We live in a world of increasing connectivity. Divisions of business that used to operate in isolation must now be integrated with the rest of the enterprise. As an example, business leaders expect to see real-time production information direct from the plant floor to evaluate operations and make business decisions. Data collection and presentation drives business decisions; protecting intellectual property, overseeing network access and assessing vulnerabilities must now be ongoing priorities for all facets of the business.
In this setting, isolation of plant floor automation is no longer feasible. Isolated systems did not require the updates and ongoing evaluations that IT has dealt with for many years; process control can learn from IT here. The idea of “continuous operation” has a different working definition for plant floor automation systems than it does for IT. Network downtime that stops production could represent a financial catastrophe, whereas not being able to access a network printer is a mere annoyance. Both situations affect network users, but with varied degrees of impact. Collaboration and ongoing conversation are no longer optional, but required.
It’s a shorter leap than you might think, technically, from a Roomba vacuum cleaner to a robot that acts as an autonomous home-health aide, and so experts in robot ethics feel a particular urgency about these challenges. The choices that count as “ethical” range from the relatively straightforward — should Fabulon give the painkiller to Sylvia? — to matters of life and death: military robots that have to decide whether to shoot or not to shoot; self-driving cars that have to choose whether to brake or to swerve. These situations can be difficult enough for human minds to wrestle with; when ethicists think through how robots can deal with them, they sometimes get stuck, as we do, between unsatisfactory options.
Among the roboticists I spoke to, the favorite example of an ethical, autonomous robot is the driverless car, which is still in the prototype stage at Google and other companies. Wendell Wallach, chairman of the technology-and-ethics study group at Yale’s Interdisciplinary Center for Bioethics, says that driverless cars will no doubt be more consistently safe than cars are now, at least on the highway, where fewer decisions are made and where human drivers are often texting or changing lanes willy-nilly. But in city driving, even negotiating a four-way stop sign might be hard for a robot. “Humans try to game each other a little,” Wallach says. “They rev up the engine, move forward a little, until finally someone says, ‘I’m the one who’s going.’ It brings into play a lot of forms of intelligence.” He paused, then asked, “Will the car be able to play that game?”
The future of the Boeing Company may be waiting in the wings in Everett.
Contractors are creating a new 1.3 million-square-foot factory where Boeing workers will eventually fabricate airplane wings for a new family of twin-aisle airplanes called the 777X.
The new plane marries the technology of the popular 777 with the material advances of the fuel-efficient Dreamliner. When the first 777X rolls off the factory floor sometime around 2020, it will be the largest and most efficient twin-engine jet in the world.
That efficiency largely comes from the wings that will be fabricated from a super light and strong carbon fiber composite material. At a groundbreaking ceremony, Boeing chief executive officer Ray Conner called them “the most phenomenal wings in the world.” He said the composite wings would take Boeing into the next century.
A lot of the future is riding on those wings.
How to hear your way to happiness.
“We are finding that sound is affecting not just the perception of our body shape but our physical capabilities. Understand these sounds and we could change our feelings in a positive way.”
The phenomenon works because of a recently discovered theory of how the brain functions called ‘predictive coding.’
The brain is constantly making judgements based on the likelihood of something happening based on past experiences. It is how we know whether there is enough space between cars to cross a busy road.
However, giving the brain new sensory clues will change perception. Sound is an important sense which helps us judge the world around us.
There’s a lot we still don’t know about how the brain generates new ideas. Brain mapping is in its infancy, and creativity is hard enough to define, never mind objectively study. How do you identify “creative” subjects? How do you see creativity on a brain scan? And how creative can you really expect people to be on demand, while sitting completely still in an MRI machine?
Despite these challenges, several leading neuroscientists have made significant headway in this new area of study, giving us early insight into what’s happening in our heads as we imagine and disrupting old theories about what makes a person creative.
Most notably, there’s the concept that a person is either “left-brained” (translation: an analytical, literal-minded bore) or “right-brained” (a creative, artsy flake). Turns out, the creative process requires both sides of the brain, working in tandem. More specifically, it involves three large-scale brain networks:
- The Executive Attention Network is used for tasks that require intense focus, such as concentrating on a challenging lecture or solving complex problems.
- The Imagination Network, or the Default Network, is called on when we imagine situations based on personal experiences, such as when we remember something that happened in the past, think about the future, or consider alternative scenarios to the present. The Imagination Network also comes into play when we try to consider what someone else is thinking.
- The Salience Network constantly monitors both external events and our internal thoughts, tapping into whatever information is most salient to solving the task at hand. This network is important for dynamically switching between networks.
Beyond internal use, this information could also be used by broadcasters during television broadcasts to give viewers a more detailed analysis of what’s going on. However, there could be issues with teams using the data for their own use versus releasing that information to the public. It’s something that the NFL is dealing with as it tests its own new player-tracking system this season with small RFID tags embedded inside the shoulder pads of every player.
Panasonic and SAP aren’t the only companies trying to track athletes during games. Last year, the MLS installed three cameras in every stadium to track player movement. The NBA did something similar, too, when it signed a deal with STATS last year to gauge player fatigue, movement and other information not previously quantifiable.
This is yet another example of new technology being used in sports to help make strategic changes and improve player technique. We’re seeing it already in the NFL, with players and coaches using Microsoft’s Surface tablet to review past plays on the bench. And at CES, this trend was prevalent from the sensor-laden basketball that helped improve our jump shot to learning about the German national soccer team using wearable trackers to make important strategic in-game decisions during the World Cup.
Making satellites “green” and all electric.
The Boeing 702SP (small platform) satellites are affordable and lightweight, and provide more options for movement to different orbital positions. The 702SP is one of three new satellite designs Boeing has introduced in four years, the others being the 702MP and 502 Phoenix.
“We are the first aerospace company to develop this highly efficient and flexible all-electric satellite, and we completed the first two 702SPs less than three years after contract award,” said Mark Spiwak, president of Boeing Satellite Systems International. “With more than 210,000 hours of on-orbit experience with electric propulsion, we recognized that this highly efficient, lighter weight propulsion system would translate into cost savings for our customers.”
Patented Boeing technology allows two all-electric satellites to be stacked and launched together. The ABS-3A satellite for Bermuda-based ABS and the EUTELSAT 115 West B satellite for Paris-based Eutelsat are scheduled to be launched on a SpaceX Falcon 9 rocket in February 2015.
Why 2014 was a big year for retail cyber-theft — especially in the U.S.
The attacks started in December 2013 with US retailer Target. Throughout 2014 other stores, including Home Depot, Staples, Sears, Neiman Marcus, Nordstrom to name but a few, all fell victim to the till-tapping gangs.
As well as liberating tens of millions of credit card numbers, the attacks cost some senior executives their jobs and left those that were hit with a bill that often ran into the tens of millions of dollars to clean up. Home Depot said the bill for clearing up after its breach would hit $43m (£28m).
There were so many attacks that the FBI issued a three-page confidential warning to American retailers telling them to watch out for malicious programs aimed at them.
The key word in that last sentence is “American”. Almost all the big thefts of customer data were from large US stores.
When Boeing, the world’s largest plane manufacturer, started designing a new version of its top-selling aircraft, the company wanted to put the plane’s designers as close as possible to the manufacturing process. At the airplane maker’s sprawling Renton, Washington, campus, office workers often face as much as a 20-minute walk from their desk to the factory floor, making meetings between the people designing the aircraft and those building the aircraft dreadfully inefficient and time-consuming. Facing pressure to churn out more planes to meet demand, the company decided to put its design engineers closer to the action—in a new office building built directly inside the factory.
The office building, with 120,000 square feet spread across two stories, puts Boeing designers right on top of their product, in a part of the factory once used for storage. The square two-story office is wedged into a upper-level corner of the 1.4 million-square-foot factory (where Boeing has made airplanes since the start of World War II) and is bordered by per-existing offices on the exterior walls. The new work space is arranged in a doughnut around a central interior courtyard, and buffered from the corner of the building by an L-shaped atrium space. The black building’s windows into the factory vary in size, moving from long, narrow slits next to the center of the manufacturing action to floor-to-ceiling glass closest to the outside wall of the factory building.
A new smart football helmet has been developed which knows how many times it, and the head contained within, have been hit. (Video, 3 mins)
Coaches from around the nation learned about the latest developments in helmet safety Sunday at the American Football Coaches Association Convention in Louisville.
It’s an initiative that Jefferson County Schools are also looking into, because as football rules and regulations evolve, so do ways to protect athletes.
Schutt Sports unveiled the “Smart Helmet” at the convention. The helmet is geared to help prevent sport head injuries.
The brand new helmet was developed by Brain Sentry, a sports sensor technology company who partnered with Schutt Sports.
CEO of Brain Sentry Greg Merril explained the new helmet development, “Just like in baseball how they count pitches to protect kids arms, this technology counts head impacts to help coaches address which players are excessively hitting with their heads.”