 2; ASSIGN AfterTimes 1 0.5;
ASSIGN TrainIntervals 2 52; ASSIGN LeadTimes 2 2; ASSIGN AfterTimes 2 0.5;
ASSIGN TrainIntervals 3 93; ASSIGN LeadTimes 3 2; ASSIGN AfterTimes 3 0.5;
ASSIGN TrainIntervals 4 168; ASSIGN LeadTimes 4 2; ASSIGN AfterTimes 4 0.5;
ASSIGN TrainIntervals 5 118; ASSIGN LeadTimes 5 2; ASSIGN AfterTimes 5 0.5;
ASSIGN TrainIntervals 6 1038; ASSIGN LeadTimes 6 2; ASSIGN AfterTimes 6 0.5;
ASSIGN TrainIntervals 7 54; ASSIGN LeadTimes 7 2; ASSIGN AfterTimes 7 0.5;
ASSIGN TrainIntervals 8 18; ASSIGN LeadTimes 8 2; ASSIGN AfterTimes 8 0.5;
ASSIGN TrainIntervals 9 25; ASSIGN LeadTimes 9 2; ASSIGN AfterTimes 9 0.5;
ASSIGN TrainIntervals 10 132; ASSIGN LeadTimes 10 2; ASSIGN AfterTimes 10 0.5;
ASSIGN TrainIntervals 11 45; ASSIGN LeadTimes 11 2; ASSIGN AfterTimes 11 0.5;
ASSIGN TrainIntervals 12 69; ASSIGN LeadTimes 12 2; ASSIGN AfterTimes 12 0.5;
ASSIGN TrainIntervals 13 55; ASSIGN LeadTimes 13 2; ASSIGN AfterTimes 13 0.5;
ASSIGN TrainIntervals 14 61; ASSIGN LeadTimes 14 2; ASSIGN AfterTimes 14 0.5;
ASSIGN TrainIntervals 15 863; ASSIGN LeadTimes 15 2; ASSIGN AfterTimes 15 0.5;
ASSIGN TrainIntervals 16 24; ASSIGN LeadTimes 16 2; ASSIGN AfterTimes 16 0.5;
ASSIGN TrainIntervals 17 79; ASSIGN LeadTimes 17 2; ASSIGN AfterTimes 17 0.5;
ASSIGN TrainIntervals 18 172; ASSIGN LeadTimes 18 2; ASSIGN AfterTimes 18 0.5;
ASSIGN TrainIntervals 19 242; ASSIGN LeadTimes 19 2; ASSIGN AfterTimes 19 0.5;
ASSIGN TrainIntervals 20 33; ASSIGN LeadTimes 20 2; ASSIGN AfterTimes 20 0.5;

122
ASSIGN TrainIntervals 21 1080; ASSIGN LeadTimes 21 2; ASSIGN AfterTimes 21 0.5;
ASSIGN TrainIntervals 22 92; ASSIGN LeadTimes 22 2; ASSIGN AfterTimes 22 0.5;
ASSIGN TrainIntervals 23 1145; ASSIGN LeadTimes 23 2; ASSIGN AfterTimes 23 0.5;
ASSIGN TrainIntervals 24 45; ASSIGN LeadTimes 24 2; ASSIGN AfterTimes 24 0.5;
ASSIGN TrainIntervals 25 157; ASSIGN LeadTimes 25 2; ASSIGN AfterTimes 25 0.5;
ASSIGN TrainIntervals 26 240; ASSIGN LeadTimes 26 2; ASSIGN AfterTimes 26 0.5;
ASSIGN TrainIntervals 27 31; ASSIGN LeadTimes 27 2; ASSIGN AfterTimes 27 0.5;
ASSIGN TrainIntervals 28 84; ASSIGN LeadTimes 28 2; ASSIGN AfterTimes 28 0.5;
ASSIGN TrainIntervals 29 836; ASSIGN LeadTimes 29 2; ASSIGN AfterTimes 29 0.5;
ASSIGN TrainIntervals 30 64; ASSIGN LeadTimes 30 2; ASSIGN AfterTimes 30 0.5;
ASSIGN TrainIntervals 31 184; ASSIGN LeadTimes 31 2; ASSIGN AfterTimes 31 0.5;
ASSIGN TrainIntervals 32 16; ASSIGN LeadTimes 32 2; ASSIGN AfterTimes 32 0.5;
ASSIGN TrainIntervals 33 153; ASSIGN LeadTimes 33 2; ASSIGN AfterTimes 33 0.5;
ASSIGN TrainIntervals 34 102; ASSIGN LeadTimes 34 2; ASSIGN AfterTimes 34 0.5;
ASSIGN TrainIntervals 35 21; ASSIGN LeadTimes 35 2; ASSIGN AfterTimes 35 0.5;
ASSIGN TrainIntervals 36 1028; ASSIGN LeadTimes 36 2; ASSIGN AfterTimes 36 0.5;
ASSIGN TrainIntervals 37 103; ASSIGN LeadTimes 37 2; ASSIGN AfterTimes 37 0.5;
ASSIGN TrainIntervals 38 1227; ASSIGN LeadTimes 38 2; ASSIGN AfterTimes 38 0.5;
ASSIGN TrainIntervals 39 120; ASSIGN LeadTimes 39 2; ASSIGN AfterTimes 39 0.5;
ASSIGN TrainIntervals 40 1316; ASSIGN LeadTimes 40 2; ASSIGN AfterTimes 40 0.5;
ASSIGN TrainIntervals 41 52; ASSIGN LeadTimes 41 2; ASSIGN AfterTimes 41 0.5;
ASSIGN TrainIntervals 42 124; ASSIGN LeadTimes 42 2; ASSIGN AfterTimes 42 0.5;
ASSIGN TrainIntervals 43 32; ASSIGN LeadTimes 43 2; ASSIGN AfterTimes 43 0.5;
ASSIGN TrainIntervals 44 183; ASSIGN LeadTimes 44 2; ASSIGN AfterTimes 44 0.5;
ASSIGN TrainIntervals 45 24; ASSIGN LeadTimes 45 2; ASSIGN AfterTimes 45 0.5;
ASSIGN TrainIntervals 46 101; ASSIGN LeadTimes 46 2; ASSIGN AfterTimes 46 0.5;
ASSIGN TrainIntervals 47 905; ASSIGN LeadTimes 47 2; ASSIGN AfterTimes 47 0.5;
ASSIGN TrainIntervals 48 314; ASSIGN LeadTimes 48 2; ASSIGN AfterTimes 48 0.5;
ASSIGN TrainIntervals 49 64; ASSIGN LeadTimes 49 2; ASSIGN AfterTimes 49 0.5;
ASSIGN TrainIntervals 50 161; ASSIGN LeadTimes 50 2; ASSIGN AfterTimes 50 0.5;
ASSIGN TrainIntervals 51 19; ASSIGN LeadTimes 51 2; ASSIGN AfterTimes 51 0.5;
ASSIGN TrainIntervals 52 915; ASSIGN LeadTimes 52 2; ASSIGN AfterTimes 52 0.5;
ASSIGN TrainIntervals 53 29; ASSIGN LeadTimes 53 2; ASSIGN AfterTimes 53 0.5;
ASSIGN TrainIntervals 54 96; ASSIGN LeadTimes 54 2; ASSIGN AfterTimes 54 0.5;
ASSIGN TrainIntervals 55 37; ASSIGN LeadTimes 55 2; ASSIGN AfterTimes 55 0.5;
ASSIGN TrainIntervals 56 119; ASSIGN LeadTimes 56 2; ASSIGN AfterTimes 56 0.5;
ASSIGN TrainIntervals 57 16; ASSIGN LeadTimes 57 2; ASSIGN AfterTimes 57 0.5;
ASSIGN TrainIntervals 58 63; ASSIGN LeadTimes 58 2; ASSIGN AfterTimes 58 0.5;
ASSIGN TrainIntervals 59 33; ASSIGN LeadTimes 59 2; ASSIGN AfterTimes 59 0.5;
ASSIGN TrainIntervals 60 14; ASSIGN LeadTimes 60 2; ASSIGN AfterTimes 60 0.5;
ASSIGN TrainIntervals 61 46; ASSIGN LeadTimes 61 2; ASSIGN AfterTimes 61 0.5;
ASSIGN TrainIntervals 62 31; ASSIGN LeadTimes 62 2; ASSIGN AfterTimes 62 0.5;
ASSIGN TrainIntervals 63 960; ASSIGN LeadTimes 63 2; ASSIGN AfterTimes 63 0.5;
ASSIGN TrainIntervals 64 154; ASSIGN LeadTimes 64 2; ASSIGN AfterTimes 64 0.5;
ASSIGN TrainIntervals 65 17; ASSIGN LeadTimes 65 2; ASSIGN AfterTimes 65 0.5;
ASSIGN TrainIntervals 66 55; ASSIGN LeadTimes 66 2; ASSIGN AfterTimes 66 0.5;
ASSIGN TrainIntervals 67 67; ASSIGN LeadTimes 67 2; ASSIGN AfterTimes 67 0.5;
ASSIGN TrainIntervals 68 82; ASSIGN LeadTimes 68 2; ASSIGN AfterTimes 68 0.5;
ASSIGN TrainIntervals 69 31; ASSIGN LeadTimes 69 2; ASSIGN AfterTimes 69 0.5;
ASSIGN TrainIntervals 70 59; ASSIGN LeadTimes 70 2; ASSIGN AfterTimes 70 0.5;
ASSIGN TrainIntervals 71 948; ASSIGN LeadTimes 71 2; ASSIGN AfterTimes 71 0.5;
ASSIGN TrainIntervals 72 43; ASSIGN LeadTimes 72 2; ASSIGN AfterTimes 72 0.5;
ASSIGN TrainIntervals 73 386; ASSIGN LeadTimes 73 2; ASSIGN AfterTimes 73 0.5;
ASSIGN TrainIntervals 74 929; ASSIGN LeadTimes 74 2; ASSIGN AfterTimes 74 0.5;
ASSIGN TrainIntervals 75 247; ASSIGN LeadTimes 75 2; ASSIGN AfterTimes 75 0.5;
ASSIGN TrainIntervals 76 195; ASSIGN LeadTimes 76 2; ASSIGN AfterTimes 76 0.5;
ASSIGN TrainIntervals 77 14; ASSIG LeadTimes 77 2; ASSIGN AfterTimes 77 0.5;
ASSIGN TrainIntervals 78 1023; ASSIGN LeadTimes 78 2; ASSIGN AfterTimes 78 0.5;
ASSIGN TrainIntervals 79 46; ASSIGN LeadTimes 79 2; ASSIGN AfterTimes 79 0.5;
ASSIGN TrainIntervals 80 18; ASSIGN LeadTimes 80 2; ASSIGN AfterTimes 80 0.5;
ASSIGN TrainIntervals 81 235; ASSIGN LeadTimes 81 2; ASSIGN AfterTimes 81 0.5;
ASSIGN TrainIntervals 82 29; ASSIGN LeadTimes 82 2; ASSIGN AfterTimes 82 0.5;
ASSIGN TrainIntervals 83 40; ASSIGN LeadTimes 83 2; ASSIGN AfterTimes 83 0.5;
ASSIGN TrainIntervals 84 27; ASSIGN LeadTimes 84 2; ASSIGN AfterTimes 84 0.5;
ASSIGN TrainIntervals 85 39; ASSIGN LeadTimes 85 2; ASSIGN AfterTimes 85 0.5;
ASSIGN TrainIntervals 86 54; ASSIGN LeadTimes 86 2; ASSIGN AfterTimes 86 0.5;
ASSIGN TrainIntervals 87 92; ASSIGN LeadTimes 87 2; ASSIGN AfterTimes 87 0.5;
ASSIGN TrainIntervals 88 838; ASSIGN LeadTimes 88 2; ASSIGN AfterTimes 88 0.5;
ASSIGN TrainIntervals 89 24; ASSIGN LeadTimes 89 2; ASSIGN AfterTimes 89 0.5;
ASSIGN TrainIntervals 91 29; ASSIGN LeadTimes 91 2; ASSIGN AfterTimes 91 0.5;
ASSIGN TrainIntervals 92 100; ASSIGN LeadTimes 92 2; ASSIGN AfterTimes 92 0.5;

123
ASSIGN TrainIntervals 93 90; ASSIGN LeadTimes 93 2; ASSIGN AfterTimes 93 0.5;
ASSIGN TrainIntervals 94 29; ASSIGN LeadTimes 94 2; ASSIGN AfterTimes 94 0.5;
ASSIGN TrainIntervals 95 78; ASSIGN LeadTimes 95 2; ASSIGN AfterTimes 95 0.5;
ASSIGN TrainIntervals 96 46; ASSIGN LeadTimes 96 2; ASSIGN AfterTimes 96 0.5;
ASSIGN TrainIntervals 97 124; ASSIGN LeadTimes 97 2; ASSIGN AfterTimes 97 0.5;
ASSIGN TrainIntervals 98 20; ASSIGN LeadTimes 98 2; ASSIGN AfterTimes 98 0.5;
ASSIGN TrainIntervals 99 786; ASSIGN LeadTimes 99 2; ASSIGN AfterTimes 99 0.5;
ASSIGN TrainIntervals 100 42; ASSIGN LeadTimes 100 2; ASSIGN AfterTimes 100 0.5;
ASSIGN TrainIntervals 101 47; ASSIGN LeadTimes 101 2; ASSIGN AfterTimes 101 0.5;
ASSIGN TrainIntervals 102 110; ASSIGN LeadTimes 102 2; ASSIGN AfterTimes 102 0.5;
ASSIGN TrainIntervals 103 33; ASSIGN LeadTimes 103 2; ASSIGN AfterTimes 103 0.5;
ASSIGN TrainIntervals 104 14; ASSIGN LeadTimes 104 2; ASSIGN AfterTimes 104 0.5;
ASSIGN TrainIntervals 105 52; ASSIGN LeadTimes 105 2; ASSIGN AfterTimes 105 0.5;
ASSIGN TrainIntervals 106 30; ASSIGN LeadTimes 106 2; ASSIGN AfterTimes 106 0.5;
ASSIGN TrainIntervals 107 183; ASSIGN LeadTimes 107 2; ASSIGN AfterTimes 107 0.5;
ASSIGN TrainIntervals 108 24; ASSIGN LeadTimes 108 2; ASSIGN AfterTimes 108 0.5;
ASSIGN TrainIntervals 109 19; ASSIGN LeadTimes 109 2; ASSIGN AfterTimes 109 0.5;
ASSIGN TrainIntervals 110 843; ASSIGN LeadTimes 110 2; ASSIGN AfterTimes 110 0.5;
ASSIGN TrainIntervals 111 38; ASSIGN LeadTimes 111 2; ASSIGN AfterTimes 111 0.5;
ASSIGN TrainIntervals 112 104; ASSIGN LeadTimes 112 2; ASSIGN AfterTimes 112 0.5;
ASSIGN TrainIntervals 113 34; ASSIGN LeadTimes 113 2; ASSIGN AfterTimes 113 0.5;
ASSIGN TrainIntervals 114 70; ASSIGN LeadTimes 114 2; ASSIGN AfterTimes 114 0.5;
ASSIGN TrainIntervals 115 82; ASSIGN LeadTimes 115 2; ASSIGN AfterTimes 115 0.5;
ASSIGN TrainIntervals 116 57; ASSIGN LeadTimes 116 2; ASSIGN AfterTimes 116 0.5;
ASSIGN TrainIntervals 117 26; ASSIGN LeadTimes 117 2; ASSIGN AfterTimes 117 0.5;
ASSIGN TrainIntervals 118 43; ASSIGN LeadTimes 118 2; ASSIGN AfterTimes 118 0.5;
ASSIGN TrainIntervals 119 52; ASSIGN LeadTimes 119 2; ASSIGN AfterTimes 119 0.5;
ASSIGN TrainIntervals 120 2381; ASSIGN LeadTimes 120 2; ASSIGN AfterTimes 120 0.5;
ASSIGN TrainIntervals 121 19; ASSIGN LeadTimes 121 2; ASSIGN AfterTimes 121 0.5;
ASSIGN TrainIntervals 122 102; ASSIGN LeadTimes 122 2; ASSIGN AfterTimes 122 0.5;
ASSIGN TrainIntervals 123 30; ASSIGN LeadTimes 123 2; ASSIGN AfterTimes 123 0.5;
ASSIGN TrainIntervals 124 56; ASSIGN LeadTimes 124 2; ASSIGN AfterTimes 124 0.5;
ASSIGN TrainIntervals 125 81; ASSIGN LeadTimes 125 2; ASSIGN AfterTimes 125 0.5;
ASSIGN TrainIntervals 126 93; ASSIGN LeadTimes 126 2; ASSIGN AfterTimes 126 0.5;
ASSIGN TrainIntervals 127 70; ASSIGN LeadTimes 127 2; ASSIGN AfterTimes 127 0.5;
ASSIGN TrainIntervals 128 1057; ASSIGN LeadTimes 128 2; ASSIGN AfterTimes 128 0.5;
ASSIGN TrainIntervals 129 32; ASSIGN LeadTimes 129 2; ASSIGN AfterTimes 129 0.5;
ASSIGN TrainIntervals 130 44; ASSIGN LeadTimes 130 2; ASSIGN AfterTimes 130 0.5;
ASSIGN TrainIntervals 131 66; ASSIGN LeadTimes 131 2; ASSIGN AfterTimes 131 0.5;
ASSIGN TrainIntervals 132 33; ASSIGN LeadTimes 132 2; ASSIGN AfterTimes 132 0.5;
ASSIGN TrainIntervals 133 109; ASSIGN LeadTimes 133 2; ASSIGN AfterTimes 133 0.5;
ASSIGN TrainIntervals 134 122; ASSIGN LeadTimes 134 2; ASSIGN AfterTimes 134 0.5;
ASSIGN TrainIntervals 135 55; ASSIGN LeadTimes 135 2; ASSIGN AfterTimes 135 0.5;
ASSIGN TrainIntervals 136 870; ASSIGN LeadTimes 136 2; ASSIGN AfterTimes 136 0.5;
ASSIGN TrainIntervals 137 37; ASSIGN LeadTimes 137 2; ASSIGN AfterTimes 137 0.5;
ASSIGN TrainIntervals 138 127; ASSIGN LeadTimes 138 2; ASSIGN AfterTimes 138 0.5;
ASSIGN TrainIntervals 139 30; ASSIGN LeadTimes 139 2; ASSIGN AfterTimes 139 0.5;
ASSIGN TrainIntervals 140 157; ASSIGN LeadTimes 140 2; ASSIGN AfterTimes 140 0.5;
ASSIGN TrainIntervals 141 22; ASSIGN LeadTimes 141 2; ASSIGN AfterTimes 141 0.5;
ASSIGN TrainIntervals 142 74; ASSIGN LeadTimes 142 2; ASSIGN AfterTimes 142 0.5;
ASSIGN TrainIntervals 143 78; ASSIGN LeadTimes 143 2; ASSIGN AfterTimes 143 0.5;
ASSIGN TrainIntervals 144 26; ASSIGN LeadTimes 144 2; ASSIGN AfterTimes 144 0.5;
ASSIGN TrainIntervals 145 900; ASSIGN LeadTimes 145 2; ASSIGN AfterTimes 145 0.5;
ASSIGN TrainIntervals 146 141; ASSIGN LeadTimes 146 2; ASSIGN AfterTimes 146 0.5;
ASSIGN TrainIntervals 147 35; ASSIGN LeadTimes 147 2; ASSIGN AfterTimes 147 0.5;
ASSIGN TrainIntervals 148 192; ASSIGN LeadTimes 148 2; ASSIGN AfterTimes 148 0.5;
ASSIGN TrainIntervals 149 195; ASSIGN LeadTimes 149 2; ASSIGN AfterTimes 149 0.5;
ASSIGN TrainIntervals 150 10; ASSIGN LeadTimes 150 2; ASSIGN AfterTimes 150 0.5;
ASSIGN TrainIntervals 151 113; ASSIGN LeadTimes 151 2; ASSIGN AfterTimes 151 0.5;
ASSIGN TrainIntervals 152 45; ASSIGN LeadTimes 152 2; ASSIGN AfterTimes 152 0.5;
ASSIGN TrainIntervals 153 43; ASSIGN LeadTimes 153 2; ASSIGN AfterTimes 153 0.5;
ASSIGN TrainIntervals 154 1063; ASSIGN LeadTimes 154 2; ASSIGN AfterTimes 154 0.5;
ASSIGN TrainIntervals 155 21; ASSIGN LeadTimes 155 2; ASSIGN AfterTimes 155 0.5;
ASSIGN TrainNumbers 0 8842; ASSIGN TrainOnTrackTime 0 2;
ASSIGN TrainNumbers 1 9069; ASSIGN TrainOnTrackTime 1 2;
ASSIGN TrainNumbers 2 8717; ASSIGN TrainOnTrackTime 2 2;
ASSIGN TrainNumbers 3 2511; ASSIGN TrainOnTrackTime 3 2;
ASSIGN TrainNumbers 4 8592; ASSIGN TrainOnTrackTime 4 2;
ASSIGN TrainNumbers 5 8838; ASSIGN TrainOnTrackTime 5 2;
ASSIGN TrainNumbers 6 8773; ASSIGN TrainOnTrackTime 6 2;
ASSIGN TrainNumbers 7 6615; ASSIGN TrainOnTrackTime 7 2;

124
ASSIGN TrainNumbers 8 8915; ASSIGN TrainOnTrackTime 8 2;
ASSIGN TrainNumbers 9 6090; ASSIGN TrainOnTrackTime 9 2;
ASSIGN TrainNumbers 10 7034; ASSIGN TrainOnTrackTime 10 2;
ASSIGN TrainNumbers 11 6138; ASSIGN TrainOnTrackTime 11 2;
ASSIGN TrainNumbers 12 9085; ASSIGN TrainOnTrackTime 12 2;
ASSIGN TrainNumbers 13 8994; ASSIGN TrainOnTrackTime 13 2;
ASSIGN TrainNumbers 14 9069; ASSIGN TrainOnTrackTime 14 2;
ASSIGN TrainNumbers 15 8487; ASSIGN TrainOnTrackTime 15 2;
ASSIGN TrainNumbers 16 8842; ASSIGN TrainOnTrackTime 16 2;
ASSIGN TrainNumbers 17 8841; ASSIGN TrainOnTrackTime 17 2;
ASSIGN TrainNumbers 18 9073; ASSIGN TrainOnTrackTime 18 2;
ASSIGN TrainNumbers 19 6501; ASSIGN TrainOnTrackTime 19 2;
ASSIGN TrainNumbers 20 8793; ASSIGN TrainOnTrackTime 20 2;
ASSIGN TrainNumbers 21 8995; ASSIGN TrainOnTrackTime 21 2;
ASSIGN TrainNumbers 22 8899; ASSIGN TrainOnTrackTime 22 2;
ASSIGN TrainNumbers 23 5226; ASSIGN TrainOnTrackTime 23 2;
ASSIGN TrainNumbers 24 6612; ASSIGN TrainOnTrackTime 24 2;
ASSIGN TrainNumbers 25 8806; ASSIGN TrainOnTrackTime 25 2;
ASSIGN TrainNumbers 26 8845; ASSIGN TrainOnTrackTime 26 2;
ASSIGN TrainNumbers 27 6136; ASSIGN TrainOnTrackTime 27 2;
ASSIGN TrainNumbers 28 8625; ASSIGN TrainOnTrackTime 28 2;
ASSIGN TrainNumbers 29 8977; ASSIGN TrainOnTrackTime 29 2;
ASSIGN TrainNumbers 30 6559; ASSIGN TrainOnTrackTime 30 2;
ASSIGN TrainNumbers 31 8908; ASSIGN TrainOnTrackTime 31 2;
ASSIGN TrainNumbers 32 8738; ASSIGN TrainOnTrackTime 32 2;
ASSIGN TrainNumbers 33 8881; ASSIGN TrainOnTrackTime 33 2;
ASSIGN TrainNumbers 34 6504; ASSIGN TrainOnTrackTime 34 2;
ASSIGN TrainNumbers 35 8571; ASSIGN TrainOnTrackTime 35 2;
ASSIGN TrainNumbers 36 8737; ASSIGN TrainOnTrackTime 36 2;
ASSIGN TrainNumbers 37 9046; ASSIGN TrainOnTrackTime 37 2;
ASSIGN TrainNumbers 38 8851; ASSIGN TrainOnTrackTime 38 2;
ASSIGN TrainNumbers 39 9076; ASSIGN TrainOnTrackTime 39 2;
ASSIGN TrainNumbers 40 8684; ASSIGN TrainOnTrackTime 40 2;
ASSIGN TrainNumbers 41 8991; ASSIGN TrainOnTrackTime 41 4;
ASSIGN TrainNumbers 42 6121; ASSIGN TrainOnTrackTime 42 2;
ASSIGN TrainNumbers 43 8715; ASSIGN TrainOnTrackTime 43 3;
ASSIGN TrainNumbers 44 8989; ASSIGN TrainOnTrackTime 44 3;
ASSIGN TrainNumbers 45 8849; ASSIGN TrainOnTrackTime 45 3;
ASSIGN TrainNumbers 46 9001; ASSIGN TrainOnTrackTime 46 3;
ASSIGN TrainNumbers 47 8915; ASSIGN TrainOnTrackTime 47 3;
ASSIGN TrainNumbers 48 2505; ASSIGN TrainOnTrackTime 48 3;
ASSIGN TrainNumbers 49 8853; ASSIGN TrainOnTrackTime 49 10;
ASSIGN TrainNumbers 50 3350; ASSIGN TrainOnTrackTime 50 6;
ASSIGN TrainNumbers 51 9026; ASSIGN TrainOnTrackTime 51 7;
ASSIGN TrainNumbers 52 8838; ASSIGN TrainOnTrackTime 52 4;
ASSIGN TrainNumbers 53 6513; ASSIGN TrainOnTrackTime 53 7;
ASSIGN TrainNumbers 54 7030; ASSIGN TrainOnTrackTime 54 3;
ASSIGN TrainNumbers 55 7060; ASSIGN TrainOnTrackTime 55 1;
ASSIGN TrainNumbers 56 2556; ASSIGN TrainOnTrackTime 56 2;
ASSIGN TrainNumbers 57 8262; ASSIGN TrainOnTrackTime 57 1;
ASSIGN TrainNumbers 58 8972; ASSIGN TrainOnTrackTime 58 6;
ASSIGN TrainNumbers 59 8981; ASSIGN TrainOnTrackTime 59 3;
ASSIGN TrainNumbers 60 6522; ASSIGN TrainOnTrackTime 60 2;
ASSIGN TrainNumbers 61 8582; ASSIGN TrainOnTrackTime 61 4;
ASSIGN TrainNumbers 62 6449; ASSIGN TrainOnTrackTime 62 2;
ASSIGN TrainNumbers 63 9068; ASSIGN TrainOnTrackTime 63 3;
ASSIGN TrainNumbers 64 8852; ASSIGN TrainOnTrackTime 64 3;
ASSIGN TrainNumbers 65 8932; ASSIGN TrainOnTrackTime 65 2;
ASSIGN TrainNumbers 66 9046; ASSIGN TrainOnTrackTime 66 4;
ASSIGN TrainNumbers 67 4635; ASSIGN TrainOnTrackTime 67 2;
ASSIGN TrainNumbers 68 7035; ASSIGN TrainOnTrackTime 68 5;
ASSIGN TrainNumbers 69 9108; ASSIGN TrainOnTrackTime 69 2;
ASSIGN TrainNumbers 70 8735; ASSIGN TrainOnTrackTime 70 2;
ASSIGN TrainNumbers 71 8767; ASSIGN TrainOnTrackTime 71 4;
ASSIGN TrainNumbers 72 9016; ASSIGN TrainOnTrackTime 72 5;
ASSIGN TrainNumbers 73 8881; ASSIGN TrainOnTrackTime 73 2;
ASSIGN TrainNumbers 74 6137; ASSIGN TrainOnTrackTime 74 1;
ASSIGN TrainNumbers 75 8964; ASSIGN TrainOnTrackTime 75 1;
ASSIGN TrainNumbers 76 9090; ASSIGN TrainOnTrackTime 76 3;
ASSIGN TrainNumbers 77 8937; ASSIGN TrainOnTrackTime 77 2;
ASSIGN TrainNumbers 78 2515; ASSIGN TrainOnTrackTime 78 2;

125
ASSIGN TrainNumbers 79 1573; ASSIGN TrainOnTrackTime 79 4;
ASSIGN TrainNumbers 80 7060; ASSIGN TrainOnTrackTime 80 5;
ASSIGN TrainNumbers 81 9068; ASSIGN TrainOnTrackTime 81 1;
ASSIGN TrainNumbers 82 8837; ASSIGN TrainOnTrackTime 82 3;
ASSIGN TrainNumbers 83 8929; ASSIGN TrainOnTrackTime 83 2;
ASSIGN TrainNumbers 84 8676; ASSIGN TrainOnTrackTime 84 2;
ASSIGN TrainNumbers 85 393616; ASSIGN TrainOnTrackTime 85 4;
ASSIGN TrainNumbers 86 8832; ASSIGN TrainOnTrackTime 86 3;
ASSIGN TrainNumbers 87 6505; ASSIGN TrainOnTrackTime 87 4;
ASSIGN TrainNumbers 88 8651; ASSIGN TrainOnTrackTime 88 3;
ASSIGN TrainNumbers 89 8578; ASSIGN TrainOnTrackTime 89 2;
ASSIGN TrainNumbers 90 2536; ASSIGN TrainOnTrackTime 90 5;
ASSIGN TrainNumbers 91 9021; ASSIGN TrainOnTrackTime 91 1;
ASSIGN TrainNumbers 92 8520; ASSIGN TrainOnTrackTime 92 1;
ASSIGN TrainNumbers 93 8612; ASSIGN TrainOnTrackTime 93 3;
ASSIGN TrainNumbers 94 6554; ASSIGN TrainOnTrackTime 94 4;
ASSIGN TrainNumbers 95 8837; ASSIGN TrainOnTrackTime 95 3;
ASSIGN TrainNumbers 96 8929; ASSIGN TrainOnTrackTime 96 3;
ASSIGN TrainNumbers 97 9028; ASSIGN TrainOnTrackTime 97 3;
ASSIGN TrainNumbers 98 8892; ASSIGN TrainOnTrackTime 98 3;
ASSIGN TrainNumbers 99 8909; ASSIGN TrainOnTrackTime 99 1;
ASSIGN TrainNumbers 100 6199; ASSIGN TrainOnTrackTime 100 3;
ASSIGN TrainNumbers 101 3258; ASSIGN TrainOnTrackTime 101 5;
ASSIGN TrainNumbers 102 3314; ASSIGN TrainOnTrackTime 102 3;
ASSIGN TrainNumbers 103 3268; ASSIGN TrainOnTrackTime 103 1;
ASSIGN TrainNumbers 104 9096; ASSIGN TrainOnTrackTime 104 1;
ASSIGN TrainNumbers 105 9090; ASSIGN TrainOnTrackTime 105 3;
ASSIGN TrainNumbers 106 8630; ASSIGN TrainOnTrackTime 106 2;
ASSIGN TrainNumbers 107 4622; ASSIGN TrainOnTrackTime 107 3;
ASSIGN TrainNumbers 108 6614; ASSIGN TrainOnTrackTime 108 2;
ASSIGN TrainNumbers 109 8954; ASSIGN TrainOnTrackTime 109 2;
ASSIGN TrainNumbers 110 8515; ASSIGN TrainOnTrackTime 110 3;
ASSIGN TrainNumbers 111 8910; ASSIGN TrainOnTrackTime 111 4;
ASSIGN TrainNumbers 112 3290; ASSIGN TrainOnTrackTime 112 2;
ASSIGN TrainNumbers 113 8663; ASSIGN TrainOnTrackTime 113 3;
ASSIGN TrainNumbers 114 9006; ASSIGN TrainOnTrackTime 114 2;
ASSIGN TrainNumbers 115 8937; ASSIGN TrainOnTrackTime 115 2;
ASSIGN TrainNumbers 116 8682; ASSIGN TrainOnTrackTime 116 3;
ASSIGN TrainNumbers 117 8942; ASSIGN TrainOnTrackTime 117 4;
ASSIGN TrainNumbers 118 8920; ASSIGN TrainOnTrackTime 118 4;
ASSIGN TrainNumbers 119 2515; ASSIGN TrainOnTrackTime 119 2;
ASSIGN TrainNumbers 120 2728; ASSIGN TrainOnTrackTime 120 2;
ASSIGN TrainNumbers 121 2522; ASSIGN TrainOnTrackTime 121 3;
ASSIGN TrainNumbers 122 8752; ASSIGN TrainOnTrackTime 122 2;
ASSIGN TrainNumbers 123 9066; ASSIGN TrainOnTrackTime 123 1;
ASSIGN TrainNumbers 124 5027; ASSIGN TrainOnTrackTime 124 3;
ASSIGN TrainNumbers 125 8960; ASSIGN TrainOnTrackTime 125 4;
ASSIGN TrainNumbers 126 8612; ASSIGN TrainOnTrackTime 126 7;
ASSIGN TrainNumbers 127 6623; ASSIGN TrainOnTrackTime 127 4;
ASSIGN TrainNumbers 128 8722; ASSIGN TrainOnTrackTime 128 4;
ASSIGN TrainNumbers 129 9054; ASSIGN TrainOnTrackTime 129 2;
ASSIGN TrainNumbers 130 9063; ASSIGN TrainOnTrackTime 130 3;
ASSIGN TrainNumbers 131 8923; ASSIGN TrainOnTrackTime 131 3;
ASSIGN TrainNumbers 132 3554; ASSIGN TrainOnTrackTime 132 2;
ASSIGN TrainNumbers 133 9056; ASSIGN TrainOnTrackTime 133 4;
ASSIGN TrainNumbers 134 8595; ASSIGN TrainOnTrackTime 134 2;
ASSIGN TrainNumbers 135 8612; ASSIGN TrainOnTrackTime 135 4;
ASSIGN TrainNumbers 136 8920; ASSIGN TrainOnTrackTime 136 1;
ASSIGN TrainNumbers 137 4021; ASSIGN TrainOnTrackTime 137 3;
ASSIGN TrainNumbers 138 2831; ASSIGN TrainOnTrackTime 138 4;
ASSIGN TrainNumbers 139 8861; ASSIGN TrainOnTrackTime 139 3;
ASSIGN TrainNumbers 140 8511; ASSIGN TrainOnTrackTime 140 3;
ASSIGN TrainNumbers 141 6566; ASSIGN TrainOnTrackTime 141 2;
ASSIGN TrainNumbers 142 6627; ASSIGN TrainOnTrackTime 142 3;
ASSIGN TrainNumbers 143 8650; ASSIGN TrainOnTrackTime 143 3;
ASSIGN TrainNumbers 144 8689; ASSIGN TrainOnTrackTime 144 3;
ASSIGN TrainNumbers 145 6640; ASSIGN TrainOnTrackTime 145 3;
ASSIGN TrainNumbers 146 8862; ASSIGN TrainOnTrackTime 146 2;
ASSIGN TrainNumbers 147 8776; ASSIGN TrainOnTrackTime 147 3;
ASSIGN TrainNumbers 148 8830; ASSIGN TrainOnTrackTime 148 3;
ASSIGN TrainNumbers 149 6157; ASSIGN TrainOnTrackTime 149 3;

126
ASSIGN TrainNumbers 150 6673; ASSIGN TrainOnTrackTime 150 3;
ASSIGN TrainNumbers 151 8857; ASSIGN TrainOnTrackTime 151 2;
ASSIGN TrainNumbers 152 8730; ASSIGN TrainOnTrackTime 152 2;
ASSIGN TrainNumbers 153 8915; ASSIGN TrainOnTrackTime 153 3;
ASSIGN TrainNumbers 154 9097; ASSIGN TrainOnTrackTime 154 5;
ASSIGN TrainNumbers 155 8900; ASSIGN TrainOnTrackTime 155 5;
ASSIGN CutSt 0 44000; ASSIGN FillSt 0 42500; ASSIGN DynmcWrkngHrs 0 300;
ASSIGN CutSt 1 44100; ASSIGN FillSt 1 42500; ASSIGN DynmcWrkngHrs 1 300;
ASSIGN CutSt 2 44200; ASSIGN FillSt 2 42500; ASSIGN DynmcWrkngHrs 2 345;
ASSIGN CutSt 3 44200; ASSIGN FillSt 3 42500; ASSIGN DynmcWrkngHrs 3 330;
ASSIGN CutSt 4 44100; ASSIGN FillSt 4 42400; ASSIGN DynmcWrkngHrs 4 300;
ASSIGN CutSt 5 44200; ASSIGN FillSt 5 42400; ASSIGN DynmcWrkngHrs 5 300;
ASSIGN CutSt 6 44400; ASSIGN FillSt 6 42200; ASSIGN DynmcWrkngHrs 6 150;
ASSIGN CutSt 7 44400; ASSIGN FillSt 7 42400; ASSIGN DynmcWrkngHrs 7 150;
ASSIGN CutSt 8 44400; ASSIGN FillSt 8 41000; ASSIGN DynmcWrkngHrs 8 300;
ASSIGN CutSt 9 44200; ASSIGN FillSt 9 41000; ASSIGN DynmcWrkngHrs 9 300;
ASSIGN CutSt 10 44200; ASSIGN FillSt 10 41200; ASSIGN DynmcWrkngHrs 10 300;
ASSIGN CutSt 11 44300; ASSIGN FillSt 11 41000; ASSIGN DynmcWrkngHrs 11 300;
ASSIGN CutSt 12 44400; ASSIGN FillSt 12 41000; ASSIGN DynmcWrkngHrs 12 300;
ASSIGN CutSt 13 44400; ASSIGN FillSt 13 41000; ASSIGN DynmcWrkngHrs 13 180;
ASSIGN CutSt 14 44400; ASSIGN FillSt 14 40900; ASSIGN DynmcWrkngHrs 14 360;
ASSIGN CutSt 15 44500; ASSIGN FillSt 15 40800; ASSIGN DynmcWrkngHrs 15 360;
ASSIGN CutSt 16 44500; ASSIGN FillSt 16 40900; ASSIGN DynmcWrkngHrs 16 360;
ASSIGN CutSt 17 44500; ASSIGN FillSt 17 40900; ASSIGN DynmcWrkngHrs 17 300;
ASSIGN CutSt 18 44600; ASSIGN FillSt 18 40900; ASSIGN DynmcWrkngHrs 18 90;
ASSIGN CutSt 19 44500; ASSIGN FillSt 19 40500; ASSIGN DynmcWrkngHrs 19 300;
ASSIGN CutSt 20 44500; ASSIGN FillSt 20 40450; ASSIGN DynmcWrkngHrs 20 300;
ASSIGN CutSt 21 44600; ASSIGN FillSt 21 40500; ASSIGN DynmcWrkngHrs 21 300;
ASSIGN CutSt 22 44600; ASSIGN FillSt 22 40200; ASSIGN DynmcWrkngHrs 22 300;
ASSIGN CutSt 23 44600; ASSIGN FillSt 23 40200; ASSIGN DynmcWrkngHrs 23 180;
ASSIGN DwnTmIntervals 0 570; ASSIGN AtShopIntervals 0 480;
ASSIGN DwnTmIntervals 1 30; ASSIGN AtShopIntervals 1 450;
ASSIGN DwnTmIntervals 2 2700; ASSIGN AtShopIntervals 2 630;
ASSIGN DwnTmIntervals 3 1500; ASSIGN AtShopIntervals 3 30;
ASSIGN DwnTmIntervals 4 0; ASSIGN AtShopIntervals 4 30;
ASSIGN DwnTmIntervals 5 0; ASSIGN AtShopIntervals 5 30;
ASSIGN DwnTmIntervals 6 0; ASSIGN AtShopIntervals 6 30;
ASSIGN DwnTmIntervals 7 0; ASSIGN AtShopIntervals 7 30;
ASSIGN DwnTmIntervals 8 120; ASSIGN AtShopIntervals 8 60;
ASSIGN DwnTmIntervals 9 1290; ASSIGN AtShopIntervals 9 60;
ASSIGN DwnTmIntervals 10 0; ASSIGN AtShopIntervals 10 60;
ASSIGN DwnTmIntervals 11 0; ASSIGN AtShopIntervals 11 60;
ASSIGN DwnTmIntervals 12 0; ASSIGN AtShopIntervals 12 60;
ASSIGN DwnTmIntervals 13 0; ASSIGN AtShopIntervals 13 60;
ASSIGN DwnTmIntervals 14 0; ASSIGN AtShopIntervals 14 60;
ASSIGN DwnTmIntervals 15 120; ASSIGN AtShopIntervals 15 90;
ASSIGN DwnTmIntervals 16 1290; ASSIGN AtShopIntervals 16 540;
ASSIGN DwnTmIntervals 17 150; ASSIGN AtShopIntervals 17 480;
ASSIGN DwnTmIntervals 18 1290; ASSIGN AtShopIntervals 18 630;
ASSIGN DwnTmIntervals 19 1440; ASSIGN AtShopIntervals 19 630;
ASSIGN DwnTmIntervals 20 60; ASSIGN AtShopIntervals 20 180;
ASSIGN DwnTmIntervals 21 1380; ASSIGN AtShopIntervals 21 495;
ASSIGN DwnTmIntervals 22 120; ASSIGN AtShopIntervals 22 300;
ASSIGN DwnTmIntervals 23 375; ASSIGN AtShopIntervals 23 165;
ASSIGN DwnTmIntervals 24 945; ASSIGN AtShopIntervals 24 630;
ASSIGN DwnTmIntervals 25 1440; ASSIGN AtShopIntervals 25 630;
ASSIGN DwnTmIntervals 26 0; ASSIGN AtShopIntervals 26 120;
ASSIGN DwnTmIntervals 27 90; ASSIGN AtShopIntervals 27 390;
ASSIGN DwnTmIntervals 28 195; ASSIGN AtShopIntervals 28 345;
ASSIGN DwnTmIntervals 29 1155; ASSIGN AtShopIntervals 29 630;
ASSIGN DwnTmIntervals 30 0; ASSIGN AtShopIntervals 30 120;
ASSIGN DwnTmIntervals 31 1500; ASSIGN AtShopIntervals 31 120;
ASSIGN DwnTmIntervals 32 150; ASSIGN AtShopIntervals 32 30;
ASSIGN DwnTmIntervals 33 240; ASSIGN AtShopIntervals 33 30;
ASSIGN DwnTmIntervals 34 60; ASSIGN AtShopIntervals 34 30;
ASSIGN DwnTmIntervals 35 30; ASSIGN AtShopIntervals 35 15;
ASSIGN DwnTmIntervals 36 960; ASSIGN AtShopIntervals 36 30;
ASSIGN DwnTmIntervals 37 0; ASSIGN AtShopIntervals 37 240;
ASSIGN DwnTmIntervals 38 150; ASSIGN AtShopIntervals 38 90;
ASSIGN DwnTmIntervals 39 1380; ASSIGN AtShopIntervals 39 150;
ASSIGN DwnTmIntervals 40 90; ASSIGN AtShopIntervals 40 60;

127
ASSIGN DwnTmIntervals 41 4080; ASSIGN AtShopIntervals 41 180;
ASSIGN DwnTmIntervals 42 360; ASSIGN AtShopIntervals 42 240;
ASSIGN DwnTmIntervals 43 60; ASSIGN AtShopIntervals 43 210;
ASSIGN DwnTmIntervals 44 1020; ASSIGN AtShopIntervals 44 330;
ASSIGN DwnTmIntervals 45 330; ASSIGN AtShopIntervals 45 180;
ASSIGN DwnTmIntervals 46 1110; ASSIGN AtShopIntervals 46 240;
ASSIGN DwnTmIntervals 47 0; ASSIGN AtShopIntervals 47 300;
ASSIGN DwnTmIntervals 48 0; ASSIGN AtShopIntervals 48 300;
ASSIGN DwnTmIntervals 49 0; ASSIGN AtShopIntervals 49 300;
ASSIGN DwnTmIntervals 50 120; ASSIGN AtShopIntervals 50 90;
ASSIGN DwnTmIntervals 51 1470; ASSIGN AtShopIntervals 51 30;
ASSIGN DwnTmIntervals 52 180; ASSIGN AtShopIntervals 52 30;
ASSIGN DwnTmIntervals 53 90; ASSIGN AtShopIntervals 53 60;
ASSIGN DwnTmIntervals 54 120; ASSIGN AtShopIntervals 54 90;
ASSIGN DwnTmIntervals 55 1080; ASSIGN AtShopIntervals 55 30;
ASSIGN DwnTmIntervals 56 150; ASSIGN AtShopIntervals 56 30;
ASSIGN DwnTmIntervals 57 1350; ASSIGN AtShopIntervals 57 60;
ASSIGN DwnTmIntervals 58 210; ASSIGN AtShopIntervals 58 60;
ASSIGN DwnTmIntervals 59 990; ASSIGN AtShopIntervals 59 30;
ASSIGN DwnTmIntervals 60 450; ASSIGN AtShopIntervals 60 60;
ASSIGN DwnTmIntervals 61 450000;

ELSE;

VARIABLE Size 200;

/* The variable TemporaryClosed is used for routing the trucks either to the initial haul road
/* or to the alternative haul road (See the thesis foe in-depth discussion)
VARIABLE TemporaryClosed 'TrainOnTrack.CurInst|LeadTime.CurInst|AfterTime.CurInst';
/*The array TrainIntervals stores interarrrival train times
ARRAY TrainIntervals Size;
/*The array LeadTimes stores the duration before a train arrives at the site
ARRAY LeadTimes Size;
/*The array AfterTimes stores the duration after a train leaves the site
ARRAY AfterTimes Size;
/*The array TrainNumbers stores the train numbers from the records
ARRAY TrainNumbers Size;
/*The array AfterTimes stores the duration on which a train is at the site
ARRAY TrainOnTrackTime Size;
/*The array DynmcWrkngHrs stores the daily working hours from the records
ARRAY DynmcWrkngHrs Size;
/*The array AtShopIntervals stores the inter event times for each truck downtime
ARRAY AtShopIntervals Size;
/*The array DwnTmIntervals stores the duration of each truck downtime
ARRAY DwnTmIntervals Size;
/*The arrays CutSt and FillSt store the daily Cut and Fil Loactions in feet
ARRAY CutSt Size;
ARRAY FillSt Size;

ASSIGN TrainIntervals 0 420; ASSIGN LeadTimes 0 58; ASSIGN AfterTimes 0 0;

ASSIGN TrainIntervals 1 0; ASSIGN LeadTimes 1 43; ASSIGN AfterTimes 1 0;
ASSIGN TrainIntervals 2 0; ASSIGN LeadTimes 2 54; ASSIGN AfterTimes 2 3;
ASSIGN TrainIntervals 3 55; ASSIGN LeadTimes 3 40; ASSIGN AfterTimes 3 8;
ASSIGN TrainIntervals 4 145; ASSIGN LeadTimes 4 25; ASSIGN AfterTimes 4 8;
ASSIGN TrainIntervals 5 90; ASSIGN LeadTimes 5 30; ASSIGN AfterTimes 5 88;
ASSIGN TrainIntervals 6 1012; ASSIGN LeadTimes 6 28; ASSIGN AfterTimes 6 4;
ASSIGN TrainIntervals 7 35; ASSIGN LeadTimes 7 21; ASSIGN AfterTimes 7 0;
ASSIGN TrainIntervals 8 0; ASSIGN LeadTimes 8 20; ASSIGN AfterTimes 8 0;
ASSIGN TrainIntervals 9 0; ASSIGN LeadTimes 9 27; ASSIGN AfterTimes 9 24;
ASSIGN TrainIntervals 10 57; ASSIGN LeadTimes 10 77; ASSIGN AfterTimes 10 0;
ASSIGN TrainIntervals 11 0; ASSIGN LeadTimes 11 47; ASSIGN AfterTimes 11 0;
ASSIGN TrainIntervals 12 0; ASSIGN LeadTimes 12 71; ASSIGN AfterTimes 12 3;
ASSIGN TrainIntervals 13 39; ASSIGN LeadTimes 13 18; ASSIGN AfterTimes 13 0;
ASSIGN TrainIntervals 14 0; ASSIGN LeadTimes 14 63; ASSIGN AfterTimes 14 13;
ASSIGN TrainIntervals 15 825; ASSIGN LeadTimes 15 40; ASSIGN AfterTimes 15 0;
ASSIGN TrainIntervals 16 0; ASSIGN LeadTimes 16 26; ASSIGN AfterTimes 16 0;
ASSIGN TrainIntervals 17 0; ASSIGN LeadTimes 17 81; ASSIGN AfterTimes 17 6;
ASSIGN TrainIntervals 18 153; ASSIGN LeadTimes 18 21; ASSIGN AfterTimes 18 7;
ASSIGN TrainIntervals 19 204; ASSIGN LeadTimes 19 40; ASSIGN AfterTimes 19 33;
ASSIGN TrainIntervals 20 35; ASSIGN LeadTimes 20 0; ASSIGN AfterTimes 20 0;
ASSIGN TrainIntervals 21 1065; ASSIGN LeadTimes 21 17; ASSIGN AfterTimes 21 0;
ASSIGN TrainIntervals 22 0; ASSIGN LeadTimes 22 94; ASSIGN AfterTimes 22 2;

128
ASSIGN TrainIntervals 23 1104; ASSIGN LeadTimes 23 43; ASSIGN AfterTimes 23 0;
ASSIGN TrainIntervals 24 0; ASSIGN LeadTimes 24 47; ASSIGN AfterTimes 24 13;
ASSIGN TrainIntervals 25 120; ASSIGN LeadTimes 25 39; ASSIGN AfterTimes 25 79;
ASSIGN TrainIntervals 26 201; ASSIGN LeadTimes 26 41; ASSIGN AfterTimes 26 31;
ASSIGN TrainIntervals 27 33; ASSIGN LeadTimes 27 0; ASSIGN AfterTimes 27 0;
ASSIGN TrainIntervals 28 64; ASSIGN LeadTimes 28 22; ASSIGN AfterTimes 28 18;
ASSIGN TrainIntervals 29 830; ASSIGN LeadTimes 29 8; ASSIGN AfterTimes 29 0;
ASSIGN TrainIntervals 30 0; ASSIGN LeadTimes 30 66; ASSIGN AfterTimes 30 4;
ASSIGN TrainIntervals 31 128; ASSIGN LeadTimes 31 58; ASSIGN AfterTimes 31 0;
ASSIGN TrainIntervals 32 0; ASSIGN LeadTimes 32 18; ASSIGN AfterTimes 32 50;
ASSIGN TrainIntervals 33 112; ASSIGN LeadTimes 33 43; ASSIGN AfterTimes 33 0;
ASSIGN TrainIntervals 34 0; ASSIGN LeadTimes 34 104; ASSIGN AfterTimes 34 0;
ASSIGN TrainIntervals 35 0; ASSIGN LeadTimes 35 23; ASSIGN AfterTimes 35 5;
ASSIGN TrainIntervals 36 1010; ASSIGN LeadTimes 36 20; ASSIGN AfterTimes 36 0;
ASSIGN TrainIntervals 37 80; ASSIGN LeadTimes 37 25; ASSIGN AfterTimes 37 73;
ASSIGN TrainIntervals 38 1185; ASSIGN LeadTimes 38 44; ASSIGN AfterTimes 38 -1;
ASSIGN TrainIntervals 39 106; ASSIGN LeadTimes 39 16; ASSIGN AfterTimes 39 2;
ASSIGN TrainIntervals 40 1274; ASSIGN LeadTimes 40 44; ASSIGN AfterTimes 40 2;
ASSIGN TrainIntervals 41 27; ASSIGN LeadTimes 41 27; ASSIGN AfterTimes 41 5;
ASSIGN TrainIntervals 42 78; ASSIGN LeadTimes 42 48; ASSIGN AfterTimes 42 0;
ASSIGN TrainIntervals 43 0; ASSIGN LeadTimes 43 34; ASSIGN AfterTimes 43 84;
ASSIGN TrainIntervals 44 132; ASSIGN LeadTimes 44 53; ASSIGN AfterTimes 44 0;
ASSIGN TrainIntervals 45 0; ASSIGN LeadTimes 45 26; ASSIGN AfterTimes 45 1;
ASSIGN TrainIntervals 46 101; ASSIGN LeadTimes 46 2; ASSIGN AfterTimes 46 10;
ASSIGN TrainIntervals 47 868; ASSIGN LeadTimes 47 39; ASSIGN AfterTimes 47 8;
ASSIGN TrainIntervals 48 261; ASSIGN LeadTimes 48 55; ASSIGN AfterTimes 48 0;
ASSIGN TrainIntervals 49 0; ASSIGN LeadTimes 49 66; ASSIGN AfterTimes 49 0;
ASSIGN TrainIntervals 50 54; ASSIGN LeadTimes 50 109; ASSIGN AfterTimes 50 0;
ASSIGN TrainIntervals 51 0; ASSIGN LeadTimes 51 21; ASSIGN AfterTimes 51 18;
ASSIGN TrainIntervals 52 880; ASSIGN LeadTimes 52 37; ASSIGN AfterTimes 52 0;
ASSIGN TrainIntervals 53 0; ASSIGN LeadTimes 53 31; ASSIGN AfterTimes 53 0;
ASSIGN TrainIntervals 54 0; ASSIGN LeadTimes 54 98; ASSIGN AfterTimes 54 0;
ASSIGN TrainIntervals 55 0; ASSIGN LeadTimes 55 39; ASSIGN AfterTimes 55 6;
ASSIGN TrainIntervals 56 35; ASSIGN LeadTimes 56 86; ASSIGN AfterTimes 56 0;
ASSIGN TrainIntervals 57 0; ASSIGN LeadTimes 57 18; ASSIGN AfterTimes 57 0;
ASSIGN TrainIntervals 58 0; ASSIGN LeadTimes 58 65; ASSIGN AfterTimes 58 0;
ASSIGN TrainIntervals 59 0; ASSIGN LeadTimes 59 35; ASSIGN AfterTimes 59 0;
ASSIGN TrainIntervals 60 0; ASSIGN LeadTimes 60 16; ASSIGN AfterTimes 60 0;
ASSIGN TrainIntervals 61 0; ASSIGN LeadTimes 61 48; ASSIGN AfterTimes 61 0;
ASSIGN TrainIntervals 62 0; ASSIGN LeadTimes 62 33; ASSIGN AfterTimes 62 42;
ASSIGN TrainIntervals 63 944; ASSIGN LeadTimes 63 18; ASSIGN AfterTimes 63 10;
ASSIGN TrainIntervals 64 57; ASSIGN LeadTimes 64 99; ASSIGN AfterTimes 64 0;
ASSIGN TrainIntervals 65 0; ASSIGN LeadTimes 65 19; ASSIGN AfterTimes 65 0;
ASSIGN TrainIntervals 66 0; ASSIGN LeadTimes 66 57; ASSIGN AfterTimes 66 1;
ASSIGN TrainIntervals 67 45; ASSIGN LeadTimes 67 24; ASSIGN AfterTimes 67 0;
ASSIGN TrainIntervals 68 0; ASSIGN LeadTimes 68 84; ASSIGN AfterTimes 68 0;
ASSIGN TrainIntervals 69 0; ASSIGN LeadTimes 69 33; ASSIGN AfterTimes 69 6;
ASSIGN TrainIntervals 70 36; ASSIGN LeadTimes 70 25; ASSIGN AfterTimes 70 1;
ASSIGN TrainIntervals 71 913; ASSIGN LeadTimes 71 37; ASSIGN AfterTimes 71 0;
ASSIGN TrainIntervals 72 0; ASSIGN LeadTimes 72 45; ASSIGN AfterTimes 72 20;
ASSIGN TrainIntervals 73 353; ASSIGN LeadTimes 73 35; ASSIGN AfterTimes 73 3;
ASSIGN TrainIntervals 74 910; ASSIGN LeadTimes 74 21; ASSIGN AfterTimes 74 8;
ASSIGN TrainIntervals 75 224; ASSIGN LeadTimes 75 25; ASSIGN AfterTimes 75 9;
ASSIGN TrainIntervals 76 175; ASSIGN LeadTimes 76 22; ASSIGN AfterTimes 76 0;
ASSIGN TrainIntervals 77 0; ASSIGN LeadTimes 77 16; ASSIGN AfterTimes 77 145;
ASSIGN TrainIntervals 78 1002; ASSIGN LeadTimes 78 23; ASSIGN AfterTimes 78 0;
ASSIGN TrainIntervals 79 0; ASSIGN LeadTimes 79 48; ASSIGN AfterTimes 79 0;
ASSIGN TrainIntervals 80 0; ASSIGN LeadTimes 80 20; ASSIGN AfterTimes 80 19;
ASSIGN TrainIntervals 81 181; ASSIGN LeadTimes 81 56; ASSIGN AfterTimes 81 0;
ASSIGN TrainIntervals 82 0; ASSIGN LeadTimes 82 31; ASSIGN AfterTimes 82 0;
ASSIGN TrainIntervals 83 0; ASSIGN LeadTimes 83 42; ASSIGN AfterTimes 83 0;
ASSIGN TrainIntervals 84 0; ASSIGN LeadTimes 84 29; ASSIGN AfterTimes 84 0;
ASSIGN TrainIntervals 85 0; ASSIGN LeadTimes 85 41; ASSIGN AfterTimes 85 7;
ASSIGN TrainIntervals 86 39; ASSIGN LeadTimes 86 17; ASSIGN AfterTimes 86 3;
ASSIGN TrainIntervals 87 58; ASSIGN LeadTimes 87 36; ASSIGN AfterTimes 87 20;
ASSIGN TrainIntervals 88 819; ASSIGN LeadTimes 88 21; ASSIGN AfterTimes 88 0;
ASSIGN TrainIntervals 89 0; ASSIGN LeadTimes 89 26; ASSIGN AfterTimes 89 0;
ASSIGN TrainIntervals 90 0; ASSIGN LeadTimes 90 49; ASSIGN AfterTimes 90 0;
ASSIGN TrainIntervals 91 0; ASSIGN LeadTimes 91 31; ASSIGN AfterTimes 91 7;
ASSIGN TrainIntervals 92 58; ASSIGN LeadTimes 92 44; ASSIGN AfterTimes 92 0;
ASSIGN TrainIntervals 93 0; ASSIGN LeadTimes 93 92; ASSIGN AfterTimes 93 0;

129
ASSIGN TrainIntervals 94 0; ASSIGN LeadTimes 94 31; ASSIGN AfterTimes 94 4;
ASSIGN TrainIntervals 95 38; ASSIGN LeadTimes 95 42; ASSIGN AfterTimes 95 0;
ASSIGN TrainIntervals 96 0; ASSIGN LeadTimes 96 48; ASSIGN AfterTimes 96 7;
ASSIGN TrainIntervals 97 95; ASSIGN LeadTimes 97 31; ASSIGN AfterTimes 97 0;
ASSIGN TrainIntervals 98 0; ASSIGN LeadTimes 98 22; ASSIGN AfterTimes 98 14;
ASSIGN TrainIntervals 99 767; ASSIGN LeadTimes 99 21; ASSIGN AfterTimes 99 0;
ASSIGN TrainIntervals 100 0; ASSIGN LeadTimes 100 44; ASSIGN AfterTimes 100 0;
ASSIGN TrainIntervals 101 0; ASSIGN LeadTimes 101 49; ASSIGN AfterTimes 101 11;
ASSIGN TrainIntervals 102 96; ASSIGN LeadTimes 102 16; ASSIGN AfterTimes 102 0;
ASSIGN TrainIntervals 103 0; ASSIGN LeadTimes 103 35; ASSIGN AfterTimes 103 0;
ASSIGN TrainIntervals 104 0; ASSIGN LeadTimes 104 16; ASSIGN AfterTimes 104 0;
ASSIGN TrainIntervals 105 0; ASSIGN LeadTimes 105 54; ASSIGN AfterTimes 105 0;
ASSIGN TrainIntervals 106 0; ASSIGN LeadTimes 106 32; ASSIGN AfterTimes 106 0;
ASSIGN TrainIntervals 107 87; ASSIGN LeadTimes 107 98; ASSIGN AfterTimes 107 0;
ASSIGN TrainIntervals 108 0; ASSIGN LeadTimes 108 26; ASSIGN AfterTimes 108 0;
ASSIGN TrainIntervals 109 0; ASSIGN LeadTimes 109 21; ASSIGN AfterTimes 109 23;
ASSIGN TrainIntervals 110 845; ASSIGN LeadTimes 110 0; ASSIGN AfterTimes 110 0;
ASSIGN TrainIntervals 111 0; ASSIGN LeadTimes 111 40; ASSIGN AfterTimes 111 21;
ASSIGN TrainIntervals 112 85; ASSIGN LeadTimes 112 21; ASSIGN AfterTimes 112 0;
ASSIGN TrainIntervals 113 0; ASSIGN LeadTimes 113 36; ASSIGN AfterTimes 113 0;
ASSIGN TrainIntervals 114 37; ASSIGN LeadTimes 114 35; ASSIGN AfterTimes 114 0;
ASSIGN TrainIntervals 115 0; ASSIGN LeadTimes 115 84; ASSIGN AfterTimes 115 0;
ASSIGN TrainIntervals 116 0; ASSIGN LeadTimes 116 59; ASSIGN AfterTimes 116 0;
ASSIGN TrainIntervals 117 0; ASSIGN LeadTimes 117 28; ASSIGN AfterTimes 117 0;
ASSIGN TrainIntervals 118 0; ASSIGN LeadTimes 118 45; ASSIGN AfterTimes 118 0;
ASSIGN TrainIntervals 119 0; ASSIGN LeadTimes 119 54; ASSIGN AfterTimes 119 19;
ASSIGN TrainIntervals 120 2356; ASSIGN LeadTimes 120 27; ASSIGN AfterTimes 120 0;
ASSIGN TrainIntervals 121 0; ASSIGN LeadTimes 121 21; ASSIGN AfterTimes 121 30;
ASSIGN TrainIntervals 122 82; ASSIGN LeadTimes 122 22; ASSIGN AfterTimes 122 0;
ASSIGN TrainIntervals 123 0; ASSIGN LeadTimes 123 32; ASSIGN AfterTimes 123 0;
ASSIGN TrainIntervals 124 0; ASSIGN LeadTimes 124 58; ASSIGN AfterTimes 124 1;
ASSIGN TrainIntervals 125 12; ASSIGN LeadTimes 125 71; ASSIGN AfterTimes 125 3;
ASSIGN TrainIntervals 126 65; ASSIGN LeadTimes 126 30; ASSIGN AfterTimes 126 4;
ASSIGN TrainIntervals 127 46; ASSIGN LeadTimes 127 26; ASSIGN AfterTimes 127 0;
ASSIGN TrainIntervals 128 1008; ASSIGN LeadTimes 128 51; ASSIGN AfterTimes 128 0;
ASSIGN TrainIntervals 129 0; ASSIGN LeadTimes 129 34; ASSIGN AfterTimes 129 0;
ASSIGN TrainIntervals 130 0; ASSIGN LeadTimes 130 46; ASSIGN AfterTimes 130 1;
ASSIGN TrainIntervals 131 39; ASSIGN LeadTimes 131 29; ASSIGN AfterTimes 131 0;
ASSIGN TrainIntervals 132 0; ASSIGN LeadTimes 132 35; ASSIGN AfterTimes 132 34;
ASSIGN TrainIntervals 133 84; ASSIGN LeadTimes 133 27; ASSIGN AfterTimes 133 0;
ASSIGN TrainIntervals 134 75; ASSIGN LeadTimes 134 49; ASSIGN AfterTimes 134 0;
ASSIGN TrainIntervals 135 0; ASSIGN LeadTimes 135 57; ASSIGN AfterTimes 135 0;
ASSIGN TrainIntervals 136 854; ASSIGN LeadTimes 136 18; ASSIGN AfterTimes 136 0;
ASSIGN TrainIntervals 137 0; ASSIGN LeadTimes 137 39; ASSIGN AfterTimes 137 32;
ASSIGN TrainIntervals 138 63; ASSIGN LeadTimes 138 66; ASSIGN AfterTimes 138 0;
ASSIGN TrainIntervals 139 0; ASSIGN LeadTimes 139 32; ASSIGN AfterTimes 139 0;
ASSIGN TrainIntervals 140 0; ASSIGN LeadTimes 140 159; ASSIGN AfterTimes 140 0;
ASSIGN TrainIntervals 141 0; ASSIGN LeadTimes 141 24; ASSIGN AfterTimes 141 0;
ASSIGN TrainIntervals 142 0; ASSIGN LeadTimes 142 76; ASSIGN AfterTimes 142 0;
ASSIGN TrainIntervals 143 0; ASSIGN LeadTimes 143 80; ASSIGN AfterTimes 143 0;
ASSIGN TrainIntervals 144 0; ASSIGN LeadTimes 144 28; ASSIGN AfterTimes 144 57;
ASSIGN TrainIntervals 145 855; ASSIGN LeadTimes 145 47; ASSIGN AfterTimes 145 13;
ASSIGN TrainIntervals 146 88; ASSIGN LeadTimes 146 55; ASSIGN AfterTimes 146 0;
ASSIGN TrainIntervals 147 0; ASSIGN LeadTimes 147 37; ASSIGN AfterTimes 147 2;
ASSIGN TrainIntervals 148 130; ASSIGN LeadTimes 148 64; ASSIGN AfterTimes 148 7;
ASSIGN TrainIntervals 149 179; ASSIGN LeadTimes 149 18; ASSIGN AfterTimes 149 9;
ASSIGN TrainIntervals 150 975; ASSIGN LeadTimes 150 30; ASSIGN AfterTimes 150 1;
ASSIGN TrainIntervals 151 87; ASSIGN LeadTimes 151 28; ASSIGN AfterTimes 151 0;
ASSIGN TrainIntervals 152 0; ASSIGN LeadTimes 152 47; ASSIGN AfterTimes 152 0;
ASSIGN TrainIntervals 153 0; ASSIGN LeadTimes 153 45; ASSIGN AfterTimes 153 2;
ASSIGN TrainIntervals 154 1050; ASSIGN LeadTimes 154 15; ASSIGN AfterTimes 154 0;
ASSIGN TrainIntervals 155 0; ASSIGN LeadTimes 155 23; ASSIGN AfterTimes 155 3;
ASSIGN TrainNumbers 0 8842; ASSIGN TrainOnTrackTime 0 2
ASSIGN TrainNumbers 1 9069; ASSIGN TrainOnTrackTime 1 2
ASSIGN TrainNumbers 2 8717; ASSIGN TrainOnTrackTime 2 2;
ASSIGN TrainNumbers 3 2511; ASSIGN TrainOnTrackTime 3 2;
ASSIGN TrainNumbers 4 8592; ASSIGN TrainOnTrackTime 4 2;
ASSIGN TrainNumbers 5 8838; ASSIGN TrainOnTrackTime 5 2;
ASSIGN TrainNumbers 6 8773; ASSIGN TrainOnTrackTime 6 2;
ASSIGN TrainNumbers 7 6615; ASSIGN TrainOnTrackTime 7 2;
ASSIGN TrainNumbers 8 8915; ASSIGN TrainOnTrackTime 8 2;

130
ASSIGN TrainNumbers 9 6090; ASSIGN TrainOnTrackTime 9 2;
ASSIGN TrainNumbers 10 7034; ASSIGN TrainOnTrackTime 10 2;
ASSIGN TrainNumbers 11 6138; ASSIGN TrainOnTrackTime 11 2;
ASSIGN TrainNumbers 12 9085; ASSIGN TrainOnTrackTime 12 2;
ASSIGN TrainNumbers 13 8994; ASSIGN TrainOnTrackTime 13 2;
ASSIGN TrainNumbers 14 9069; ASSIGN TrainOnTrackTime 14 2;
ASSIGN TrainNumbers 15 8487; ASSIGN TrainOnTrackTime 15 2;
ASSIGN TrainNumbers 16 8842; ASSIGN TrainOnTrackTime 16 2;
ASSIGN TrainNumbers 17 8841; ASSIGN TrainOnTrackTime 17 2;
ASSIGN TrainNumbers 18 9073; ASSIGN TrainOnTrackTime 18 2;
ASSIGN TrainNumbers 19 6501; ASSIGN TrainOnTrackTime 19 2;
ASSIGN TrainNumbers 20 8793; ASSIGN TrainOnTrackTime 20 2;
ASSIGN TrainNumbers 21 8995; ASSIGN TrainOnTrackTime 21 2;
ASSIGN TrainNumbers 22 8899; ASSIGN TrainOnTrackTime 22 2;
ASSIGN TrainNumbers 23 5226; ASSIGN TrainOnTrackTime 23 2;
ASSIGN TrainNumbers 24 6612; ASSIGN TrainOnTrackTime 24 2;
ASSIGN TrainNumbers 25 8806; ASSIGN TrainOnTrackTime 25 2;
ASSIGN TrainNumbers 26 8845; ASSIGN TrainOnTrackTime 26 2;
ASSIGN TrainNumbers 27 6136; ASSIGN TrainOnTrackTime 27 2;
ASSIGN TrainNumbers 28 8625; ASSIGN TrainOnTrackTime 28 2;
ASSIGN TrainNumbers 29 8977; ASSIGN TrainOnTrackTime 29 2;
ASSIGN TrainNumbers 30 6559; ASSIGN TrainOnTrackTime 30 2;
ASSIGN TrainNumbers 31 8908; ASSIGN TrainOnTrackTime 31 2;
ASSIGN TrainNumbers 32 8738; ASSIGN TrainOnTrackTime 32 2;
ASSIGN TrainNumbers 33 8881; ASSIGN TrainOnTrackTime 33 2;
ASSIGN TrainNumbers 34 6504; ASSIGN TrainOnTrackTime 34 2;
ASSIGN TrainNumbers 35 8571; ASSIGN TrainOnTrackTime 35 2;
ASSIGN TrainNumbers 36 8737; ASSIGN TrainOnTrackTime 36 2;
ASSIGN TrainNumbers 37 9046; ASSIGN TrainOnTrackTime 37 2;
ASSIGN TrainNumbers 38 8851; ASSIGN TrainOnTrackTime 38 2;
ASSIGN TrainNumbers 39 9076; ASSIGN TrainOnTrackTime 39 2;
ASSIGN TrainNumbers 40 8684; ASSIGN TrainOnTrackTime 40 2;
ASSIGN TrainNumbers 41 8991; ASSIGN TrainOnTrackTime 41 4;
ASSIGN TrainNumbers 42 6121; ASSIGN TrainOnTrackTime 42 2;
ASSIGN TrainNumbers 43 8715; ASSIGN TrainOnTrackTime 43 3;
ASSIGN TrainNumbers 44 8989; ASSIGN TrainOnTrackTime 44 3;
ASSIGN TrainNumbers 45 8849; ASSIGN TrainOnTrackTime 45 3;
ASSIGN TrainNumbers 46 9001; ASSIGN TrainOnTrackTime 46 3;
ASSIGN TrainNumbers 47 8915; ASSIGN TrainOnTrackTime 47 3;
ASSIGN TrainNumbers 48 2505; ASSIGN TrainOnTrackTime 48 3;
ASSIGN TrainNumbers 49 8853; ASSIGN TrainOnTrackTime 49 10;
ASSIGN TrainNumbers 50 3350; ASSIGN TrainOnTrackTime 50 6;
ASSIGN TrainNumbers 51 9026; ASSIGN TrainOnTrackTime 51 7;
ASSIGN TrainNumbers 52 8838; ASSIGN TrainOnTrackTime 52 4;
ASSIGN TrainNumbers 53 6513; ASSIGN TrainOnTrackTime 53 7;
ASSIGN TrainNumbers 54 7030; ASSIGN TrainOnTrackTime 54 3;
ASSIGN TrainNumbers 55 7060; ASSIGN TrainOnTrackTime 55 1;
ASSIGN TrainNumbers 56 2556; ASSIGN TrainOnTrackTime 56 2;
ASSIGN TrainNumbers 57 8262; ASSIGN TrainOnTrackTime 57 1;
ASSIGN TrainNumbers 58 8972; ASSIGN TrainOnTrackTime 58 6;
ASSIGN TrainNumbers 59 8981; ASSIGN TrainOnTrackTime 59 3;
ASSIGN TrainNumbers 60 6522; ASSIGN TrainOnTrackTime 60 2;
ASSIGN TrainNumbers 61 8582; ASSIGN TrainOnTrackTime 61 4;
ASSIGN TrainNumbers 62 6449; ASSIGN TrainOnTrackTime 62 2;
ASSIGN TrainNumbers 63 9068; ASSIGN TrainOnTrackTime 63 3;
ASSIGN TrainNumbers 64 8852; ASSIGN TrainOnTrackTime 64 3;
ASSIGN TrainNumbers 65 8932; ASSIGN TrainOnTrackTime 65 2;
ASSIGN TrainNumbers 66 9046; ASSIGN TrainOnTrackTime 66 4;
ASSIGN TrainNumbers 67 4635; ASSIGN TrainOnTrackTime 67 2;
ASSIGN TrainNumbers 68 7035; ASSIGN TrainOnTrackTime 68 5;
ASSIGN TrainNumbers 69 9108; ASSIGN TrainOnTrackTime 69 2;
ASSIGN TrainNumbers 70 8735; ASSIGN TrainOnTrackTime 70 2;
ASSIGN TrainNumbers 71 8767; ASSIGN TrainOnTrackTime 71 4;
ASSIGN TrainNumbers 72 9016; ASSIGN TrainOnTrackTime 72 5;
ASSIGN TrainNumbers 73 8881; ASSIGN TrainOnTrackTime 73 2;
ASSIGN TrainNumbers 74 6137; ASSIGN TrainOnTrackTime 74 1;
ASSIGN TrainNumbers 75 8964; ASSIGN TrainOnTrackTime 75 1;
ASSIGN TrainNumbers 76 9090; ASSIGN TrainOnTrackTime 76 3;
ASSIGN TrainNumbers 77 8937; ASSIGN TrainOnTrackTime 77 2;
ASSIGN TrainNumbers 78 2515; ASSIGN TrainOnTrackTime 78 2;
ASSIGN TrainNumbers 79 1573; ASSIGN TrainOnTrackTime 79 4;

131
ASSIGN TrainNumbers 80 7060; ASSIGN TrainOnTrackTime 80 5;
ASSIGN TrainNumbers 81 9068; ASSIGN TrainOnTrackTime 81 1;
ASSIGN TrainNumbers 82 8837; ASSIGN TrainOnTrackTime 82 3;
ASSIGN TrainNumbers 83 8929; ASSIGN TrainOnTrackTime 83 2;
ASSIGN TrainNumbers 84 8676; ASSIGN TrainOnTrackTime 84 2;
ASSIGN TrainNumbers 85 393616; ASSIGN TrainOnTrackTime 85 4;
ASSIGN TrainNumbers 86 8832; ASSIGN TrainOnTrackTime 86 3;
ASSIGN TrainNumbers 87 6505; ASSIGN TrainOnTrackTime 87 4;
ASSIGN TrainNumbers 88 8651; ASSIGN TrainOnTrackTime 88 3;
ASSIGN TrainNumbers 89 8578; ASSIGN TrainOnTrackTime 89 2;
ASSIGN TrainNumbers 90 2536; ASSIGN TrainOnTrackTime 90 5;
ASSIGN TrainNumbers 91 9021; ASSIGN TrainOnTrackTime 91 1;
ASSIGN TrainNumbers 92 8520; ASSIGN TrainOnTrackTime 92 1;
ASSIGN TrainNumbers 93 8612; ASSIGN TrainOnTrackTime 93 3;
ASSIGN TrainNumbers 94 6554; ASSIGN TrainOnTrackTime 94 4;
ASSIGN TrainNumbers 95 8837; ASSIGN TrainOnTrackTime 95 3;
ASSIGN TrainNumbers 96 8929; ASSIGN TrainOnTrackTime 96 3;
ASSIGN TrainNumbers 97 9028; ASSIGN TrainOnTrackTime 97 3;
ASSIGN TrainNumbers 98 8892; ASSIGN TrainOnTrackTime 98 3;
ASSIGN TrainNumbers 99 8909; ASSIGN TrainOnTrackTime 99 1;
ASSIGN TrainNumbers 100 6199; ASSIGN TrainOnTrackTime 100 3;
ASSIGN TrainNumbers 101 3258; ASSIGN TrainOnTrackTime 101 5;
ASSIGN TrainNumbers 102 3314; ASSIGN TrainOnTrackTime 102 3;
ASSIGN TrainNumbers 103 3268; ASSIGN TrainOnTrackTime 103 1;
ASSIGN TrainNumbers 104 9096; ASSIGN TrainOnTrackTime 104 1;
ASSIGN TrainNumbers 105 9090; ASSIGN TrainOnTrackTime 105 3;
ASSIGN TrainNumbers 106 8630; ASSIGN TrainOnTrackTime 106 2;
ASSIGN TrainNumbers 107 4622; ASSIGN TrainOnTrackTime 107 3;
ASSIGN TrainNumbers 108 6614; ASSIGN TrainOnTrackTime 108 2;
ASSIGN TrainNumbers 109 8954; ASSIGN TrainOnTrackTime 109 2;
ASSIGN TrainNumbers 110 8515; ASSIGN TrainOnTrackTime 110 3;
ASSIGN TrainNumbers 111 8910; ASSIGN TrainOnTrackTime 111 4;
ASSIGN TrainNumbers 112 3290; ASSIGN TrainOnTrackTime 112 2;
ASSIGN TrainNumbers 113 8663; ASSIGN TrainOnTrackTime 113 3;
ASSIGN TrainNumbers 114 9006; ASSIGN TrainOnTrackTime 114 2;
ASSIGN TrainNumbers 115 8937; ASSIGN TrainOnTrackTime 115 2;
ASSIGN TrainNumbers 116 8682; ASSIGN TrainOnTrackTime 116 3;
ASSIGN TrainNumbers 117 8942; ASSIGN TrainOnTrackTime 117 4;
ASSIGN TrainNumbers 118 8920; ASSIGN TrainOnTrackTime 118 4;
ASSIGN TrainNumbers 119 2515; ASSIGN TrainOnTrackTime 119 2;
ASSIGN TrainNumbers 120 2728; ASSIGN TrainOnTrackTime 120 2;
ASSIGN TrainNumbers 121 2522; ASSIGN TrainOnTrackTime 121 3;
ASSIGN TrainNumbers 122 8752; ASSIGN TrainOnTrackTime 122 2;
ASSIGN TrainNumbers 123 9066; ASSIGN TrainOnTrackTime 123 1;
ASSIGN TrainNumbers 124 5027; ASSIGN TrainOnTrackTime 124 3;
ASSIGN TrainNumbers 125 8960; ASSIGN TrainOnTrackTime 125 4;
ASSIGN TrainNumbers 126 8612; ASSIGN TrainOnTrackTime 126 7;
ASSIGN TrainNumbers 127 6623; ASSIGN TrainOnTrackTime 127 4;
ASSIGN TrainNumbers 128 8722; ASSIGN TrainOnTrackTime 128 4;
ASSIGN TrainNumbers 129 9054; ASSIGN TrainOnTrackTime 129 2;
ASSIGN TrainNumbers 130 9063; ASSIGN TrainOnTrackTime 130 3;
ASSIGN TrainNumbers 131 8923; ASSIGN TrainOnTrackTime 131 3;
ASSIGN TrainNumbers 132 3554; ASSIGN TrainOnTrackTime 132 2;
ASSIGN TrainNumbers 133 9056; ASSIGN TrainOnTrackTime 133 4;
ASSIGN TrainNumbers 134 8595; ASSIGN TrainOnTrackTime 134 2;
ASSIGN TrainNumbers 135 8612; ASSIGN TrainOnTrackTime 135 4;
ASSIGN TrainNumbers 136 8920; ASSIGN TrainOnTrackTime 136 1;
ASSIGN TrainNumbers 137 4021; ASSIGN TrainOnTrackTime 137 3;
ASSIGN TrainNumbers 138 2831; ASSIGN TrainOnTrackTime 138 4;
ASSIGN TrainNumbers 139 8861; ASSIGN TrainOnTrackTime 139 3;
ASSIGN TrainNumbers 140 8511; ASSIGN TrainOnTrackTime 140 3;
ASSIGN TrainNumbers 141 6566; ASSIGN TrainOnTrackTime 141 2;
ASSIGN TrainNumbers 142 6627; ASSIGN TrainOnTrackTime 142 3;
ASSIGN TrainNumbers 143 8650; ASSIGN TrainOnTrackTime 143 3;
ASSIGN TrainNumbers 144 8689; ASSIGN TrainOnTrackTime 144 3;
ASSIGN TrainNumbers 145 6640; ASSIGN TrainOnTrackTime 145 3;
ASSIGN TrainNumbers 146 8862; ASSIGN TrainOnTrackTime 146 2;
ASSIGN TrainNumbers 147 8776; ASSIGN TrainOnTrackTime 147 3;
ASSIGN TrainNumbers 148 8830; ASSIGN TrainOnTrackTime 148 3;
ASSIGN TrainNumbers 149 6157; ASSIGN TrainOnTrackTime 149 3;
ASSIGN TrainNumbers 150 6673; ASSIGN TrainOnTrackTime 150 3;

132
ASSIGN TrainNumbers 151 8857;
ASSIGN TrainNumbers 152 8730;
ASSIGN TrainNumbers 153 8915;
ASSIGN TrainNumbers 154 9097;
ASSIGN TrainNumbers 155 8900;
ASSIGN DwnTmIntervals 0 570;
ASSIGN DwnTmIntervals 1 30;
ASSIGN DwnTmIntervals 2 2700;
ASSIGN DwnTmIntervals 3 1500;
ASSIGN DwnTmIntervals 4 0;
ASSIGN DwnTmIntervals 5 0;
ASSIGN DwnTmIntervals 6 0;
ASSIGN DwnTmIntervals 7 0;
ASSIGN DwnTmIntervals 8 120;
ASSIGN DwnTmIntervals 9 1290;
ASSIGN DwnTmIntervals 10 0;
ASSIGN DwnTmIntervals 11 0;
ASSIGN DwnTmIntervals 12 0;
ASSIGN DwnTmIntervals 13 0;
ASSIGN DwnTmIntervals 14 0;
ASSIGN DwnTmIntervals 15 120;
ASSIGN DwnTmIntervals 16 1290;
ASSIGN DwnTmIntervals 17 150;
ASSIGN DwnTmIntervals 18 1290;
ASSIGN DwnTmIntervals 19 1440;
ASSIGN DwnTmIntervals 20 60;
ASSIGN DwnTmIntervals 21 1380;
ASSIGN DwnTmIntervals 22 120;
ASSIGN DwnTmIntervals 23 375;
ASSIGN DwnTmIntervals 24 945;
ASSIGN DwnTmIntervals 25 1440;
ASSIGN DwnTmIntervals 26 0;
ASSIGN DwnTmIntervals 27 90;
ASSIGN DwnTmIntervals 28 195;
ASSIGN DwnTmIntervals 29 1155;
ASSIGN DwnTmIntervals 30 0;
ASSIGN DwnTmIntervals 31 1500;
ASSIGN DwnTmIntervals 32 150;
ASSIGN DwnTmIntervals 33 240;
ASSIGN DwnTmIntervals 34 60;
ASSIGN DwnTmIntervals 35 30;
ASSIGN DwnTmIntervals 36 960;
ASSIGN DwnTmIntervals 37 0;
ASSIGN DwnTmIntervals 38 150;
ASSIGN DwnTmIntervals 39 1380;
ASSIGN DwnTmIntervals 40 90;
ASSIGN DwnTmIntervals 41 4080;
ASSIGN DwnTmIntervals 42 360;
ASSIGN DwnTmIntervals 43 60;
ASSIGN DwnTmIntervals 44 1020;
ASSIGN DwnTmIntervals 45 330;
ASSIGN DwnTmIntervals 46 1110;
ASSIGN DwnTmIntervals 47 0;
ASSIGN DwnTmIntervals 48 0;
ASSIGN DwnTmIntervals 49 0;
ASSIGN DwnTmIntervals 50 120;
ASSIGN DwnTmIntervals 51 1470;
ASSIGN DwnTmIntervals 52 180;
ASSIGN DwnTmIntervals 53 90;
ASSIGN DwnTmIntervals 54 120;
ASSIGN DwnTmIntervals 55 1080;
ASSIGN DwnTmIntervals 56 150;
ASSIGN DwnTmIntervals 57 1350;
ASSIGN DwnTmIntervals 58 210;
ASSIGN DwnTmIntervals 59 990;
ASSIGN DwnTmIntervals 60 450;
ASSIGN DwnTmIntervals 61 450000;
ENDIF;
STREAMS 23;
SAVEVALUE CurrentAlternative* 0;
SAVEVALUE NumberOfIterations* 1;
ASSIGN TrainOnTrackTime 151 2;
ASSIGN TrainOnTrackTime 152 2;
ASSIGN TrainOnTrackTime 153 3;
ASSIGN TrainOnTrackTime 154 5;
ASSIGN TrainOnTrackTime 155 5;
ASSIGN AtShopIntervals 0 480;
ASSIGN AtShopIntervals 1 450;
ASSIGN AtShopIntervals 2 630;
ASSIGN AtShopIntervals 3 30;
ASSIGN AtShopIntervals 4 30;
ASSIGN AtShopIntervals 5 30;
ASSIGN AtShopIntervals 6 30;
ASSIGN AtShopIntervals 7 30;
ASSIGN AtShopIntervals 8 60;
ASSIGN AtShopIntervals 9 60;
ASSIGN AtShopIntervals 10 60;
ASSIGN AtShopIntervals 11 60;
ASSIGN AtShopIntervals 12 60;
ASSIGN AtShopIntervals 13 60;
ASSIGN AtShopIntervals 14 60;
ASSIGN AtShopIntervals 15 90;
ASSIGN AtShopIntervals 16 540;
ASSIGN AtShopIntervals 17 480;
ASSIGN AtShopIntervals 18 630;
ASSIGN AtShopIntervals 19 630;
ASSIGN AtShopIntervals 20 180;
ASSIGN AtShopIntervals 21 495;
ASSIGN AtShopIntervals 22 300;
ASSIGN AtShopIntervals 23 165;
ASSIGN AtShopIntervals 24 630;
ASSIGN AtShopIntervals 25 630;
ASSIGN AtShopIntervals 26 120;
ASSIGN AtShopIntervals 27 390;
ASSIGN AtShopIntervals 28 345;
ASSIGN AtShopIntervals 29 630;
ASSIGN AtShopIntervals 30 120;
ASSIGN AtShopIntervals 31 120;
ASSIGN AtShopIntervals 32 30;
ASSIGN AtShopIntervals 33 30;
ASSIGN AtShopIntervals 34 30;
ASSIGN AtShopIntervals 35 15;
ASSIGN AtShopIntervals 36 30;
ASSIGN AtShopIntervals 37 240;
ASSIGN AtShopIntervals 38 90;
ASSIGN AtShopIntervals 39 150;
ASSIGN AtShopIntervals 40 60;
ASSIGN AtShopIntervals 41 180;
ASSIGN AtShopIntervals 42 240;
ASSIGN AtShopIntervals 43 210;
ASSIGN AtShopIntervals 44 330;
ASSIGN AtShopIntervals 45 180;
ASSIGN AtShopIntervals 46 240;
ASSIGN AtShopIntervals 47 300;
ASSIGN AtShopIntervals 48 300;
ASSIGN AtShopIntervals 49 300;
ASSIGN AtShopIntervals 50 90;
ASSIGN AtShopIntervals 51 30;
ASSIGN AtShopIntervals 52 30;
ASSIGN AtShopIntervals 53 60;
ASSIGN AtShopIntervals 54 90;
ASSIGN AtShopIntervals 55 30;
ASSIGN AtShopIntervals 56 30;
ASSIGN AtShopIntervals 57 60;
ASSIGN AtShopIntervals 58 60;
ASSIGN AtShopIntervals 59 30;
ASSIGN AtShopIntervals 60 60;
133
VARIABLE NumberOfTrucks 'Alternatives[CurrentAlternative]';
VARIABLE ColorVariable
'sRnd[16]<0.125 ? 3: sLastRnd[16]<0.250 ? 2:
sLastRnd[16]<0.375 ? 3: sLastRnd[16]<0.5? 4:
sLastRnd[16]<0.625 ? 5:
sLastRnd[16]<0.750 ? 6:
sLastRnd[16]<0.875 ? 7:
8';
SAVEVALUE Count 1;
SAVEVALUE DlyNmbrFLds 0;
SAVEVALUE DlyTtlPrdctn 0;
SAVEVALUE PreviousTime 0;
SAVEVALUE TempTimeTotal 0;
SAVEVALUE R122TimeTotal 0;
SAVEVALUE SoilMoved 0;
SAVEVALUE TrafficPriority 1;
SAVEVALUE RandomVariable 0;
SAVEVALUE UpToDateProduction 0;
SAVEVALUE UpToDateNumberOfLoads 0;
SAVEVALUE UpToDateLoadingWaitingTime 0;
SAVEVALUE SoilToBeLoaded 0;
SAVEVALUE Counter 1;
VARIABLE MinsInCurDay Mod[SimTime,24*60];
VARIABLE Hour Int[MinsInCurDay/60];
VARIABLE minutes Mod[MinsInCurDay,60];
VARIABLE Day 'Int[SimTime/(24*60)]+1';
VARIABLE WorkTime 'MorningWork.CurInst|AfternoonWork.CurInst';
VARIABLE LoaderUtilization '(1-ShovelRdy.AveCount)*100';
VARIABLE TruckUtilization '(1-((TrucksWt.AveCount+RetWaitToCrsTr.AveCount+
+WaitRtSc4b.AveCount+WaitToCr122.AveCount+WaitToCrossTrac.AveCount+
WaitToDump.AveCount+WaitToHl4b.AveCount+WaitToHlSc2b.AveCount
+WaitToRetSc2b.AveCount+WaitToRtCr122.AveCount)/NumberOfTrucks))*100';
VARIABLE ShiftTotalProduction 'Fill.TotCount-UpToDateProduction';
VARIABLE ShiftNumberOfLoads 'Exit.RelTotInst';
VARIABLE HourlyProduction '(ShiftTotalProduction)/RelTime*60';
VARIABLE FALSE 0;
VARIABLE TRUE !FALSE;
/*The variables DistToCutCent and DistToFillCent return the distance to the respective centroids
VARIABLE DistToCutCent '44600-CutSt[Day-1]';
VARIABLE DistToFillCent 'FillSt[Day-1]- 40000';
VARIABLE NoOutputProblem 'ReplicateNo==1? 0:1';
STREAMS 23;
/* Startup of Enter
SEMAPHORE Enter 'MorningWork.CurInst | AfternoonWork.CurInst';
ENOUGH TR2A1 '!TrkIn.CurCount';
DURATION Enter '0.52';
/* Startup of SwingLoaded
DURATION SwingLoaded '0.09';
/* Startup of SwingEmpty
DURATION SwingEmpty '0.07';
/* Startup of Excavate
DURATION Excavate '0.1';
/* Startup of DumpToTruck
DRAWUNTIL TR4A1 'TRUE';
DURATION DumpToTruck '0.04';
/* Termination of DumpToTruck
RELEASEAMT SL1A1 'sUniform[4, 4.2,17]';
/* Startup of Exit
ENOUGH SL2A1 'SoilInTruck.CurCount>=16.0';
ONDRAW TR5A1 ASSIGN 'AmountLoaded' SoilInTruck.CurCount;
DRAWAMT SL2A1 'SoilInTruck.CurCount';
DURATION Exit '0.15';
/* Startup of HaulSec1
DURATION HaulSec1 sUniform[(0.7-(DistToCutCent/1061)),(0.8-
(DistToCutCent/1061)),HaulSec1.Trucks.ResNum]';
/* Startup of HaulSec2a
DURATION HaulSec2a 'sUniform[0.5,0.6,HaulSec2a.Trucks.ResNum]';
/* Statements to assist in the definition of attributes of CrossTrack and its related links
IF AsPlan;
SEMAPHORE CrossTrack '(!LeadTime.CurInst&!TrainOnTrack.CurInst&!AfterTime.CurInst)';/|
ENDIF;

134
/* Startup of CrossTrack
PRIORITY CrossTrack '10';
DURATION CrossTrack 'sUniform[0.15,0.25,CrossTrack.Trucks.ResNum]';
/* Startup of HaulSec3a
DURATION HaulSec3a 'sUniform[1.8,2.0,HaulSec3a.Trucks.ResNum]';
/* Startup of HaulSec4
DURATION HaulSec4 'sUniform[(0.9-(DistToFillCent/3067)),(1.0-(DistToFillCent/3067)),
HaulSec4.Trucks.ResNum]';
/* Startup of Dump
DURATION Dump 'sUniform[0.5,0.6,Dump.Trucks.ResNum]';
/* Termination of Dump
BEFOREEND Dump ASSIGN SoilMoved 'Dump.Trucks.AmountLoaded';
RELEASEAMT Ea2 'SoilMoved';
/* Startup of ReturnSect4
DURATION ReturnSect4 'sUniform[3.0-(DistToFillCent/1183),(3.2-(DistToFillCent/1183)),
ReturnSect4.Trucks.ResNum]';
/* Startup of ReturnSec3a
DURATION ReturnSec3a 'sUniform[0.3,0.4,ReturnSec3a.Trucks.ResNum]';
/* Statements to assist in the definition of attributes of RetCrossTrack and its related links
IF AsPlan;
SEMAPHORE RetCrossTrack '(!LeadTime.CurInst&!TrainOnTrack.CurInst&!AfterTime.CurInst)';
ENDIF;
/* Startup of RetCrossTrack
PRIORITY RetCrossTrack '1';
DURATION RetCrossTrack 'sUniform[0.1,0.2,RetCrossTrack.Trucks.ResNum]';
/* Startup of ReturnSec2a
DURATION ReturnSec2a 'sUniform[0.3,0.4,ReturnSec2a.Trucks.ResNum]';
/* Startup of InterArrive
SEMAPHORE InterArrive '!InterArrive.CurInst';
DURATION InterArrive 'TrainIntervals[InterArrive.TotInst]';
/* Termination of InterArrive
BEFOREEND InterArrive GENERATE 1 Train;
RELEASEWHERE T1 '1';
/* Startup of LeadTime
PRIORITY LeadTime '100';
DURATION LeadTime 'LeadTimes[LeadTime.TotInst]';
/* Termination of LeadTime
RELEASEAMT R6 '1';
/* Startup of TrainOnTrack
DURATION TrainOnTrack 'TrainOnTrackTime[TrainOnTrack.TotInst]';
ONSTART TrainOnTrack PRINT SARI " %2.0f %2.0f %2.0f\n" Day Hour minutes ;
/* Termination of TrainOnTrack
ONEND TrainOnTrack ASSIGN TrafficPriority PRECOND 'CarsWaiting.CurCount' 1;
/* Startup of AfterTime
DURATION AfterTime 'AfterTimes[AfterTime.TotInst]';
/* Startup of Lunch
DURATION Lunch '30';
/* Startup of MorningWork
DURATION MorningWork '300';
/* Startup of AfternoonWork
DURATION AfternoonWork 'DynmcWrkngHrs[Day-1]';
/* Startup of EveningAndNight
DURATION EveningAndNight '11.5*60-DynmcWrkngHrs[Day-1]';
/* Startup of AM
DURATION AM '420';
/* Startup of ReturnSec1
DURATION ReturnSec1 'sUniform[0.6-(DistToCutCent/1202),(0.7-(DistToCutCent/1202)),
ReturnSec1.Trucks.ResNum]';
/* Activation of successors and routing of resources through AvsB
STRENGTH Tr3 '!TemporaryClosed';
STRENGTH Tr3b 'TemporaryClosed';
/* Startup of HaulSec2b
DURATION HaulSec2b 'HaulSec2b.Trucks.HaulSec2bTime';
/* Startup of GetSec2b
PRIORITY GetSec2b '10';
SEMAPHORE GetSec2b '!RetSec2b.CurInst';
ONDRAW Tr4b ASSIGN HaulSec2bTime sUniform[0.7,0.8,ResNum];
DURATION GetSec2b '0.05';
/* Startup of HaulSec3b
DURATION HaulSec3b 'sUniform[0.8,0.9,HaulSec3b.Trucks.ResNum]';
/* Startup of Cross122

135
PRIORITY Cross122 '10';
SEMAPHORE Cross122 '!TrainOnTrack.CurInst&!TraffCross122.CurInst';
DURATION Cross122 'sUniform[0.5,0.6,Cross122.Trucks.ResNum]';
/* Startup of GetSec4b
PRIORITY GetSec4b '10';
SEMAPHORE GetSec4b '!RetSec4b.CurInst';
ONDRAW Tr9b ASSIGN HaulSec4bTime sUniform[1.3,1.4,ResNum];
DURATION GetSec4b '0.05';
/* Startup of HaulSec4b
DURATION HaulSec4b 'HaulSec4b.Trucks.HaulSec4bTime';
/* Startup of HaulSec5b
DURATION HaulSec5b 'sUniform[(2.8-(DistToFillCent/3030)),(3.0-(DistToFillCent/3030)),
HaulSec5b.Trucks.ResNum]';
/* Activation of successors and routing of resources through RetAvsB
STRENGTH Tr10 '!TemporaryClosed';
STRENGTH Tr13b 'TemporaryClosed';
/* Startup of RetSec5b
DURATION RetSec5b
'sUniform[(3.2-(DistToFillCent/1113)),(3.4-(DistToFillCent/1113)),
RetSec5b.Trucks.ResNum]';
/* Startup of GetRetSec4b
PRIORITY GetRetSec4b '0';
SEMAPHORE GetRetSec4b '!HaulSec4b.CurInst';
ONDRAW Tr15b ASSIGN RetSec4bTime sUniform[0.5,0.6,ResNum];
DURATION GetRetSec4b '0.05';
/* Startup of RetSec4b
DURATION RetSec4b 'RetSec4b.Trucks.RetSec4bTime';
/* Startup of RetCross122
PRIORITY RetCross122 '5';
SEMAPHORE RetCross122 '!TrainOnTrack.CurInst&!TraffCross122.CurInst';
DURATION RetCross122 'sUniform[0.5,0.55,RetCross122.Trucks.ResNum]';
/* Startup of RetSec3b
DURATION RetSec3b 'sUniform[0.8,0.85,RetSec3b.Trucks.ResNum]';
/* Startup of GetRetSec2b
SEMAPHORE GetRetSec2b '!HaulSec2b.CurInst';
ONDRAW Tr21b ASSIGN RetSec2bTime sUniform[0.7,0.8,ResNum];
DURATION GetRetSec2b '0.05';
/* Startup of RetSec2b
DURATION RetSec2b 'RetSec2b.Trucks.RetSec2bTime';
/* Startup of ArriveTraffic
PRIORITY ArriveTraffic '0';
SEMAPHORE ArriveTraffic '!ArriveTraffic.CurInst';
DURATION ArriveTraffic
'(Hour>7&Hour<9 ) | (Hour>16 & Hour<18) ? sExponential[0.12,19]:
sExponential[0.4,20]';
BEFOREEND ArriveTraffic GENERATE 1 Car;
/* Startup of Get122
PRIORITY Get122 'TrafficPriority? 15:0';
SEMAPHORE Get122 'TrafficPriority ? !TrainOnTrack.CurInst:!WaitToCr122.CurCount&
!WaitToRtCr122.CurCount&!TrainOnTrack.CurInst';
DURATION Get122 '0.045';
ONSTART TraffCross122 ASSIGN TrafficPriority PRECOND 'CarsWaiting.CurCount==0' 0;
/* Termination of Get122
RELEASEAMT Crr2 '1';
/* Startup of TraffCross122
DURATION TraffCross122 '0.35';
ONSTART TraffCross122 ASSIGN TrafficPriority PRECOND 'CarsWaiting.CurCount==0' 0;
/* Startup of Travel
DURATION Travel '0.5';
/* Startup of Clock
SEMAPHORE Clock '!Clock.CurInst';
DURATION Clock '1';
ONSTART Clock ASSIGN TempTimeTotal
PRECOND !TemporaryClosed&WorkTime TempTimeTotal+RelTime-PreviousTime ;
ONSTART Clock ASSIGN R122TimeTotal
PRECOND TemporaryClosed&WorkTime R122TimeTotal+RelTime-PreviousTime ;
ONSTART Clock ASSIGN PreviousTime PRECOND WorkTime RelTime ;
/* Startup of DownTime
SEMAPHORE DownTime '!DownTime.CurInst';
DURATION DownTime 'DwnTmIntervals[DownTime.TotInst]';
/* Termination of DownTime

136
RELEASEAMT Ma1 '1';
/* Startup of AtShop
SEMAPHORE AtShop '!Lunch.CurInst';
DURATION AtShop 'AtShopIntervals[AtShop.TotInst]';
ONSTART AtShop PRINT ARI "START %2.0f %2.0f %2.0f\n"
Day Hour minutes ;
/* Termination of AtShop
ONEND AtShop PRINT ARI "FINISH %2.0f %2.0f %2.0f\n"
Day Hour minutes ;
/* Startup of BackToWork
DURATION BackToWork '0.5';
/* Startup of TravelToJoin
DURATION TravelToJoin '0.58';
/* Initialization of Queues, Running the Simulation, Presenting Results
/*Animation output file generation
IF Animation;
ONSTART SwingLoaded PRINT ANI
"TIME %f\nROTATE loader TO 90 TIME %f\n"
SimTime
SwingLoaded.Duration;
ONSTART SwingEmpty PRINT ANI
"TIME %f\nROTATE loader TO -90 TIME %f\n"
SimTime
SwingEmpty.Duration;
ONSTART Excavate PRINT ANI
"TIME %f\nPLACE loader ON ExcavateA1\nSET loader TRAVEL %f\n"
SimTime
Excavate.Duration;
ONEND Excavate PRINT ANI
"TIME %f\nSET loader CLASS FilledUst\n"
SimTime;
ONEND DumpToTruck PRINT ANI
"TIME %f\nSet loader CLASS Ust\n"
SimTime;
ONSTART Enter PRINT ANI
"TIME %f\nPLACE Truck%.0f ON AprchMnShovel\nSET Truck%.0f TRAVEL %f\n"
SimTime
Enter.Trucks.ResNum
Enter.Trucks.ResNum
Enter.Duration;
ONSTART Exit PRINT ANI
"TIME %f\nPLACE Truck%.0f ON LeaveMnShovel\nSET Truck%.0f TRAVEL %f\n
WRITE NumberOfLoads %.0f\n WRITE NumberOfTrucks %.0f\nSET Truck%0.f COLOR Class\n
WRITE LoaderStat %.0f\nWRITE LoadingWaitingT %.f\n"
SimTime
Exit.Trucks.ResNum
Exit.Trucks.ResNum
Exit.Duration
ShiftNumberOfLoads
NumberOfTrucks
Exit.Trucks.ResNum
LoaderUtilization
TruckUtilization;
ONEND Clock PRINT ANI
" WRITE Clock %.0f %.0f : %.0f\nWrite Production %.0f\n"
Day
Hour
minutes HourlyProduction;
ONENTRY TrucksWt PRINT ANI PRECOND !SimTime
"CREATE Trucks Truck%.0f\nPLACE Truck%.0f ON R1 AT %f\n"
ResNum
ResNum 700-ResNum*50;
ONSTART HaulSec1 PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Hl1\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
HaulSec1.Trucks.ResNum
HaulSec1.Trucks.ResNum
HaulSec1.Duration; ;
ONSTART HaulSec2a PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Hl2t\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime

137
 HaulSec2a.Trucks.ResNum
HaulSec2a.Trucks.ResNum
HaulSec2a.Duration;
IF AsPlan;
ONSTART LeadTime PRINT ANI PRECOND '!RetCrossTrack.CurInst&!CrossTrack.CurInst'
"ROTATE Gate1 TO -90\nROTATE Gate2 TO -90\n";
ONSTART HaulSec3a PRINT ANI PRECOND 'LeadTime.CurInst&!RetCrossTrack.CurInst
&!CrossTrack.CurInst'
"TIME %f\nROTATE Gate1 TO -90\nROTATE Gate2 TO -90\n"
SimTime;
ONSTART ReturnSec2a PRINT ANI PRECOND 'LeadTime.CurInst&!RetCrossTrack.CurInst&
!CrossTrack.CurInst'
"TIME %f\nROTATE Gate1 TO -90\nROTATE Gate2 TO -90\n"
SimTime;
ELSE;
ONSTART LeadTime PRINT ANI PRECOND '(!HaulSec2a.CurInst&!WaitToCrossTrac.CurCount)&
(!ReturnSect4.CurInst&!ReturnSec3a.CurInst&!RetWaitToCrsTr.CurCount)'
"TIME %f\nROTATE Gate1 TO -90\nROTATE Gate2 TO -90\n"
SimTime;
ONEND CrossTrack PRINT ANI PRECOND 'LeadTime.CurInst&!WaitToCrossTrac.CurCount&
!RetWaitToCrsTr.CurCount&!RetCrossTrack.CurInst&
!ReturnSec3a.CurInst&!ReturnSect4.CurInst&!HaulSec2a.CurInst'
"TIME %f\nROTATE Gate1 TO -90\nROTATE Gate2 TO -90\n"
SimTime;
ONEND RetCrossTrack PRINT ANI PRECOND 'LeadTime.CurInst&!WaitToCrossTrac.CurCount&
!RetWaitToCrsTr.CurCount&!RetCrossTrack.CurInst&!
ReturnSec3a.CurInst&!ReturnSect4.CurInst&
!HaulSec2a.CurInst'
"TIME %f\nROTATE Gate1 TO -90\nROTATE Gate2 TO -90\n"
SimTime;
ENDIF;
ONSTART CrossTrack PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Ctt\nSET OBJECT Truck%.0f TRAVEL %f\n"
SimTime
CrossTrack.Trucks.ResNum
CrossTrack.Trucks.ResNum
CrossTrack.Duration;
ONSTART HaulSec3a PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Hl3t\nSET OBJECT Truck%.0f TRAVEL %f\n"
SimTime
HaulSec3a.Trucks.ResNum
HaulSec3a.Trucks.ResNum
HaulSec3a.Duration;
ONSTART HaulSec4 PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Hl4\nSET OBJECT Truck%.0f TRAVEL %f\n"
SimTime
HaulSec4.Trucks.ResNum
HaulSec4.Trucks.ResNum
HaulSec4.Duration;
BEFOREEND Dump PRINT ANI
"TIME %f\nSET Truck%0.f COLOR F2\n"
SimTime
Dump.Trucks.ResNum;
ONSTART ReturnSect4 PRINT ANI
"TIME %f\nPLACE Truck%0.f ON R4\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
ReturnSect4.Trucks.ResNum
ReturnSect4.Trucks.ResNum
ReturnSect4.Duration;
ONSTART ReturnSec3a PRINT ANI
"TIME %f\nPLACE Truck%0.f ON R3a\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
ReturnSec3a.Trucks.ResNum
ReturnSec3a.Trucks.ResNum
ReturnSec3a.Duration;
ONSTART RetCrossTrack PRINT ANI
"TIME %f\nPLACE Truck%0.f ON RCrt\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
RetCrossTrack.Trucks.ResNum
RetCrossTrack.Trucks.ResNum
RetCrossTrack.Duration;

138
ONSTART ReturnSec2a PRINT ANI
"TIME %f\nPLACE Truck%0.f ON R2a\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
ReturnSec2a.Trucks.ResNum
ReturnSec2a.Trucks.ResNum
ReturnSec2a.Duration;
BEFOREEND InterArrive PRINT ANI
"TIME %f\nCREATE Train Train%.0f\n"
SimTime
InterArrive.Trains.ResNum;
ONSTART TrainOnTrack PRINT ANI
"TIME %f\nPLACE Train%0.f ON Track1\nSOUND 440\nSOUND Eb5\nWRITE TrainTime %.0f :
%.0f\nWRITE TrainNumber %.0f\n"
SimTime
TrainOnTrack.Trains.ResNum
Hour
minutes
TrainNumbers[TrainOnTrack.TotInst-1];
ONSTART TrainOnTrack PRINT ANI PRECOND '!Get122.CurInst&!TraffCross122.CurInst'
"ROTATE Gate3 TO -90\nROTATE Gate4 TO -90\nSET OBJECT Train%.0f TRAVEL %f\n"
TrainOnTrack.Trains.ResNum
TrainOnTrack.Duration;
ONEND TrainOnTrack PRINT ANI
"TIME %f\nSOUND 0\nROTATE Gate3 TO 90\nROTATE Gate4 TO 90\n"
SimTime;
ONSTART AfterTime PRINT ANI
"TIME %f\nDESTROY Train%.0f\n"
SimTime
AfterTime.Trains.ResNum;
ONEND AfterTime PRINT ANI PRECOND '!LeadTime.CurInst'
"ROTATE Gate1 TO 90\nROTATE Gate2 TO 90\n";
ONSTART ReturnSec1 PRINT ANI
"TIME %f\nPLACE Truck%0.f ON R1\nSET OBJECT Truck%.0f TRAVEL %f\n"
SimTime
ReturnSec1.Trucks.ResNum
ReturnSec1.Trucks.ResNum
ReturnSec1.Duration;
ONDRAW Tr4b PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Hl2b\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
ResNum
ResNum
HaulSec2bTime+0.05;
ONSTART Cross122 PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Cr122\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
Cross122.Trucks.ResNum
Cross122.Trucks.ResNum
Cross122.Duration;
ONDRAW Tr9b PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Hl4b\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
ResNum
ResNum
HaulSec4bTime+0.05;
ONSTART HaulSec5b PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Hl5b\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
HaulSec5b.Trucks.ResNum
HaulSec5b.Trucks.ResNum
HaulSec5b.Duration;
ONDRAW Tr15b PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Ret4b\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
ResNum
ResNum
RetSec4bTime+0.05;
ONSTART RetSec5b PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Ret5b\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
RetSec5b.Trucks.ResNum

139
 RetSec5b.Trucks.ResNum
RetSec5b.Duration;
ONSTART RetCross122 PRINT ANI
"TIME %f\nPLACE Truck%0.f ON RetCr122\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
RetCross122.Trucks.ResNum
RetCross122.Trucks.ResNum
RetCross122.Duration;
ONSTART RetSec3b PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Ret3b\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
RetSec3b.Trucks.ResNum
RetSec3b.Trucks.ResNum
RetSec3b.Duration;
ONSTART HaulSec3b PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Hl3b\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
HaulSec3b.Trucks.ResNum
HaulSec3b.Trucks.ResNum
HaulSec3b.Duration;
BEFOREEND ArriveTraffic ASSIGN RandomVariable sRnd[21];
BEFOREEND ArriveTraffic ASSIGN ArriveTraffic.Cars.Direction 1;
BEFOREEND ArriveTraffic ASSIGN ArriveTraffic.Cars.Direction
PRECOND 'RandomVariable < 0.5 ' 2;
BEFOREEND ArriveTraffic PRINT ANI
"TIME %f\nCREATE Car Car%.0f\nSET Car%0.f COLOR F%0.f\n"
SimTime
ArriveTraffic.Cars.ResNum
ArriveTraffic.Cars.ResNum
ColorVariable;
BEFOREEND ArriveTraffic PRINT ANI PRECOND ArriveTraffic.Cars.Direction==2
"PLACE Car%0.f ON Road2\n"
ArriveTraffic.Cars.ResNum;
BEFOREEND ArriveTraffic PRINT ANI PRECOND ArriveTraffic.Cars.Direction==1
"PLACE Car%0.f ON Road1\n"
ArriveTraffic.Cars.ResNum;
ONDRAW Cr2 PRINT ANI
"TIME %f\n" SimTime;
ONDRAW Cr2 PRINT ANI PRECOND Direction==2
"PLACE Car%0.f ON Cross2\nSET OBJECT Car%.0f TRAVEL %.2f\n"
ResNum
ResNum
0.395;
ONDRAW Cr2 PRINT ANI PRECOND Direction==1
"PLACE Car%0.f ON Cross1\nSET OBJECT Car%.0f TRAVEL %.2f\n"
ResNum
ResNum
0.395;
BEFOREEND TraffCross122 PRINT ANI
"TIME %f\n"
SimTime;
BEFOREEND TraffCross122 PRINT ANI PRECOND TraffCross122.Cars.Direction==2
"PLACE Car%0.f ON Cont2\n"
TraffCross122.Cars.ResNum;
BEFOREEND TraffCross122 PRINT ANI PRECOND TraffCross122.Cars.Direction==1
"PLACE Car%0.f ON Cont1\n"
TraffCross122.Cars.ResNum;
ONEND TraffCross122 PRINT ANI PRECOND 'TrainOnTrack.CurInst&!TraffCross122.CurInst'
"TIME %f\nROTATE Gate3 TO -90\nROTATE Gate4 TO -90\n"
SimTime;
ONDRAW Tr21b PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Ret2b\nSET OBJECT Truck%.0f TRAVEL %.2f\n"
SimTime
ResNum
ResNum
RetSec2bTime+0.05;
ONSTART Travel PRINT ANI "TIME %f\nSET OBJECT Car%.0f TRAVEL %.2f\n"
SimTime
Travel.Cars.ResNum
Travel.Duration;
ONSTART AtShop PRINT ANI

140
 "TIME %f\nPLACE Truck%0.f ON Shp\nSET OBJECT Truck%0.f COLOR F3\n"
SimTime
AtShop.Trucks.ResNum
AtShop.Trucks.ResNum;
ONSTART TravelToJoin PRINT ANI
"TIME %f\nPLACE Truck%0.f ON Bck\nSET OBJECT Truck%0.f COLOR F2\nSET OBJECT Truck%0.f
TRAVEL %.2f\n"
SimTime
TravelToJoin.Trucks.ResNum
TravelToJoin.Trucks.ResNum
TravelToJoin.Trucks.ResNum
TravelToJoin.Duration;
ONSTART BackToWork PRINT ANI
"TIME %f\nPLACE Truck%0.f ON R1 AT 148.88\nSET OBJECT Truck%0.f TRAVEL %.2f\n"
SimTime
BackToWork.Trucks.ResNum
BackToWork.Trucks.ResNum
BackToWork.Duration;
ONEND Clock PRINT ANI "TIME %f\nROTATE Arrow TO -%f\nROTATE SmArrow TO -%f\n"
SimTime 6*minutes 30*Hour+minutes*0.5 ;
ENDIF;
/* Initialization of Queues, Running the Simulation, Presenting Results
WHILE Count<=NumberOfDays;
/* Statistical collectors for performance measures
/* For each day one collector is defined in this loop
COLLECTOR LdrUtlztn$<Count>$*;
COLLECTOR WtngTm$<Count>$*;
COLLECTOR DlyNmbrFLds$<Count>$*;
COLLECTOR DlyTtlPrdctn$<Count>$*;
COLLECTOR DlyPrdctn$<Count>$*;
ASSIGN Count Count+1;
WEND;
ASSIGN Count 1;
PRINT Out
" Day NumberOfTrucks LoaderUtlz TruckUtlz NumbOfLoads HauledMaterial Production
TotalTempTime TotalR122Time NoOfTrains\n";
PRINT STO
" NoOfTrucks Days AvLoaderUti AvLoaderUtiLow AvLoaderUtiHigh AvTruckUti AvTruckUtiLow
AvTruckUtiHigh AvNumberOfLoads AvNumberOfLoadsLow AvNumberOfLoadsHigh AvDlyTtlPrdctnAv
AvDlyTtlPrdctnAvLow AvDlyTtlPrdctnAvHigh DlyPrdctnAv DlyPrdctnAvLow DlyPrdctnAvHigh\n";
WHILE CurrentAlternative<NumAlternatives;
/*All random number streams are initialized
SEEDALL 575575296;
WHILE Count<=NumberOfDays;
/*The daily performance value collectors are reset for each replication in this loop
CALL Reset[LdrUtlztn$<Count>$];
CALL Reset[WtngTm$<Count>$];
CALL Reset[DlyNmbrFLds$<Count>$];
CALL Reset[DlyTtlPrdctn$<Count>$];
CALL Reset[DlyPrdctn$<Count>$];
ASSIGN Count Count+1;
WEND;
ASSIGN Count 1;
/*Start for the loop for each replication
WHILE ReplicateNo>=NumberOfIterations;
/*The random number stream 23 is never used by the model for the computation
/*However, it is used to initialize the random number streams for the succeeding replication
SEEDALL sSeed[23];
INIT Minute 1;
INIT Logic 1;
INIT EntryPass 1;
INIT ShovelRdy 1 Loader;
INIT TrucksWt NumberOfTrucks A35;
INIT OneAtATime 1;
INIT RoomSec2b 1;
INIT RoomSec4b 1;
INIT Room122 1;
INIT Time 1;
/*For the first day the model simulates the time interval between 12 AM ad 7 AM
SIMULATEUNTIL RelTime>=7*60;
/*Start for the loop for each day

141
 WHILE NumberOfDays>=Counter;
RESETSTATS;
ASSIGN TempTimeTotal 0;
ASSIGN PreviousTime 0;
ASSIGN R122TimeTotal 0;
/*Simulate for the first shift: 7 AM to 12 PM
SIMULATEUNTIL RelTime>=5*60;
PRINT Out
"%3.0f %10.0f %14.0f %10.2f %10.0f %10.2f %11.1f %15.f %12.f %12.f\n"
Day
NumberOfTrucks
LoaderUtilization
TruckUtilization
ShiftNumberOfLoads
ShiftTotalProduction
HourlyProduction
TempTimeTotal
R122TimeTotal
TrainOnTrack.RelTotInst;
/*Collect statistics at the end of morning shift
COLLECT LdrUtlztn$<Counter>$ LoaderUtilization;
COLLECT WtngTm$<Counter>$ TruckUtilization;
ASSIGN DlyNmbrFLds ShiftNumberOfLoads;
ASSIGN DlyTtlPrdctn ShiftTotalProduction ;
COLLECT DlyPrdctn$<Counter>$ HourlyProduction;
ASSIGN UpToDateProduction Fill.TotCount;
IF NumberOfIterations==1;
REPORT;
ENDIF;
ASSIGN PreviousTime 0;
/*Simulate for the lunch break: 12 PM to 12:30 PM
SIMULATEUNTIL RelTime>=5.5*60;
/*Reset all statistical collected by the program
RESETSTATS;
/*Simulate until the end of afternoon shift:
/*12:30 PM to varies from 3 PM to 6:30 PM (from the records)
SIMULATEUNTIL RelTime>=DynmcWrkngHrs[Counter-1];
PRINT Out
"%3.0f %10.0f %14.0f %10.2f %10.0f %10.2f %11.1f %15.f %12.f %12.f\n"
Day
NumberOfTrucks
LoaderUtilization
TruckUtilization
ShiftNumberOfLoads
ShiftTotalProduction
HourlyProduction
TempTimeTotal
R122TimeTotal
TrainOnTrack.RelTotInst;
IF NumberOfIterations==1;
REPORT;
ENDIF;
/*Collect statictics at the end of each working day
COLLECT LdrUtlztn$<Counter>$ LoaderUtilization;
COLLECT WtngTm$<Counter>$ TruckUtilization;
ASSIGN DlyNmbrFLds DlyNmbrFLds+ShiftNumberOfLoads;
COLLECT DlyNmbrFLds$<Counter>$ DlyNmbrFLds;
ASSIGN DlyTtlPrdctn DlyTtlPrdctn+ShiftTotalProduction;
COLLECT DlyTtlPrdctn$<Counter>$ DlyTtlPrdctn;
COLLECT DlyPrdctn$<Counter>$ HourlyProduction;
ASSIGN DlyNmbrFLds 0;
ASSIGN DlyTtlPrdctn 0;
ASSIGN TempTimeTotal 0;
ASSIGN PreviousTime 0;
ASSIGN R122TimeTotal 0;
ASSIGN UpToDateProduction Fill.TotCount;
SIMULATEUNTIL RelTime>=(18.5*60);
ASSIGN Counter Counter+1;
WEND;/Days
CLEAR;
ASSIGN NumberOfIterations NumberOfIterations+1;

142
 WEND;/Replication
IF NoOutputProblem ;
WHILE Count<=NumberOfDays;
PRINT STO "%6.0f %8.0f %10.2f %10.2f %18.2f %16.2f %15.2f %16.2f
%16.2f %16.2f %16.2f %16.2f %19.2f %20.2f %16.2f %16.2f %16.2f\n"
NumberOfTrucks
Count
LdrUtlztn$<Count>$.AveVal
'LdrUtlztn$<Count>$.AveVal-
Confidence[LdrUtlztn$<Count>$.SDVal,ConfLevel,LdrUtlztn$<Count>$.nSamples]'
'LdrUtlztn$<Count>$.AveVal+
Confidence[LdrUtlztn$<Count>$.SDVal,ConfLevel,LdrUtlztn$<Count>$.nSamples]'
WtngTm$<Count>$.AveVal
'WtngTm$<Count>$.AveVal-
Confidence[WtngTm$<Count>$.SDVal,ConfLevel,WtngTm$<Count>$.nSamples]'
'WtngTm$<Count>$.AveVal+
Confidence[WtngTm$<Count>$.SDVal,ConfLevel,WtngTm$<Count>$.nSamples]'
DlyNmbrFLds$<Count>$.AveVal
'DlyNmbrFLds$<Count>$.AveVal-
Confidence[DlyNmbrFLds$<Count>$.SDVal,ConfLevel,DlyNmbrFLds$<Count>$.nSamples]'
'DlyNmbrFLds$<Count>$.AveVal+
Confidence[DlyNmbrFLds$<Count>$.SDVal,ConfLevel,DlyNmbrFLds$<Count>$.nSamples]'
DlyTtlPrdctn$<Count>$.AveVal
'DlyTtlPrdctn$<Count>$.AveVal-
Confidence[DlyTtlPrdctn$<Count>$.SDVal,ConfLevel,DlyTtlPrdctn$<Count>$.nSamples]'
'DlyTtlPrdctn$<Count>$.AveVal+
Confidence[DlyTtlPrdctn$<Count>$.SDVal,ConfLevel,DlyTtlPrdctn$<Count>$.nSamples]'
DlyPrdctn$<Count>$.AveVal
'DlyPrdctn$<Count>$.AveVal-
Confidence[DlyPrdctn$<Count>$.SDVal,ConfLevel,DlyPrdctn$<Count>$.nSamples]'
'DlyPrdctn$<Count>$.AveVal+
Confidence[DlyPrdctn$<Count>$.SDVal,ConfLevel,DlyPrdctn$<Count>$.nSamples]';
ASSIGN Count Count+1;
WEND;
ENDIF;
CLEAR;
ASSIGN NumberOfIterations 1;
ASSIGN CurrentAlternative CurrentAlternative+1;
WEND;

143
 Tr16

Tr2
APPENDIX E:
MODEL
Excavate
EX3A1
SwingEmpty
NETWORK
EX4A

EX2A
SL1A1 Soil SL2A1 Clock
1

1
Exit Tm2 Tm3
InTruck AM MorningWork Lunch

M1

M2
EX5A1 EX1A1 TR4A1
SwingLoaded ShovelRdy DumpToTruck

Tm1

Tm4
TR5A1
TrkIn Evening Minute

TR2A1
Tm6 Tm5 Afternoon
Time And
Work
Night

TR3A1
Ma1
DownTime BrokeDown PS1A1
Entry
Pass Enter
PS2A1

Ma2

TR1A1
Ma4
TravelToJoin AtShop Ma3 T1 Approach T2 T3 T4
InterArrive LeadTime TrainOnTrack AfterTime
Q
Ma5

Trucks R5 R6
Wt Logic

WaitToJoi Ma6
BackToWork
n Ma7

Wait Tr8
Tr3 Tr4 Tr5 Tr6 Tr7
HaulSec2a ToCross CrossTrack HaulSec3a HaulSec4
Trac
Av sB
R1

R2
Tr
HaulSec1 WaitTo
OneAt Dump Tr9
ATime

Tr3b WaitTo Tr4b Tr5b Tr6b Tr6b1 WaitTo Tr7b Tr8b WaitTo Tr9b Tr10b Tr11b
GetSec2b HaulSec2b HaulSec3b Cross122 GetSec4b Rm2 HaulSec4b HaulSec5b
HlSc2b Cr122 Hl4b Tr12b
Ro2

Cr2
Ro1

S1

S2
Ea2

Rm1
Fill Dump
R3

Room Cr1 Cr11 Cars Room Cr3 Room

ArriveTraffic Travel Crr1 Get122 TraffCross122 Rm4
Sec2b Waiting 122 Sec4b
Ro3

Ro4

S3
R4

S4

Crr2

RetAB
Rm3
b1

Tr22b Tr21b WaitTo Tr20b Tr19b Tr18b WaitTo Tr17b Tr16b Tr15b WaitRt Tr14b Tr13b
22

RetSec2b GetRetSec2b RetSec3b RetCross122 RetSec4b GetRetSec4b RetSec5b

RetSc2b RtCr122 Sc4b
Tr

RetAvsB

ReturnSec1

Tr15 Tr14 RetCross Tr13 RetWait Tr12 Tr11 Tr10

ReturnSec2a ReturnSec3a ReturnSect4
Track ToCrsTr

144
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 RTE. 122 TRACK WORK

NAME t FROM TIME 1 TO TIME 1 TYPE OF WORK

I
t I
.
 10 VITA

HALDUN EMIN COR

6600 E COLONIAL DR NW
BLACKSBURG, VA, 24060
Phone: 231-5565(Off.)
Phone: 953-1978(Home)
EDUCATION
Master of Science in Civil Engineering, Virginia Polytechnic Institute and
State University (Summer/98)
Bachelor of Science in Civil Engineering, Orta Dogu Teknik Universitesi
(1992)
PROFESSIONAL EXPERIENCE
Deputy Technical Inspector, T. Emlak Bankasi A.S. (03/94 05/96)
x Inspected large scale (1000-3000 housing units) Bank Housing
Projects both technically and financially,
x Proposed cost reducing measures, and
x Inspected Housing Loans at branches.
Engineer, Ankara Public Works Directorate (01/93 - 02/94)
x Supervised building constructions in accordance with codes and
specifications.
Intern, ACER Consultants (08/91 - 12/92)
x Prepared bidding documents and designed highway structures in
compliance with AASHTO.
COMPUTER
Sound knowledge of computer programming:
x STROBOSCOPE,
x GPSH,
x Fortran ,
x Spreadsheet programs,
x Microsoft Office and
x Visual Basic.
ACTIVITIES
x Member of Chi Epsilon
x Organized various activities in the student association at METU.
x Played basketball for 6 years as a licensed player.
LANGUAGE
Turkish, English and German (Some)

147