Podcasts about Denso

אורן עזר, מנכ"ל ומייסד שותף באלקטריאון, מגיע לשיחה פתוחה על הדרך שעשתה החברה מפיתוח טכנולוגי בגראז' ללא מימון ועד לפריסת כבישים חשמליים ברחבי העולם. בפרק הוא משתף בתפיסת הניהול שלו, שנבנתה לאורך שני עשורים באלביט, ומסביר למה יזם ומנכ"ל חייב "ללכלך את הידיים", להכיר את שורות הקוד במוצר ולפרוס סלילים באספלט בעצמו. אורן מנתח את השינוי הדרמטי בתעשיית הרכב העולמית ומסביר למה הניצחון של סין בייצור מכוניות הוא עובדה מוגמרת שלא באמת משנה, משום שהכסף הגדול והשליטה האמיתית בשוק עוברים לתשתיות האנרגיה והטעינה.צללנו ללב המהפכה של הטעינה האלחוטית, שמייתרת את התלות בסוללות ענק מזהמות ומאפשרת לרכבים אוטונומיים ומשאיות להיטען תוך כדי נסיעה. אורן מציג את המספרים שמאחורי פרויקט הענק בצרפת יחד עם חברת התשתיות וינצ'י, שממחישים איך כביש חשמלי מאפשר למשאיות להקטין את הסוללה ב-4 טון, להגדיל את נפח הסחורה ולחסוך מאות מיליוני דולרים. שוחחנו גם על המעבר משלב הפיילוטים לשלב המסחור, ואיך מודל של "טעינה כשירות" (Charging as a Service) מול ציי רכב כמו מוניות קסטל בתל אביב, מייצר לחברה צ'ק פתוח והכנסות חוזרות.דיברנו על אסטרטגיית הצמיחה והייצור ההמוני, ואיך אלקטריאון הצליחה להימנע מהמוקש של בניית מפעלי ענק בעזרת שיתוף פעולה אסטרטגי עם ענקית החלפים היפנית 'דנסו' (Denso), שמשמשת כזרוע שלה (Tier 1) מול יצרניות הרכב. אורן משתף באתגרים של חדירה לשוק שמרני מול ממשלות וסמנכ"לי כספים שמחפשים ROI מיידי, ומסביר למשקיעים למה אי אפשר לנתח חברה שמשנה את העולם לפי דוח רווח והפסד רבעוני. פרק חובה למי שרוצה להבין איך נראה העתיד של התחבורה החשמלית ואיפה מסתתרות ההזדמנויות הגדולות באמת בענף.לקבלת הצעה לפתיחת חשבון מסחר לחץ כאן:https://www.guynatan.com/broker-comparison⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠לאינסטגרם שלי:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/guynatan9/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠לאתר שלי:https://www.guynatan.com/00:00:00 - פתיח והיכרות: אורן עזר - ממהנדס באלביט למייסד אלקטריאון והמהפכה בתחבורה00:03:06 - עולם ללא כבלים: איך עובדת טעינה אלחוטית ולמה זה סוף עידן סוללות הענק ברכבים?00:10:09 - המודל העסקי: למה הניצחון של סין לא משנה ואיך משתלטים על הכסף הגדול שבתשתיות האנרגיה?00:19:28 - פרויקט הענק בצרפת: איך כביש חשמלי משנה את כלכלת התחבורה של ציי המשאיות הכבדות?00:25:44 - טעינה כשירות (CaaS): פתרונות אפטר-מרקט, פרויקט מוניות קסטל וההכנסות בטווח הקצר00:35:26 - פתרון צוואר הבקבוק: השותפות בגרמניה שתאפשר ייצור אוטומטי של מאות קילומטרים בשנה00:39:13 - האמת על יזמות: למה מנכ"ל חייב לרדת לשטח, לסלול כבישים בעצמו ולחוות פיצוצים במעבדה?00:41:16 - חברה ציבורית מול חזון: הדיסוננס שבין ציפיות שוק ההון לטווחי הזמן של פרויקטי תשתית עולמיים00:44:48 - המעבר למסחור: איך מוכרים טכנולוגיה לסמנכ"לי כספים ומציגים החזר השקעה (ROI) מובהק?00:50:44 - חסם יצרניות הרכב: החשיבות בקבלת אישורים מהענקיות ואיך חודרים לשרשרת האספקה?00:52:45 - האתגר הניהולי: איך מנהלים 120 מהנדסים שמפתחים משהו שאף אחד בעולם לא עשה קודם?01:00:24 - מסר לסיום: הבחירה בענקית "דנסו" כשותפה אסטרטגית, ולמה נכון להשוות את הענף לתחילת עידן ה-AI?אין לראות באמור לעיל משום ייעוץ השקעות, המלצה או חוות דעת באשר לכדאיות השקעה במוצרים פיננסיים מכל מין וסוג שהם לרבות ניירות ערך, יחידות השתתפות ו/או כל נכס נדל"ן ו/או פיננסי אחר. אין באמור לעיל התחייבות של הנאמר בפודקאסט להשגת תשואה כלשהי. הנתונים המופיעים בפודקאסט בהתאם הנם בהתאם לסקרים שהחברה ביצעה ואינם מהווים כל המלצה להשקעה. הנתונים המופיעים בפודקאסט זה נועדו להמחשה בלבד, ומתבססים על פרמטרים שונים שעלולים להשתנות בכל עת. כל התכנים הכלולים בפודקאסט זה, אין בהם משום המלצה או חוות דעת ולא נועדו לספק אלא מידע כללי ואמצעי התרשמות בלבד. אין להשתמש בפודקאסט ללא אישור כתוב מראש של החברה. המחייב את החברה הנו חוזה חתום ע"י מורשה חתימה מטעמה בלבד. ט.ל.ח.

Infrastructure was passé…uncool. Difficult to get dollars from Private Equity and Growth funds, and almost impossible to get a VC fund interested. Now?! Now, it's cool. Infrastructure seems to be having a Renaissance, a full on Rebirth, not just fueled by commercial interests (e.g. advent of AI), but also by industrial policy and geopolitical considerations. In this episode of Tech Deciphered, we explore what's cool in the infrastructure spaces, including mega trends in semiconductors, energy, networking & connectivity, manufacturing Navigation: Intro We're back to building things Why now: the 5 forces behind the renaissance Semiconductors: compute is the new oil Networking & connectivity: digital highways get rebuilt Energy: rebuilding the power stack (not just renewables) Manufacturing: the return of “atoms + bits” Wrap: what it means for startups, incumbents, and investors Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Gonçalves Pedro Introduction Welcome to episode 73 of Tech Deciphered, Infrastructure, the Rebirth or Renaissance. Infrastructure was passé, it wasn’t cool, but all of a sudden now everyone’s talking about network, talking about compute and semiconductors, talking about logistics, talking about energy. What gives? What’s happened? It was impossible in the past to get any funds, venture capital, even, to be honest, some private equity funds or growth funds interested in some of these areas, but now all of a sudden everyone thinks it’s cool. The infrastructure seems to be having a renaissance, a full-on rebirth. In this episode, we will explore in which cool ways the infrastructure spaces are moving and what’s leading to it. We will deep dive into the forces that are leading us to this. We will deep dive into semiconductors, networking and connectivity, energy, manufacturing, and then we’ll wrap up. Bertrand, so infrastructure is cool now. Bertrand Schmitt We're back to building things Yes. I thought software was going to eat the world. I cannot believe it was then, maybe even 15 years ago, from Andreessen, that quote about software eating the world. I guess it’s an eternal balance. Sometimes you go ahead of yourself, you build a lot of software stack, and at some point, you need the hardware to run this software stack, and there is only so much the bits can do in a world of atoms. Nuno Gonçalves Pedro Obviously, we’ve gone through some of this before. I think what we’re going through right now is AI is eating the world, and because AI is eating the world, it’s driving a lot of this infrastructure building that we need. We don’t have enough energy to be consumed by all these big data centers and hyperscalers. We need to be innovative around network as well because of the consumption in terms of network bandwidth that is linked to that consumption as well. In some ways, it’s not software eating the world, AI is eating the world. Because AI is eating the world, we need to rethink everything around infrastructure and infrastructure becoming cool again. Bertrand Schmitt There is something deeper in this. It’s that the past 10, even 15 years were all about SaaS before AI. SaaS, interestingly enough, was very energy-efficient. When I say SaaS, I mean cloud computing at large. What I mean by energy-efficient is that actually cloud computing help make energy use more efficient because instead of companies having their own separate data centers in many locations, sometimes poorly run from an industrial perspective, replace their own privately run data center with data center run by the super scalers, the hyperscalers of the world. These data centers were run much better in terms of how you manage the coolings, the energy efficiency, the rack density, all of this stuff. Actually, the cloud revolution didn’t increase the use of electricity. The cloud revolution was actually a replacement from your private data center to the hyperscaler data center, which was energy efficient. That’s why we didn’t, even if we are always talking about that growth of cloud computing, we were never feeling the pinch in term of electricity. As you say, we say it all changed because with AI, it was not a simple “Replacement” of locally run infrastructure to a hyperscaler run infrastructure. It was truly adding on top of an existing infrastructure, a new computing infrastructure in a way out of nowhere. Not just any computing infrastructure, an energy infrastructure that was really, really voracious in term of energy use. Nuno Gonçalves Pedro There was one other effect. Obviously, we’ve discussed before, we are in a bubble. We won’t go too much into that today. But the previous big bubble in tech, which is in the late ’90s, there was a lot of infrastructure built. We thought the internet was going to take over back then. It didn’t take over immediately, but there was a lot of network connectivity, bandwidth built back in the day. Companies imploded because of that as well, or had to restructure and go in their chapter 11. A lot of the big telco companies had their own issues back then, etc., but a lot of infrastructure was built back then for this advent of the internet, which would then take a long time to come. In some ways, to your point, there was a lot of latent supply that was built that was around that for a while wasn’t used, but then it was. Now it’s been used, and now we need new stuff. That’s why I feel now we’re having the new moment of infrastructure, new moment of moving forward, aligned a little bit with what you just said around cloud computing and the advent of SaaS, but also around the fact that we had a lot of buildup back in the late ’90s, early ’90s, which we’re now still reaping the benefits on in today’s world. Bertrand Schmitt Yeah, that’s actually a great point because what was built in the late ’90s, there was a lot of fibre that was built. Laying out the fibre either across countries, inside countries. This fibre, interestingly enough, you could just change the computing on both sides of the fibre, the routing, the modems, and upgrade the capacity of the fibre. But the fibre was the same in between. The big investment, CapEx investment, was really lying down that fibre, but then you could really upgrade easily. Even if both ends of the fibre were either using very old infrastructure from the ’90s or were actually dark and not being put to use, step by step, it was being put to use, equipment was replaced, and step by step, you could keep using more and more of this fibre. It was a very interesting development, as you say, because it could be expanded over the years, where if we talk about GPUs, use for AI, GPUs, the interesting part is actually it’s totally the opposite. After a few years, it’s useless. Some like Google, will argue that they can depreciate over 5, 6 years, even some GPUs. But at the end of the day, the difference in perf and energy efficiency of the GPUs means that if you are energy constrained, you just want to replace the old one even as young as three-year-old. You have to look at Nvidia increasing spec, generation after generation. It’s pretty insane. It’s usually at least 3X year over year in term of performance. Nuno Gonçalves Pedro At this moment in time, it’s very clear that it’s happening. Why now: the 5 forces behind the renaissance Maybe let’s deep dive into why it’s happening now. What are the key forces around this? We’ve identified, I think, five forces that are particularly vital that lead to the world we’re in right now. One we’ve already talked about, which is AI, the demand shock and everything that’s happened because of AI. Data centers drive power demand, drive grid upgrades, drive innovative ways of getting energy, drive chips, drive networking, drive cooling, drive manufacturing, drive all the things that we’re going to talk in just a bit. One second element that we could probably highlight in terms of the forces that are behind this is obviously where we are in terms of cost curves around technology. Obviously, a lot of things are becoming much cheaper. The simulation of physical behaviours has become a lot more cheap, which in itself, this becomes almost a vicious cycle in of itself, then drives the adoption of more and more AI and stuff. But anyway, the simulation is becoming more and more accessible, so you can do a lot of simulation with digital twins and other things off the real world before you go into the real world. Robotics itself is becoming, obviously, cheaper. Hardware, a lot of the hardware is becoming cheaper. Computer has become cheaper as well. Obviously, there’s a lot of cost curves that have aligned that, and that’s maybe the second force that I would highlight. Obviously, funds are catching up. We’ll leave that a little bit to the end. We’ll do a wrap-up and talk a little bit about the implications to investors. But there’s a lot of capital out there, some capital related to industrial policy, other capital related to private initiative, private equity, growth funds, even venture capital, to be honest, and a few other elements on that. That would be a third force that I would highlight. Bertrand Schmitt Yes. Interestingly enough, in terms of capital use, and we’ll talk more about this, but some firms, if we are talking about energy investment, it was very difficult to invest if you are not investing in green energy. Now I think more and more firms and banks are willing to invest or support different type of energy infrastructure, not just, “Green energy.” That’s an interesting development because at some point it became near impossible to invest more in gas development, in oil development in the US or in most Western countries. At least in the US, this is dramatically changing the framework. Nuno Gonçalves Pedro Maybe to add the two last forces that I think we see behind the renaissance of what’s happening in infrastructure. They go hand in hand. One is the geopolitics of the world right now. Obviously, the world was global flat, and now it’s becoming increasingly siloed, so people are playing it to their own interests. There’s a lot of replication of infrastructure as well because people want to be autonomous, and they want to drive their own ability to serve end consumers, businesses, etc., in terms of data centers and everything else. That ability has led to things like, for example, chips shortage. The fact that there are semiconductors, there are shortages across the board, like memory shortages, where everything is packed up until 2027 of 2028. A lot of the memory that was being produced is already spoken for, which is shocking. There’s obviously generation of supply chain fragilities, obviously, some of it because of policies, for example, in the US with tariffs, etc, security of energy, etc. Then the last force directly linked to the geopolitics is the opposite of it, which is the policy as an accelerant, so to speak, as something that is accelerating development, where because of those silos, individual countries, as part their industrial policy, then want to put capital behind their local ecosystems, their local companies, so that their local companies and their local systems are for sure the winners, or at least, at the very least, serve their own local markets. I think that’s true of a lot of the things we’re seeing, for example, in the US with the Chips Act, for semiconductors, with IGA, IRA, and other elements of what we’ve seen in terms of practices, policies that have been implemented even in Europe, China, and other parts of the world. Bertrand Schmitt Talking about chips shortages, it’s pretty insane what has been happening with memory. Just the past few weeks, I have seen a close to 3X increase in price in memory prices in a matter of weeks. Apparently, it started with a huge order from OpenAI. Apparently, they have tried to corner the memory market. Interestingly enough, it has flat-footed the entire industry, and that includes Google, that includes Microsoft. There are rumours of their teams now having moved to South Korea, so they are closer to the action in terms of memory factories and memory decision-making. There are rumours of execs who got fired because they didn’t prepare for this type of eventuality or didn’t lock in some of the supply chain because that memory was initially for AI, but obviously, it impacts everything because factories making memories, you have to plan years in advance to build memories. You cannot open new lines of manufacturing like this. All factories that are going to open, we know when they are going to open because they’ve been built up for years. There is no extra capacity suddenly. At the very best, you can change a bit your line of production from one type of memory to another type. But that’s probably about it. Nuno Gonçalves Pedro Just to be clear, all these transformations we’re seeing isn’t to say just hardware is back, right? It’s not just hardware. There’s physicality. The buildings are coming back, right? It’s full stack. Software is here. That’s why everything is happening. Policy is here. Finance is here. It’s a little bit like the name of the movie, right? Everything everywhere all at once. Everything’s happening. It was in some ways driven by the upper stacks, by the app layers, by the platform layers. But now we need new infrastructure. We need more infrastructure. We need it very, very quickly. We need it today. We’re already lacking in it. Semiconductors: compute is the new oil Maybe that’s a good segue into the first piece of the whole infrastructure thing that’s driving now the most valuable company in the world, NVIDIA, which is semiconductors. Semiconductors are driving compute. Semis are the foundation of infrastructure as a compute. Everyone needs it for every thing, for every activity, not just for compute, but even for sensors, for actuators, everything else. That’s the beginning of it all. Semiconductor is one of the key pieces around the infrastructure stack that’s being built at scale at this moment in time. Bertrand Schmitt Yes. What’s interesting is that if we look at the market gap of Semis versus software as a service, cloud companies, there has been a widening gap the past year. I forgot the exact numbers, but we were talking about plus 20, 25% for Semis in term of market gap and minus 5, minus 10 for SaaS companies. That’s another trend that’s happening. Why is this happening? One, because semiconductors are core to the AI build-up, you cannot go around without them. But two, it’s also raising a lot of questions about the durability of the SaaS, a software-as-a-service business model. Because if suddenly we have better AI, and that’s all everyone is talking about to justify the investment in AI, that it keeps getting better, and it keeps improving, and it’s going to replace your engineers, your software engineers. Then maybe all of this moat that software companies built up over the years or decades, sometimes, might unravel under the pressure of newly coded, newly built, cheaper alternatives built from the ground up with AI support. It’s not just that, yes, semiconductors are doing great. It’s also as a result of that AI underlying trend that software is doing worse right now. Nuno Gonçalves Pedro At the end of the day, this foundational piece of infrastructure, semiconductor, is obviously getting manifest to many things, fabrication, manufacturing, packaging, materials, equipment. Everything’s being driven, ASML, etc. There are all these different players around the world that are having skyrocket valuations now, it’s because they’re all part of the value chain. Just to be very, very clear, there’s two elements of this that I think are very important for us to remember at this point in time. One, it’s the entire value chains are being shifted. It’s not just the chips that basically lead to computing in the strict sense of it. It’s like chips, for example, that drive, for example, network switching. We’re going to talk about networking a bit, but you need chips to drive better network switching. That’s getting revolutionised as well. For example, we have an investment in that space, a company called the eridu.ai, and they’re revolutionising one of the pieces around that stack. Second part of the puzzle, so obviously, besides the holistic view of the world that’s changing in terms of value change, the second piece of the puzzle is, as we discussed before, there’s industrial policy. We already mentioned the CHIPS Act, which is something, for example, that has been done in the US, which I think is 52 billion in incentives across a variety of things, grants, loans, and other mechanisms to incentivise players to scale capacity quick and to scale capacity locally in the US. One of the effects of that now is obviously we had the TSMC, US expansion with a factory here in the US. We have other levels of expansion going on with Intel, Samsung, and others that are happening as we speak. Again, it’s this two by two. It’s market forces that drive the need for fundamental shifts in the value chain. On the other industrial policy and actual money put forward by states, by governments, by entities that want to revolutionise their own local markets. Bertrand Schmitt Yes. When you talk about networking, it makes me think about what NVIDIA did more than six years ago when they acquired Mellanox. At the time, it was largest acquisition for NVIDIA in 2019, and it was networking for the data center. Not networking across data center, but inside the data center, and basically making sure that your GPUs, the different computers, can talk as fast as possible between each of them. I think that’s one piece of the puzzle that a lot of companies are missing, by the way, about NVIDIA is that they are truly providing full systems. They are not just providing a GPU. Some of their competitors are just providing GPUs. But NVIDIA can provide you the full rack. Now, they move to liquid-cool computing as well. They design their systems with liquid cooling in mind. They have a very different approach in the industry. It’s a systematic system-level approach to how do you optimize your data center. Quite frankly, that’s a bit hard to beat. Nuno Gonçalves Pedro For those listening, you’d be like, this is all very different. Semiconductors, networking, energy, manufacturing, this is all different. Then all of a sudden, as Bertrand is saying, well, there are some players that are acting across the stack. Then you see in the same sentence, you’re talking about nuclear power in Microsoft or nuclear power in Google, and you’re like, what happened? Why are these guys in the same sentence? It’s like they’re tech companies. Why are they talking about energy? It’s the nature of that. These ecosystems need to go hand in hand. The value chains are very deep. For you to actually reap the benefits of more and more, for example, semiconductor availability, you have to have better and better networking connectivity, and you have to have more and more energy at lower and lower costs, and all of that. All these things are intrinsically linked. That’s why you see all these big tech companies working across stack, NVIDIA being a great example of that in trying to create truly a systems approach to the world, as Bertrand was mentioning. Networking & connectivity: digital highways get rebuilt On the networking and connectivity side, as we said, we had a lot of fibre that was put down, etc, but there’s still more build-out needs to be done. 5G in terms of its densification is still happening. We’re now starting to talk, obviously, about 6G. I’m not sure most telcos are very happy about that because they just have been doing all this CapEx and all this deployment into 5G, and now people already started talking about 6G and what’s next. Obviously, data center interconnect is quite important, and all the hubbing that needs to happen around data centers is very, very important. We are seeing a lot movements around connectivity that are particularly important. Network gear and the emergence of players like Broadcom in terms of the semiconductor side of the fence, obviously, Cisco, Juniper, Arista, and others that are very much present in this space. As I said, we made an investment on the semiconductor side of networking as well, realizing that there’s still a lot of bottlenecks happening there. But obviously, the networking and connectivity stack still needs to be built at all levels within the data centers, outside of the data centers in terms of last mile, across the board in terms of fibre. We’re seeing a lot of movements still around the space. It’s what connects everything. At the end of the day, if there’s too much latency in these systems, if the bandwidths are not high enough, then we’re going to have huge bottlenecks that are going to be put at the table by a networking providers. Obviously, that doesn’t help anyone. If there’s a button like anywhere, it doesn’t work. All of this doesn’t work. Bertrand Schmitt Yes. Interestingly enough, I know we said for this episode, we not talk too much about space, but when you talk about 6G, it make me think about, of course, Starlink. That’s really your last mile delivery that’s being built as well. It’s a massive investment. We’re talking about thousands of satellites that are interconnected between each other through laser system. This is changing dramatically how companies can operate, how individuals can operate. For companies, you can have great connectivity from anywhere in the world. For military, it’s the same. For individuals, suddenly, you won’t have dead space, wide zones. This is also a part of changing how we could do things. It’s quite important even in the development of AI because, yes, you can have AI at the edge, but that interconnect to the rest of the system is quite critical. Having that availability of a network link, high-quality network link from anywhere is a great combo. Nuno Gonçalves Pedro Then you start seeing regions of the world that want to differentiate to attract digital nomads by saying, “We have submarine cables that come and hub through us, and therefore, our connectivity is amazing.” I was just in Madeira, and they were talking about that in Portugal. One of the islands of Portugal. We have some Marine cables. You have great connectivity. We’re getting into that discussion where people are like, I don’t care. I mean, I don’t know. I assume I have decent connectivity. People actually care about decent connectivity. This discussion is not just happening at corporate level, at enterprise level? Etc. Even consumers, even people that want to work remotely or be based somewhere else in the world. It’s like, This is important Where is there a great connectivity for me so that I can have access to the services I need? Etc. Everyone becomes aware of everything. We had a cloud flare mishap more recently that the CEO had to jump online and explain deeply, technically and deeply, what happened. Because we’re in their heads. If Cloudflare goes down, there’s a lot of websites that don’t work. All of this, I think, is now becoming du jour rather than just an afterthought. Maybe we’ll think about that in the future. Bertrand Schmitt Totally. I think your life is being changed for network connectivity, so life of individuals, companies. I mean, everything. Look at airlines and ships and cruise ships. Now is the advent of satellite connectivity. It’s dramatically changing our experience. Nuno Gonçalves Pedro Indeed. Energy: rebuilding the power stack (not just renewables) Moving maybe to energy. We’ve talked about energy quite a bit in the past. Maybe we start with the one that we didn’t talk as much, although we did mention it, which was, let’s call it the fossil infrastructure, what’s happening around there. Everyone was saying, it’s all going to be renewables and green. We’ve had a shift of power, geopolitics. Honestly, I the writing was on the wall that we needed a lot more energy creation. It wasn’t either or. We needed other sources to be as efficient as possible. Obviously, we see a lot of work happening around there that many would have thought, Well, all this infrastructure doesn’t matter anymore. Now we’re seeing LNG terminals, pipelines, petrochemical capacity being pushed up, a lot of stuff happening around markets in terms of export, and not only around export, but also around overall distribution and increases and improvements so that there’s less leakage, distribution of energy, etc. In some ways, people say, it’s controversial, but it’s like we don’t have enough energy to spare. We’re already behind, so we need as much as we can. We need to figure out the way to really extract as much as we can from even natural resources, which In many people’s mind, it’s almost like blasphemous to talk about, but it is where we are. Obviously, there’s a lot of renaissance also happening on the fossil infrastructure basis, so to speak. Bertrand Schmitt Personally, I’m ecstatic that there is a renaissance going regarding what is called fossil infrastructure. Oil and gas, it’s critical to humanity well-being. You never had growth of countries without energy growth and nothing else can come close. Nuclear could come close, but it takes decades to deploy. I think it’s great. It’s great for developed economies so that they do better, they can expand faster. It’s great for third-world countries who have no realistic other choice. I really don’t know what happened the past 10, 15 years and why this was suddenly blasphemous. But I’m glad that, strangely, thanks to AI, we are back to a more rational mindset about energy and making sure we get efficient energy where we can. Obviously, nuclear is getting a second act. Nuno Gonçalves Pedro I know you would be. We’ve been talking about for a long time, and you’ve been talking about it in particular for a very long time. Bertrand Schmitt Yes, definitely. It’s been one area of interest of mine for 25 years. I don’t know. I’ve been shocked about what happened in Europe, that willingness destruction of energy infrastructure, especially in Germany. Just a few months ago, they keep destroying on live TV some nuclear station in perfect working condition and replacing them with coal. I’m not sure there is a better definition of insanity at this stage. It looks like it’s only the Germans going that hardcore for some reason, but at least the French have stopped their program of decommissioning. America, it seems to be doing the same, so it’s great. On top of it, there are new generations that could be put to use. The Chinese are building up a very large nuclear reactor program, more than 100 reactors in construction for the next 10 years. I think everybody has to catch up because at some point, this is the most efficient energy solution. Especially if you don’t build crazy constraints around the construction of these nuclear reactors. If we are rational about permits, about energy, about safety, there are great things we could be doing with nuclear. That might be one of the only solution if we want to be competitive, because when energy prices go down like crazy, like in China, they will do once they have reach delivery of their significant build-up of nuclear reactors, we better be ready to have similar options from a cost perspective. Nuno Gonçalves Pedro From the outside, at the very least, nuclear seems to be probably in the energy one of the areas that’s more being innovated at this moment in time. You have startups in the space, you have a lot really money going into it, not just your classic industrial development. That’s very exciting. Moving maybe to the carbonization and what’s happening. The CCUS, and for those who don’t know what it is, carbon capture, utilization, and storage. There’s a lot of stuff happening around that space. That’s the area that deals with the ability to capture CO₂ emissions from industrial sources and/or the atmosphere and preventing their release. There’s a lot of things happening in that space. There’s also a lot of things happening around hydrogen and geothermal and really creating the ability to storage or to store, rather, energy that then can be put back into the grids at the right time. There’s a lot of interesting pieces happening around this. There’s some startup movement in the space. It’s been a long time coming, the reuse of a lot of these industrial sources. Not sure it’s as much on the news as nuclear, and oil and gas, but certainly there’s a lot of exciting things happening there. Bertrand Schmitt I’m a bit more dubious here, but I think geothermal makes sense if it’s available at reasonable price. I don’t think hydrogen technology has proven its value. Concerning carbon capture, I’m not sure how much it’s really going to provide in terms of energy needs, but why not? Nuno Gonçalves Pedro Fuels niche, again, from the outside, we’re not energy experts, but certainly, there are movements in the space. We’ll see what’s happening. One area where there’s definitely a lot of movement is this notion of grid and storage. On the one hand, that transmission needs to be built out. It needs to be better. We’ve had issues of blackouts in the US. We’ve had issues of blackouts all around the world, almost. Portugal as well, for a significant part of the time. The ability to work around transmission lines, transformers, substations, the modernization of some of this infrastructure, and the move forward of it is pretty critical. But at the other end, there’s the edge. Then, on the edge, you have the ability to store. We should have, better mechanisms to store energy that are less leaky in terms of energy storage. Obviously, there’s a lot of movement around that. Some of it driven just by commercial stuff, like Tesla a lot with their storage stuff, etc. Some of it really driven at scale by energy players that have the interest that, for example, some of the storage starts happening closer to the consumption as well. But there’s a lot of exciting things happening in that space, and that is a transformative space. In some ways, the bottleneck of energy is also around transmission and then ultimately the access to energy by homes, by businesses, by industries, etc. Bertrand Schmitt I would say some of the blackout are truly man-made. If I pick on California, for instance. That’s the logical conclusion of the regulatory system in place in California. On one side, you limit price that energy supplier can sell. The utility company can sell, too. On the other side, you force them to decommission the most energy-efficient and least expensive energy source. That means you cap the revenues, you make the cost increase. What is the result? The result is you cannot invest anymore to support a grid and to support transmission. That’s 100% obvious. That’s what happened, at least in many places. The solution is stop crazy regulations that makes no economic sense whatsoever. Then, strangely enough, you can invest again in transmission, in maintenance, and all I love this stuff. Maybe another piece, if we pick in California, if you authorize building construction in areas where fires are easy, that’s also a very costly to support from utility perspective, because then you are creating more risk. You are forced buy the state to connect these new constructions to the grid. You have more maintenance. If it fails, you can create fire. If you create fire, you have to pay billions of fees. I just want to highlight that some of this is not a technological issue, is not per se an investment issue, but it’s simply the result of very bad regulations. I hope that some will learn, and some change will be made so that utilities can do their job better. Nuno Gonçalves Pedro Then last, but not the least, on the energy side, energy is becoming more and more digitally defined in some ways. It’s like the analogy to networks that they’ve become more, and more software defined, where you have, at the edge is things like smart meters. There’s a lot of things you can do around the key elements of the business model, like dynamic pricing and other elements. Demand response, one of the areas that I invested in, I invest in a company called Omconnect that’s now merged with what used to be Google Nest. Where to deploy that ability to do demand response and also pass it to consumers so that consumers can reduce their consumption at times where is the least price effective or the less green or the less good for the energy companies to produce energy. We have other things that are happening, which are interesting. Obviously, we have a lot more electric vehicles in cars, etc. These are also elements of storage. They don’t look like elements of storage, but the car has electricity in it once you charge it. Once it’s charged, what do you do with it? Could you do something else? Like the whole reverse charging piece that we also see now today in mobile devices and other edge devices, so to speak. That also changes the architecture of what we’re seeing around the space. With AI, there’s a lot of elements that change around the value chain. The ability to do forecasting, the ability to have, for example, virtual power plans because of just designated storage out there, etc. Interesting times happening. Not sure all utilities around the world, all energy providers around the world are innovating at the same pace and in the same way. But certainly just looking at the industry and talking to a lot of players that are CEOs of some of these companies. That are leading innovation for some of these companies, there’s definitely a lot more happening now in the last few years than maybe over the last few decades. Very exciting times. Bertrand Schmitt I think there are two interesting points in what you say. Talking about EVs, for instance, a Cybertruck is able to send electricity back to your home if your home is able to receive electricity from that source. Usually, you have some changes to make to the meter system, to your panel. That’s one great way to potentially use your car battery. Another piece of the puzzle is that, strangely enough, most strangely enough, there has been a big push to EV, but at the same time, there has not been a push to provide more electricity. But if you replace cars that use gasoline by electric vehicles that use electricity, you need to deliver more electricity. It doesn’t require a PhD to get that. But, strangely enough, nothing was done. Nuno Gonçalves Pedro Apparently, it does. Bertrand Schmitt I remember that study in France where they say that, if people were all to switch to EV, we will need 10 more nuclear reactors just on the way from Paris to Nice to the Côte d’Azur, the French Rivière, in order to provide electricity to the cars going there during the summer vacation. But I mean, guess what? No nuclear plant is being built along the way. Good luck charging your vehicles. I think that’s another limit that has been happening to the grid is more electric vehicles that require charging when the related infrastructure has not been upgraded to support more. Actually, it has quite the opposite. In many cases, we had situation of nuclear reactors closing down, so other facilities closing down. Obviously, the end result is an increase in price of electricity, at least in some states and countries that have not sold that fully out. Nuno Gonçalves Pedro Manufacturing: the return of “atoms + bits” Moving to manufacturing and what’s happening around manufacturing, manufacturing technology. There’s maybe the case to be made that manufacturing is getting replatformed, right? It’s getting redefined. Some of it is very obvious, and it’s already been ongoing for a couple of decades, which is the advent of and more and more either robotic augmented factories or just fully roboticized factories, where there’s very little presence of human beings. There’s elements of that. There’s the element of software definition on top of it, like simulation. A lot of automation is going on. A lot of AI has been applied to some lines in terms of vision, safety. We have an investment in a company called Sauter Analytics that is very focused on that from the perspective of employees and when they’re still humans in the loop, so to speak, and the ability to really figure out when people are at risk and other elements of what’s happening occurring from that. But there’s more than that. There’s a little bit of a renaissance in and of itself. Factories are, initially, if we go back a couple of decades ago, factories were, and manufacturing was very much defined from the setup. Now it’s difficult to innovate, it’s difficult to shift the line, it’s difficult to change how things are done in the line. With the advent of new factories that have less legacy, that have more flexible systems, not only in terms of software, but also in terms of hardware and robotics, it allows us to, for example, change and shift lines much more easily to different functions, which will hopefully, over time, not only reduce dramatically the cost of production. But also increase dramatically the yield, it increases dramatically the production itself. A lot of cool stuff happening in that space. Bertrand Schmitt It’s exciting to see that. One thing this current administration in the US has been betting on is not just hoping for construction renaissance. Especially on the factory side, up of factories, but their mindset was two things. One, should I force more companies to build locally because it would be cheaper? Two, increase output and supply of energy so that running factories here in the US would be cheaper than anywhere else. Maybe not cheaper than China, but certainly we get is cheaper than Europe. But three, it’s also the belief that thanks to AI, we will be able to have more efficient factories. There is always that question, do Americans to still keep making clothes, for instance, in factories. That used to be the case maybe 50 years ago, but this move to China, this move to Bangladesh, this move to different places. That’s not the goal. But it can make sense that indeed there is ability, thanks to robots and AI, to have more automated factories, and these factories could be run more efficiently, and as a result, it would be priced-competitive, even if run in the US. When you want to think about it, that has been, for instance, the South Korean playbook. More automated factories, robotics, all of this, because that was the only way to compete against China, which has a near infinite or used to have a near infinite supply of cheaper labour. I think that all of this combined can make a lot of sense. In a way, it’s probably creating a perfect storm. Maybe another piece of the puzzle this administration has been working on pretty hard is simplifying all the permitting process. Because a big chunk of the problem is that if your permitting is very complex, very expensive, what take two years to build become four years, five years, 10 years. The investment mass is not the same in that situation. I think that’s a very important part of the puzzle. It’s use this opportunity to reduce regulatory state, make sure that things are more efficient. Also, things are less at risk of bribery and fraud because all these regulations, there might be ways around. I think it’s quite critical to really be careful about this. Maybe last piece of the puzzle is the way accounting works. There are new rules now in 2026 in the US where you can fully depreciate your CapEx much faster than before. That’s a big win for manufacturing in the US. Suddenly, you can depreciate much faster some of your CapEx investment in manufacturing. Nuno Gonçalves Pedro Just going back to a point you made and then moving it forward, even China, with being now probably the country in the world with the highest rate of innovation and take up of industrial robots. Because of demographic issues a little bit what led Japan the first place to be one of the real big innovators around robots in general. The fact that demographics, you’re having an aging population, less and less children. How are you going to replace all these people? Moving that into big winners, who becomes a big winner in a space where manufacturing is fundamentally changing? Obviously, there’s the big four of robots, which is ABB, FANUC, KUKA, and Yaskawa. Epson, I think, is now in there, although it’s not considered one of the big four. Kawasaki, Denso, Universal Robots. There’s a really big robotics, industrial robotic companies in the space from different origins, FANUC and Yaskawa, and Epson from Japan, KUKA from Germany, ABB from Switzerland, Sweden. A lot of now emerging companies from China, and what’s happening in that space is quite interesting. On the other hand, also, other winners will include players that will be integrators that will build some of the rest of the infrastructure that goes into manufacturing, the Siemens of the world, the Schneider’s, the Rockwell’s that will lead to fundamental industrial automation. Some big winners in there that whose names are well known, so probably not a huge amount of surprises there. There’s movements. As I said, we’re still going to see the big Chinese players emerging in the world. There are startups that are innovating around a lot of the edges that are significant in this space. We’ll see if this is a space that will just be continued to be dominated by the big foreign robotics and by a couple of others and by the big integrators or not. Bertrand Schmitt I think you are right to remind about China because China has been moving very fast in robotics. Some Chinese companies are world-class in their use of robotics. You have this strange mix of some older industries where robotics might not be so much put to use and typically state-owned, versus some private companies, typically some tech companies that are reconverting into hardware in some situation. That went all in terms of robotics use and their demonstrations, an example of what’s happening in China. Definitely, the Chinese are not resting. Everyone smart enough is playing that game from the Americans, the Chinese, Japanese, the South Koreans. Nuno Gonçalves Pedro Exciting things are manufacturing, and maybe to bring it all together, what does it mean for all the big players out there? If we talk with startups and talk about startups, we didn’t mention a ton of startups today, right? Maybe incumbent wind across the board. But on a more serious note, we did mention a few. For example, in nuclear energy, there’s a lot of startups that have been, some of them, incredibly well-funded at this moment in time. Wrap: what it means for startups, incumbents, and investors There might be some big disruptions that will come out of startups, for example, in that space. On the chipset side, we talked about the big gorillas, the NVIDIAs, AMDs, Intel, etc., of the world. But we didn’t quite talk about the fact that there’s a lot of innovation, again, happening on the edges with new players going after very large niches, be it in networking and switching. Be it in compute and other areas that will need different, more specialized solutions. Potentially in terms of compute or in terms of semiconductor deployments. I think there’s still some opportunities there, maybe not to be the winner takes all thing, but certainly around a lot of very significant niches that might grow very fast. Manufacturing, we mentioned the same. Some of the incumbents seem to be in the driving seat. We’ll see what happens if some startups will come in and take some of the momentum there, probably less likely. There are spaces where the value chains are very tightly built around the OEMs and then the suppliers overall, classically the tier one suppliers across value chains. Maybe there is some startup investment play. We certainly have played in the couple of the spaces. I mentioned already some of them today, but this is maybe where the incumbents have it all to lose. It’s more for them to lose rather than for the startups to win just because of the scale of what needs to be done and what needs to be deployed. Bertrand Schmitt I know. That’s interesting point. I think some players in energy production, for instance, are moving very fast and behaving not only like startups. Usually, it’s independent energy suppliers who are not kept by too much regulations that get moved faster. Utility companies, as we just discussed, have more constraints. I would like to say that if you take semiconductor space, there has been quite a lot of startup activities way more than usual, and there have been some incredible success. Just a few weeks ago, Rock got more or less acquired. Now, you have to play games. It’s not an outright acquisition, but $20 billion for an IP licensing agreement that’s close to an acquisition. That’s an incredible success for a company. Started maybe 10 years ago. You have another Cerebras, one of the competitor valued, I believe, quite a lot in similar range. I think there is definitely some activity. It’s definitely a different game compared to your software startup in terms of investment. But as we have seen with AI in general, the need for investment might be larger these days. Yes, it might be either traditional players if they can move fast enough, to be frank, because some of them, when you have decades of being run as a slow-moving company, it’s hard to change things. At the same time, it looks like VCs are getting bigger. Wall Street is getting more ready to finance some of these companies. I think there will be opportunities for startups, but definitely different types of startups in terms of profile. Nuno Gonçalves Pedro Exactly. From an investor standpoint, I think on the VC side, at least our core belief is that it’s more niche. It’s more around big niches that need to be fundamentally disrupted or solutions that require fundamental interoperability and integration where the incumbents have no motivation to do it. Things that are a little bit more either packaging on the semiconductor side or other elements of actual interoperability. Even at the software layer side that feeds into infrastructure. If you’re a growth investor, a private equity investor, there’s other plays that are available to you. A lot of these projects need to be funded and need to be scaled. Now we’re seeing projects being funded even for a very large, we mentioned it in one of the previous episodes, for a very large tech companies. When Meta, for example, is going to the market to get funding for data centers, etc. There’s projects to be funded there because just the quantum and scale of some of these projects, either because of financial interest for specifically the tech companies or for other reasons, but they need to be funded by the market. There’s other place right now, certainly if you’re a larger private equity growth investor, and you want to come into the market and do projects. Even public-private financing is now available for a lot of things. Definitely, there’s a lot of things emanating that require a lot of funding, even for large-scale projects. Which means the advent of some of these projects and where realization is hopefully more of a given than in other circumstances, because there’s actual commercial capital behind it and private capital behind it to fuel it as well, not just industrial policy and money from governments. Bertrand Schmitt There was this quite incredible stat. I guess everyone heard about that incredible growth in GDP in Q3 in the US at 4.4%. Apparently, half of that growth, so around 2.2% point, has been coming from AI and related infrastructure investment. That’s pretty massive. Half of your GDP growth coming from something that was not there three years ago or there, but not at this intensity of investment. That’s the numbers we are talking about. I’m hearing that there is a good chance that in 2026, we’re talking about five, even potentially 6% GDP growth. Again, half of it potentially coming from AI and all the related infrastructure growth that’s coming with AI. As a conclusion for this episode on infrastructure, as we just said, it’s not just AI, it’s a whole stack, and it’s manufacturing in general as well. Definitely in the US, in China, there is a lot going on. As we have seen, computing needs connectivity, networks, need power, energy and grid, and all of this needs production capacity and manufacturing. Manufacturing can benefit from AI as well. That way the loop is fully going back on itself. Infrastructure is the next big thing. It’s an opportunity, probably more for incumbents, but certainly, as usual, with such big growth opportunities for startups as well. Thank you, Nuno. Nuno Gonçalves Pedro Thank you, Bertrand.

- Most Dealers Not Recouping EV Investments - Waymo Now More Valuable Than Most Automakers - Toyota and Honda Overtake the Detroit 3 in Canada - Denso Cuts Forecast But Still Expects Record Year - Porsche Could Scrap Next-Gen 718 EV Models - Chinese Researchers Develop Breathable Silicon Anode - Jag Skips Skateboard Chassis for Lower Seating Position - Microvision Gets Lidar Tech for Pennies on the Dollar

- Most Dealers Not Recouping EV Investments - Waymo Now More Valuable Than Most Automakers - Toyota and Honda Overtake the Detroit 3 in Canada - Denso Cuts Forecast But Still Expects Record Year - Porsche Could Scrap Next-Gen 718 EV Models - Chinese Researchers Develop Breathable Silicon Anode - Jag Skips Skateboard Chassis for Lower Seating Position - Microvision Gets Lidar Tech for Pennies on the Dollar

El Pontevedra CF empata 1-1 ante el CD Arenteiro en un partido espeso, con una primera parte discreta y una segunda algo mejor. Analizamos las sensaciones del equipo, el posible bajón físico, la adaptación de los fichajes, una plantilla corta que empieza a notar el desgaste y la necesidad de nuevos refuerzos. Pese al empate, el Pontevedra sigue tercero, en una jornada con resultados sorprendentes que confirman que en esta liga los puntos no se regalan.

Imagínate que tienes en una mano una bola gigante de algodón y en la otra una canica chiquitita. ¿Cuál pesa más? Exacto… la canica. Y ahí es donde mucha gente se confunde, porque solemospensar que algo grande siempre pesa más, pero el universo —como buen rebelde nos dice: “no necesariamente”. Hoy vamos a hablar de peso, masa, volumen y densidad, perosin fórmulas raras ni palabras de libro de texto. Y después… nos vamos de viaje a las cosas más densas del universo, esas que parecen ciencia ficción, pero son 100% reales.Spoiler: vamos a terminar hablando de cosas tan densas queuna cucharadita pesa más que una montaña entera.

Denso, musicalmente hipnótico e marcado pelo refinamento da produção. Obra-prima do Massive Attack, “Mezzanine” (1998) não apenas consolida tudo aquilo que o grupo britânico vinha experimentando desde o início da década de 1990, como amplia os horizontes do projeto comandado por Robert "3D" Del Naja, Grant "Daddy G" Marshall e Andrew "Mushroom" Vowles. Aproveitando a volta do grupo ao Brasil, Cleber Facchi (@cleberfacchi) e Renan Guerra (@_renanguerra) conversam sobre o disco que levou o trip-hop para um novo cenário e revelou preciosidades como “Angel” e "Teardrop".Gostou do podcast? Então apoie a gente em ⁠⁠⁠⁠⁠⁠⁠⁠⁠apoia.se/podcastvfsm

E aí eu sonhava, eu não tinha um controle com botão Turbo. E eu sonhava em ter um botão Turbo pra jogar Paperboy porque aí o bonequinho do Paperboy podia ficar tipo assim atirando o jornal infinitamente e aí invariavelmente ele ia acertar as casinhas, entendeu? Então o botão Turbo era um sonho da minha vida.Mas eu acabei, acho que não tinha um controle com botão Turbo ou quando eu tinha eu não cheguei a jogar Paperboy. Mas é uma coisa muito de umas décadas atrás, né? Hoje em dia a moçada não faz mais a cabeça.Toda moçada. Aí falando rapidinho, aí ampassando Blue Prince eDiálogo infinito sobre games via WhatsApp.Com João Varella, Alexandre Sato, Thomas Kehl, Marcos Kiyoto, João R e Marina Andreoli ⁠2 analógicos⁠

In dieser spannenden Folge von Reefing Made Simple spricht Reef Art & Design mit zwei besonderen Gästen: Denso von Denso's Reef und Socrates von Caesar Corals. Gemeinsam tauchen wir tief ein in die faszinierende Welt der Meerwasser-Aquaristik – von der Wissenschaft bis zur Videografie.

¿Ya nos siguen?, ¿Qué están esperando?

"Ya hemos hablado alguna vez de agujeros negros, pero no tanto de sus parientes políticos, otros objetos astronómicos que comparten con ellos las altísimas densidades, objetos compactos como estrellas de neutrones, enanas blancas y esas hipotéticas entidades que son las estrellas de bosones, agujeros blancos o, incluso, estrellas de quarks. Pues bien, en este capítulo le ponemos remedio, aunque sea, con una pincelada de cada uno (tras hablar largo y tendido de los reyes, por supuesto).Para hablar de ello contamos con nosotros con Daniela Pérez, que es doctora en Astronomía por la Facultad de Ciencias Astronómicas y Geofísicas de la Universidad Nacional de La Plata (UNLP), investigadora adjunta en el Consejo Nacional de Investigaciones Científicas y Técnicas (CONICET) y docente en la Facultad de Ciencias Exactas de la UNLP. Sus investigaciones, ahora mismo, se centran en agujeros negros, cosmología y gravitación."Un podcast de Diario La Razón, dirigido y presentado por Ignacio Crespo y producido por https://lafabricadepodcast.com

　スポーツランドSUGOで行われた2025スーパーGT第6戦の決勝途中の多重クラッシュにより、約1時間15分にわたって中断されたが、再開後の残り30分は、39号車DENSO LOBELCO SARD GR Supraと2 […]

Il Morning Show 15 Settembre 2025Sostieni anche tu questo programma...dona!https://buy.stripe.com/dR6bJU69Cf7k6WseUU

透過IC部落格格主謝美芳的採訪足跡，IC部落格不定期帶您透過IC之音的麥克風，從新竹，聽見科技地方大小事；歡迎鎖定收聽。

- Canada vs. U.S. Traffic Fatality Rates - Ford Posts $36 Million Q2 Loss - Ford Cuts EV Programs to Feed ICE - Could U.S. Tariffs Be Illegal? - Tariffs Hit Denso Profits - ZF to Accelerate Restructuring - Renault Makes Head of Purchasing the CEO - Honda Prelude Sneak Peek - IVECO Sells Truck Business to Tata - Mercedes Seizes 1.5 Million in Fake Parts

- Canada vs. U.S. Traffic Fatality Rates - Ford Posts $36 Million Q2 Loss - Ford Cuts EV Programs to Feed ICE - Could U.S. Tariffs Be Illegal? - Tariffs Hit Denso Profits - ZF to Accelerate Restructuring - Renault Makes Head of Purchasing the CEO - Honda Prelude Sneak Peek - IVECO Sells Truck Business to Tata - Mercedes Seizes 1.5 Million in Fake Parts

　7月27日、大分県のオートポリスでENEOSスーパー耐久シリーズ2025 Empowered by BRIDGESTONE第5戦『スーパー耐久レース in オートポリス』の決勝が開催され、ST-Xクラスの23号車TKR […]

Nuestra particular revisión al cartel del festival. Esta semana suenan: EIDER SAEZ – MIRUA – PABLOPABLO – HINDS – TATTA & DENSO – MARÍA ARNAL – XSAKARA – JULIETA – SAL DEL COCHE – CARLOS ARES – KNEECAP – SOFIE ROYER – MALKO – AMATEUR – JANUS LESTER – HIDROGENESSE – ALICE PHOEBE LOU – VIVA BELGRADO ---------- Cara B "Entre lo alternativo y lo emergente, en eso andamos". Programa emitido en Mozoilo Irratia, la radio de Galdakao, en la 97.5fm para toda Bizkaia y online en mozoiloirratia.eus/play. Escúchanos en directo cada miércoles de 20h a 21h.

Basketball: Evelyn Mawuli Joins Eneos after Receiving No Offer from Denso

Atal honetako gonbidatuak Arrasatetik etorri dira eta musika urbanoan ezagunak dira oso. Musika sortzeko duten egoeraz hitz egin dute eta musikarien artean sortzen duten kuadrillaz: Denso, Fane, Axeri, Etxepe…Norekin dute beef-a? Nor uste dute dagoela gain-baloratua? Zer eskatzen dute kamerinoan daudenean? Nor jo zuen Densok, eta zergatik?Juergaz eta parrandaz ere aritu dira eta anekdota ugari kontatu dituzte. Zer artistak harrapatu zuen Mutiko gaizki-esaka? Nolakoak dira intimitatean?Ez galdu atala!

In this episode, we sit down with Filip Smeets, Chief Commercial Officer at Ceres Power, to explore the company's solid oxide technology and its role in the green H2 revolution. Filip shares his journey from NEL Hydrogen and Hydrogenics to Ceres, diving into the dual capability of their solid oxide platform for both electrolysis and fuel cells. He highlights how this flexibility, combined with high efficiency and modular scalability, positions Ceres to transform hard-to-abate industries such as steel, ammonia and data centers. We discuss strategic partnerships with Shell and Denso, the importance of leveraging industrial waste heat, and how licensing accelerates global deployment. Filip also addresses the critical role policymakers play in driving infrastructure change and enabling clean energy adoption.

Women's Basketball: Fujitsu Wins W League Crown by Defeating Denso in Playoff

Shoot us a Text.Episode #1005: The biggest dealership groups continue their march toward market dominance while Toyota's hybrid boom is pushing suppliers to the limit. Meanwhile, Gen Z graduates face a tough reality as government hiring freezes throw career plans into chaos.Show Notes with links:The biggest names in auto retail continued their dominance in 2024, with the top 150 dealership groups expanding their footprint and market share. Growth, acquisitions, and shifting strategies defined the rankings, showing how consolidation is shaping the future of the industry.The top 150 groups sold over 4 million new vehicles in 2024, up 7.2% from the previous year, and now own 26.6% of all U.S. franchised dealerships, up from just 13.9% in 2011.Holman made the biggest leap, climbing 17 spots to No. 15 after acquiring Leith Automotive Group.Some of our other friends on the list: 140-DeMontrond, 134-Casa, 83-Sam Pack Auto Group, 80-Carter Myers Automotive, 70-DGDG, 60-Rohrman, 58-Bergstrom, 43–Ciocca, 32-Walser, 16-Ourisman“The top 10 reported owning 10.5% of U.S. dealerships, continuing the trend of industry consolidation,” said Mary Raetz, director of the Automotive News Research & Data Center.Toyota's hybrid strategy is paying off—maybe too well. Soaring global demand for its gasoline-electric hybrids has outpaced supply, leaving customers facing long wait times and suppliers scrambling to keep up.Wait times for Toyota hybrids range from 60 days in Europe to nine months in India.Parts shortages, including key components from suppliers like Aisin and Denso, are causing production bottlenecks.Toyota is ramping up output, including a $14B battery plant in North Carolina set to ship batteries in April.Global hybrid sales nearly tripled over five years, hitting 16.1 million in 2024.The surging demand has led to soaring dealership valuations in the US. According to Mercer Capital, Toyota dealerships in metro markets, particularly in Florida, can command valuation multiples as high as 10 times earnings in today's market.​​The class of 2025 is stepping into a tough job market, with tech downturns, federal hiring freezes, and economic uncertainty making it harder than ever for new grads to secure stable careers. Many are rethinking their career plans as public sector opportunities shrink.Government job applications nearly doubled in 2023, but hiring freezes have now put many positions on hold.Some federal job offers have been rescinded, and funding-dependent industries like nonprofits and universities are also feeling the squeeze.Economic shifts, including tariff concerns, have made companies hesitant to expand hiring.Many students are prioritizing stability over passion, with some opting for private-sector jobs over public service roles."The job market just seems super unstable in almost any field," said Tulane sophomore Katie Schwartz,Hosts: Paul J Daly and Kyle MountsierGet the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/ Read our most recent email at: https://www.asotu.com/media/push-back-email

Este episodio es DENSO, pero brutalmente valioso. Si tienes una marca o sueñas con construir una, esto te va a cambiar la cabeza. Hablamos con Borja Oria, socio de Arcano y uno de los cracks de banca de inversión en España, sobre cómo se venden empresas por millones… incluso sin facturar millones.Te explicamos qué buscan los inversionistas, cómo se mide el verdadero valor de una marca, qué errores matan deals y cómo inflar el valor de tu negocio con estrategia, marca y percepción. Esto no es humo: es cómo funciona el juego real. Y sí, hay fórmulas para volverte irresistible en el mercado (aunque no tengas miles de seguidores).Al final entenderás cómo crear una marca que los grandes quieran comprar. Y lo mejor: no necesitas ser gigante para hacerlo.La pregunta es: tu marca… ¿vale lo que debería?

O super-herói mais traumatizado da animação voltou e não poderíamos deixar passar, nerds! Confira neste NerdCast o que achamos da terceira temporada de Invencível e porquê essa foi de longe a melhor. OZOB: A CYBERPUNK BOARDGAME Faça parte do Financiamento Coletivo Internacional de OZOB: A Cyberpunk Boardgame: https://jovemnerd.page.link/Ozob_Gamefound_NerdCast CONFIRA OS OUTROS CANAIS DO JOVEM NERD  E-MAILS Mande suas críticas, elogios, sugestões e caneladas para nerdcast@jovemnerd.com.br APP JOVEM NERD: Google Play Store |  Apple App Store ARTE DA VITRINE: Randall Random Baixe a versão Wallpaper da vitrine EDIÇÃO COMPLETA POR RADIOFOBIA PODCAST E MULTIMÍDIA

"Cuéntaselo a Emma", donde tú eres el protagonista. Historias reales que no veras en jw.org. Si quieres APOYAR mi trabajo: Patreon: https://www.patreon.com/emma_mene Paypal: https://streamlabs.com/elrincondeemma Únete a mi canal!!: https://www.youtube.com/channel/UCYn9E0OZxM4L-MY3nV-FBNQ/join ---------------------------------------------------------------------------------------------------------------------------------------- Twitch: https://www.twitch.tv/emma_mene Instagram: https://www.instagram.com/elgranmene/ TikTok: https://www.tiktok.com/@el_rincon_de_emma Facebook: El Rincón de Emma Twitter:https://twitter.com/elrincondeemma2 ⚔️Discord: https://discord.gg/3tb93kf82p Spotify: El rincón de Emma Ivoox: https://tinyurl.com/y3glwygw Canal de covers: https://www.youtube.com/channel/UCr1iPF7GOeM2vUjfhmpH33g ➡️Canal de directos: https://www.youtube.com/channel/UCX8wZews2vAwvtLzjc4tKcQ Correo de contacto: elrincondeemma87@gmail.com ---------------------------------------------------------------------------------------------------------------------------------------- Mi cámara: https://amzn.to/3webd6S Cámara Web Directos: https://amzn.to/3H0btLJ Camara web secundaria: https://amzn.to/3XdjMcY Micro Shure: https://amzn.to/3EiEG3e Micro Blue Yeti: https://amzn.to/3W7AFnY Micro solapa: https://amzn.to/2Y9jXch Auriculares: https://amzn.to/3UNDQRc Mesa mezclas: https://amzn.to/3CKM1Y5 Stream Deck: https://amzn.to/3W6NQoY Anillo luces: https://amzn.to/3W0fa8s

‪@ManuelTurizoMTZ‬ presenta su álbum #201 en esta #entrevista exclusiva de #tumusicahoy #manuelturizo

- GM and Hyundai Going to Collaborate - Stellantis' Dealers Attack CEO - Stellantis Lacks Safety Ambition - Denso Building Unmanned Assembly Plant - Nuro Drops AV Pods to License Tech - Nissan Trying to Get Inventory Under Control - Fiat Cuts 500e Production - VW Gives New Taos More Power - 1st Level 4 Passenger AV

- GM and Hyundai Going to Collaborate - Stellantis' Dealers Attack CEO - Stellantis Lacks Safety Ambition - Denso Building Unmanned Assembly Plant - Nuro Drops AV Pods to License Tech - Nissan Trying to Get Inventory Under Control - Fiat Cuts 500e Production - VW Gives New Taos More Power - 1st Level 4 Passenger AV

Would you inject artificial blood if your life depended on it? Would you put your children on a self-driving bus? Can you trust AI CEOs that love being part of the World Economic Forum?Show NotesWEIRD CORNERSClinical trial on artificial blood cells to begin in JapanCommon wild amphibians banned from Yahoo auctionsTrain travels all day long with corpse aboard in Tokyo areaSOCIETY 5.0JR West now has giant robots performing maintenance work via VR-goggled operatorsUtilizing AI to realize demand forecasting and plan optimization for the global manufacturing supply chainPrime Minister Kishida announces that autonomous driving will be implemented at 10 locations, eliminating the need for a driverSelf-driving buses move smoothly through tunnels in Hokkaido's Kamishihoro townKawasaki City to begin demonstration experiment of self-driving buses that cross prefectural borders, the first in Japan, from January next year, aiming for "driverless" by 2027Tier IV, whose president is an autonomous driving engineer, is ranked "No. 1 in Japan" in fundraising! Survey conducted from January to June 2024Nissan-backed China's self-driving WeRide applies for IPO in U.S.Denso-affiliated J-QuAD sees second consecutive quarterly profit increase due to "special demand" caused by autonomous driving development?Toyota's research and development expenditure hits record high of 1.3 trillion yen! Will it be used for "Autonomous Driving" and "Woven City"?NEXCO Central conducts demonstration experiment of self-driving snowplow on Shin-Tomei ExpresswaySUPPLY CHAIN WARSChinese takeover of European seaports: EU turned a blind eye on security risks for years, experts say - Follow the Money - Platform for investigative journalismLinked by Russia, North Korea and Belarus vow ‘new era' of bilateral tiesJapan devising support plan on trade, decarbonization for Central AsiaUber, China's BYD, form partnership to deploy 100,000 EVs in EU and Latin AmericaTaiwan is readying citizens for a Chinese invasion. It's not going well.

#NHRA #NHRADragRacing2024 #DragRacing DENSO Sonoma Nationals winners, Bob Tasca, Aaron Stanfield, and Matt Smith join WFO Radio. Bob Tasca will talk 340 mph and the behind the scenes of his 3rd NHRA National event win. Aaron Stanfield also won his 3rd race of the season and gives the details of his final round win over Cory Reed in Pro Stock. Matt Smith won the GETTRX Pro Stock Motorcycle All-Star Call and swept the weekend at the DENSO Sonoma Nationals from Sonoma Raceway. Interviews on WFO Radio have become part of winning for drivers in the NHRA Drag Racing Series. As part of the National Hot Rod Association's Track Announcing team, host Joe Castello brings insights directly from the world of professional NHRA Mission Foods and Lucas Oil Series Drag Racing. NHRA results and news are featured in weekly livestreams, NHRA's Alan Reinhart and other NHRA stars including John Force, Ron Capps, Antron Brown, Steve Torrence, Justin Ashley, Josh Hart, Austin Prock, Greg Anderson, and Erica Enders all make frequent stops on the WFO Radio Podcast and livestream. MERCH: https://www.teepublic.com/stores/wfo-radio?ref_id=24678 PATREON: https://www.patreon.com/WFORadio APPLE: https://podcasts.apple.com/us/podcast/wfo-radio-podcast/id449870843?ls=1 SPOTIFY: https://open.spotify.com/show/0oo5mn0E3VmfhRCTHyLQIS GOOGLE: https://podcasts.google.com/feed/aHR0cDovL2ZlZWRzLmZlZWRidXJuZXIuY29tL1dmb1JhZGlv

#NHRA #DragRacing #JohnForce John Force's replacement driver is revealed! WFO Joe covers the story in detail with instant reaction from the audience. Hall of Fame driver Frank Hawley shares his opinion on the pick. Host, Joe Castello will recap the race from Sonoma Raceway, check out the highlights, and look ahead to the final 8 races of the season. Interviews on WFO Radio have become part of winning for drivers in the NHRA Drag Racing Series. As part of the National Hot Rod Association's Track Announcing team, host Joe Castello brings insights directly from the world of professional NHRA Mission Foods and Lucas Oil Series Drag Racing. NHRA results and news are featured in weekly livestreams, NHRA's Alan Reinhart and other NHRA stars including John Force, Ron Capps, Antron Brown, Steve Torrence, Justin Ashley, Josh Hart, Austin Prock, Greg Anderson, and Erica Enders all make frequent stops on the WFO Radio Podcast and livestream. MERCH: https://www.teepublic.com/stores/wfo-radio?ref_id=24678 PATREON: https://www.patreon.com/WFORadio APPLE: https://podcasts.apple.com/us/podcast/wfo-radio-podcast/id449870843?ls=1 SPOTIFY: https://open.spotify.com/show/0oo5mn0E3VmfhRCTHyLQIS GOOGLE: https://podcasts.google.com/feed/aHR0cDovL2ZlZWRzLmZlZWRidXJuZXIuY29tL1dmb1JhZGlv

Onlyfans ayyy ayyy ayyy castigado por muchos, amados por otros pero eso sí consumido por una GRAN cantidad de personas. Pachis y yo tenemos OF y en este episodio les compartimos un poco de nuestro viaje en este mundo, desde la culpa hasta el empoderamiento que nos ha otorgado. Pachis, mejor amiga, persona increíble te amo y gracias por venir a platicar al Podcasmo.

In this episode of The Sustainability Podcast, we delve into the cutting-edge advancements and strategic collaborations driving sustainability across various sectors. From Hitachi's predictive diagnosis service for air compressors and Hexagon's HxGN APM solution optimizing asset management, to Toyota and Pepco's innovative vehicle-to-grid technology research, we explore how these technological breakthroughs are fostering more efficient and sustainable industrial practices. We also highlight significant developments in transportation and mobility, including Hitachi Rail's acquisition of Thales' Ground Transportation Systems, NTT Data and DENSO's strategic partnership for software-defined vehicles, and AlphaStruxure's groundbreaking renewable energy-powered transit depot in Montgomery County. Furthermore, we cover key insights from the 2nd VDMA Industry Conference in Shanghai and the ACIEU Microgrid Conference, showcasing the impact of AI in manufacturing and the potential of microgrids in enhancing energy resilience. Lastly, we discuss the joint venture between SLB and Aker Carbon Capture, aiming to accelerate carbon capture adoption for industrial decarbonization. For a more in-depth analysis of these topics, visit arcweb.com and explore their blog section. Join us as we uncover how these innovations are shaping a sustainable future and driving progress across industries. Don't forget to subscribe to our podcast at www.thesustainability.buzzsprout.com for more insights and updates.--------------------------------------------------------------------------Would you like to be a guest on our growing podcast? If you have an intriguing, thought provoking topic you'd like to discuss on our podcast, please contact our host Jim Frazer View all the episodes here: https://thesustainabilitypodcast.buzzsprout.com

Depuis deux ans le gouvernement japonais investit très lourdement pour doper la production nationale de semi-conducteurs, un secteur où l'Archipel s'est fait distancer ces dernières décennies par ses voisins taïwanais et sud-coréen. 27 milliards de dollars sur trois ans ont été prévus pour relancer cette industrie hautement stratégique. Le Japon est-il en train de réussir son retour dans le secteur des puces ? La rapidité avec laquelle la première fonderie du géant taïwanais des semi-conducteurs, TSMC, a été construite en un peu plus de deux ans dans l'Archipel en témoigne. Inaugurée en février dernier, codétenue avec le conglomérat électronique Sony et l'équipementier automobile Denso, l'usine de Kumamoto a coûté plus de 8 milliards de dollars, dont plus de 40 % ont été apportés par le gouvernement japonais. Objectif : produire des puces entre 12 et 28 nanomètres que l'on retrouve par exemple dans les jeux vidéo ou l'électronique embarquée utilisée notamment dans l'automobile. Une deuxième, voire une troisième usine devraient sortir de terre dans les prochaines années. La rapidité est la clé dans l'industrie des semi-conducteurs, répètent les Japonais.À lire aussiSemi-conducteurs: le groupe taïwanais TSMC inaugure une nouvelle usine au JaponAvantages pour TaïwanCôté taïwanais, le groupe TSMC a trouvé une main d'œuvre très qualifiée sur place. Ce n'est pas le cas pour ce qui est de son autre méga-usine en Arizona, aux États-Unis, dont l'ouverture a dû être repoussée à 2025. Plus globalement, Taipei veut diversifier sa base de production, actuellement très concentrée sur l'île. D'où ces projets de construction d'usines aux États-Unis et en Allemagne. Pour Taïwan, c'est une question vitale. Plus les pays se sentiront liés à lui, plus ils seront solidaires face à l'éventuelle menace de la Chine, se dit Taipei. Et puis, le Japon est tout proche. Les deux pays veulent surmonter un passé douloureux, Taïwan était occupé par le Japon jusqu'en 1945, le courant passe apparemment.Côté JaponChampion des puces dans les années 1990, le Japon veut ramener la production des semi-conducteurs sur son sol. Durant la pandémie, en manque de vaccins anti-Covid, le gouvernement japonais s'est rendu compte de sa dépendance aux approvisionnements étrangers. Tokyo ne veut pas que cette situation se reproduise. L'industrie des puces fait désormais partie des secteurs hautement stratégiques pour le pays.Vers une production nippone des puces de pointeDans le Nord du Japon, un grand projet public-privé avance pour une construction d'une fonderie de puces de 2 nanomètres, soit les plus puissantes du monde, dédiées notamment à l'intelligence artificielle. Le consortium Rapidus, rassemblant huit entreprises japonaises, assure que son usine sera opérationnelle dès 2027. D'autres entreprises étrangères, comme Microsoft, Google ou Nvidia, investissent dans ce secteur crucial. Tous ces projets devraient propulser le Japon dans une nouvelle ère. Tout en garantissant un approvisionnement fiable, loin des tensions existantes entre les États-Unis et la Chine.À lire aussiLe Japon investit 3,6 milliards d'euros supplémentaires dans les semi-conducteurs

In der heutigen Folge „Alles auf Aktien“ sprechen die Finanzjournalisten Nando Sommerfeldt und Holger Zschäpitz über das Billionen-Szenario bei Eli Lilly, den Absturz von Roku und einen Aktienmarkt, der noch unter sein Hoch aus dem Jahr 1989 notiert und jetzt so richtig durchstartet. Außerdem geht es um DoorDash, Toyota, KDDI, Denso, Fujitsu, Shinko Electric, Nippon Steel, Hitachi, Dai-ichi Life, Fanuc, Komatsu, Panasonic, Mitsubishi UFJ Group, Toyo Suisan, Chugai, eGuarantee, Modec, Amundi Japan Topix (WKN: A2H58V), iShares Nikkei 225 ETF (WKN: A0H08D), Swisscanto Equity Fund Small & Mid Caps Japan (WKN: 658453) oder den Janus Henderson Horizon Japanese Smaller Companies (WKN: 972768). Wir freuen uns an Feedback über aaa@welt.de. Ab sofort gibt es noch mehr "Alles auf Aktien" bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Außerdem bei WELT: Im werktäglichen Podcast „Das bringt der Tag“ geben wir Ihnen im Gespräch mit WELT-Experten die wichtigsten Hintergrundinformationen zu einem politischen Top-Thema des Tages. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

- Ford Dealers Fight EV Mandate - ONE Lays Off 25% of Workforce - Toyota Shrinks Its Keiretsu - NLRB Rules in Favor and Against Tesla - Sweden Backs Tesla Lawsuit - New EV Benchmark 5 Mi per kWh - Toyota Unleashes New Tacoma

- Ford Dealers Fight EV Mandate - ONE Lays Off 25% of Workforce - Toyota Shrinks Its Keiretsu - NLRB Rules in Favor and Against Tesla - Sweden Backs Tesla Lawsuit - New EV Benchmark 5 Mi per kWh - Toyota Unleashes New TacomaThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/3270299/advertisement

I am thrilled to share with you the latest episode of the Jaded Mechanic podcast!

Is the time ripe for Japanese growth stocks? Donald Farquharson is Baillie Gifford's head of Japanese equities and knows the market better than most. In the latest episode of Short Briefings on Long Term Thinking he draws on a recent visit to the country to explain why conditions seem favourable for a cohort of domestic companies with long-term mindsets. Background There's a sense of renewed confidence and enthusiasm in the air in Japan. The country is home to the world's second-largest market for equities after the US, but it doesn't get a corresponding degree of attention from international investors. The reason is partly because of the nation's past weak economic performance. But a recovery is underway, and critically, many of its growth stocks have strong balance sheets, big ambitions and a positive story to tell. In this episode, Baillie Gifford partner Donald Farquharson draws on his experience of investing in Japan since 1990 to explain why he's particularly optimistic about the opportunities ahead for a select group of companies. They include the medical equipment maker Olympus, the car components manufacturer DENSO and the takeover advisory service Nihon M&A Center.He also shares why he thinks some misunderstand Japan and why it's no coincidence that many of the companies he backs are founder-run.Resources: Discovering the unsung superstars of Japanese technologyFrom Yahoo! to Z Holdings: the evolution of an online pioneerJapan: the small businesses with big opportunitiesInvesting in Japan: distance lends perspectiveDonald Farquharson's LinkedIn pageAiming High: Masayoshi Son, Softbank Group and Disrupting Silicon ValleyPast podcasts Timecodes:00.00      Introduction01:40        Investing in Japan in the 1990s03:00        ‘Undiscovered' Japan03:55        How banks and other businesses changed05:30      A sustainable recovery?06:45        An exciting time for growth companies07:45        Strong balance sheets08:15        Olympus and endoscopes09:45        Diversity on the board11:00      Nihon M&A Center and company takeovers12:50        DENSO, a major supplier to Toyota and others14:30        Toyota City, home to one million people15:35        Competition for car batteries16:30      Baillie Gifford's advantage in Japan17:45        Looking beyond the headlines18:20      Book recommendation: Masayoshi Son and Aiming High19:45        Investing in founder-led firms Follow us via:TwitterLinkedInEmail Companies mentioned include:DENSOKoganei Country ClubNihon M&S CenterOlympusPanasonicROHM SemiconductorSoftbankToyota

In this episode we talk to Daniel Wiegand, Co-founder & Chief Engineer for Innovation and Future Programmes at Lilium. He shares Lilium's vision to revolutionise regional air mobility by building the world's first electric vertical take-off and landing (eVTOL) jet.While most eVTOLs are seen as advanced versions of helicopters, Lilium Jet's unique design allows for passengers to be transported using vertical takeoff and landing, and then proceed with what they're terming “jet propulsion” for travel. The company expects its first eVTOL jet to enter commercial service by the end of 2025.Speaking about the future, Wiegand mentions that commercial operations are likely to start post certification in 2025, targeting the premium segment. He concludes by discussing their collaboration strategy, combining aerospace precision with automotive scalability, and how their carefully nurtured partnerships support a joint vision of sustainable aviation.Please note: This interview was recorded in April 2023. By the time of the episode release,  Lilium had completed its fourth and final Design Organization Approval by EASA, and had raised additional funding bringing the total raised this year to $292 million. If you LOVED this episode, you'll also love the conversations we had with Adam Goldstein, CEO and Founder at Archer Aviation; Bonny Simi, Joby Aviation's Head of Air Operations and People; and André Stein, Chief Strategy Officer at Eve Air Mobility.Learn more about the innovators who are navigating the industry's challenges to make sustainable aviation a reality, in our new book ‘Sustainability in the Air'. Click here to learn more.For more content on sustainable aviation, visit our website green.simpliflying.com and join the movement. It's about time.Links & More:The extraordinary batteries Lilium will use for its odd eVTOL approach - New AtlasHoneywell and DENSO are developing a motor for Lilium's eVTOL aircraft - Avionics InternationalLilium partners with Ferrovial to build network of 10+ vertiports in Florida - Vertical Mag Why eVTOLS will change the way we live, travel and spend time - SimpliFlying Joby wants to alleviate the pain and frustration of getting from home to your airline seat - SimpliFlying  Lilium completes final audit in major step towards achieving EASA Design Organization Approval - Lilium 

Pues Ignatius Farray y Miguel Maldonado han hecho todo lo que ha estado en sus manos para que este programa sea cada vez más DENSO. Tal ha sido el caso, que lo más hermoso que escucharán en este programa es un llanto.

Fresh back from Governor Gretchen Whitmer's business development mission to Japan, Battle Creek Unlimited's Joe Sobieralski returns to Community Matters.He discusses the multimillion dollar reinvestment by DENSO Manufacturing Michigan to modernize its Battle Creek plant - and, he says, why more such investments would be a good thing - even though they are not tied to producing additional jobs immediately.Episode ResourcesBattle Creek Unlimited websiteDENSO Manufacturing Michigan Inc. websiteABOUT COMMUNITY MATTERSFormer WBCK Morning Show host Richard Piet (2014-2017) returns to host Community Matters, an interview program focused on community leaders and newsmakers in and around Battle Creek. Community Matters is heard Saturdays, 8-8:30 AM Eastern on WBCK-FM (95.3) and anytime at battlecreekpodcast.com.Community Matters is sponsored by Lakeview Ford Lincoln.Battlecreekpodcast.com and The Richard Piet Show are Livemic Communications podcasts. Livemic Communications helps businesses, organizations and entrepreneurs create customized, purposeful podcast content.

In this episode, Bill and Andrew discuss the shades of variation: meeting requirements, accuracy, precision, and precision around variety. Is reducing variation to zero a good thing? Plus, Bill and Andrew share stories that offer practical ways to think about these concepts. TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for the day is The Paradigms of Variation. Bill, take it away.   0:00:28.1 Bill Bellows: Ooh.   0:00:28.1 AS: Exciting, exciting.   0:00:33.1 BB: Alright. So let me start off by saying this is episode number eight, and I wanna just make a couple comments about episode number seven, where we talked about "all straw" and "last straw" organizations also otherwise known as "me" or "we" organizations, or red pen or blue pen companies. And I just wanna burst a bubble and say neither one of them, neither organization exists, whether it's all or last or me or we. I view it as a... It's really a matter of which direction your organization is moving, it's a really simple model that I've seen get people to begin to appreciate what Deming's talking about, because I think that contrast is very much like a Deming organization versus a non-Deming organization. But instead of black-and-white thinking, there's really a continuum, and so I think... I just want to say at the beginning, it's really a question of which direction is your organization moving? Another thing I wanna throw out is... I don't think people know, I think absent an understanding of the System of Profound Knowledge, if you're in a last straw organization or a me organization, or a red pen company, I don't think you know that. I think if you become aware of Deming's work, you become aware of what could be. And I liken it to Dr. Deming saying, "How could they learn? How could they learn? The answer is frightening, how could they know?" So I think absent an understanding of The New Economics - Deming's work, I think it's hard to appreciate what you're missing.   0:02:11.4 BB: That you're being blamed for the grade, you're being blamed for the red beads. You're being blamed for the weather, if you're the weatherman. And the other thing that comes in mind there with that, "how could they know" is... There's a great video with Peter Senge, which he did a case with Dr. Deming, and there's a blog I wrote about it on the Deming Institute website if you just search for Peter Senge and my name. And you can find the blog as well as the link to the video. And in there Senge is talking about the present state of education systems and very much in this contrast of industrial and post-industrial, and he says, very much what it comes down to is, he says it's the water. He says, "We don't know what fish talk about, but you can be damn sure it's not the water." And likewise, I think people in a red pen company are not getting together. You and I talking about, "Andrew, this system sucks. I'm being blamed for the red beads," and I don't think we're the wiser. Now, if you turn me on to The New Economics. And we started listening to DemingNEXT and we became aware. But absent that, I think we're both frustrated, but we wouldn't know better. Alright, it's on the topic of variation.   0:03:30.8 AS: It's...   0:03:31.5 BB: Go ahead Andrew, you wanna say something?   0:03:32.4 AS: I was just gonna say that... That's where I think Dr. Deming's making the point of the difference between training and education. Education is the idea of bringing outside ideas into your mind, into your business, as opposed to training, which is trying to upgrade skills. And I had a little story of that when I was a head of research at an investment bank in Thailand. The whole job of a head of research is managing all these analysts who are writing research reports on company A, buy company A, sell company B for our institutional clients. And the job of a head of research is to try to manage that schedule. And you know that analysts are always gonna be interrupted and clients are gonna call, the market's gonna do this. So they're very rarely on time when they say that they're gonna finish something. So you're constantly scrambling for the morning meeting, because on the morning meeting you gotta have a story.   0:04:22.0 AS: And so that was just the job of a head of research. So I did that really well, managing them and, kind of, all that. And then I went to the number one investment bank, the number one broker in Thailand as the head of research. And I asked them, "So how often do you guys miss?" And they said, "Never." I said, "That's impossible." Because I've spent my whole career managing the flow of analysts. They said, "No, we never miss." When an analyst is gonna be on, they're always on. "And how do you do that?" "Well, we do a three-week-ahead schedule, everybody knows that you are held accountable for being that person on that day. And if you find out that you can't do it, you're gonna talk to someone else and rejigger it and say, hey, could you do Friday? And I'll do Monday the next week?" But they never miss. And I just thought, like the water, I never even knew I could go to a different level.   0:05:15.0 BB: Yeah.   0:05:16.8 AS: And then I went to a different level.   0:05:19.8 BB: Yeah, it's...it's the ability to step back. Alright, so on the topic of the paradigms of variation, I wanna throw out four words. Variety, variation, accuracy, and precision. A variety is, there's red beads and white beads, that's variety. There could be, eight different colors, that's variety, sizes of pants 32 waist, 32 length, that, to me that's variety. As opposed to variation is that a 32-inch waist or a gallon of gasoline, every time you go to get the gallon, you get a gallon of gasoline, it might not be exactly a gallon, that's variation. The reason I throw those out to begin with is that Dr. Deming is known in some circles back in the '80s, he was interviewed by somebody at the, I think at the BBC in England and an interview ends with him, with the interviewer saying, "Dr. Deming, if you could condense your philosophy down to a few words, what would it be?" And I thought, he's gonna say... He is just gonna reject that, that "I can't be condensed." No instead of that, he says, "Reduce variation." And I thought, "Oh, no... "   0:06:50.4 BB: So, and there are people alive and well today in the Deming community, who will quote that to me? "You know, Bill, Dr. Deming said, we gotta shrink variation to zero." And I said, "So, is he saying we all ought to be the same size? We ought to be the same skin color? Is he saying that he doesn't like diversity? What does that mean? And same religion?" I mean, you could look at religions as variety, and then you could say within each religion there's variation. So part of what I wanna get at today is what I think is confusion as to what he meant by shrinking variation to zero. So there's variety, variation. Accuracy is that when I get a gallon of gas, is it a gallon, or is it a couple ounces high, a couple ounces low? You go to the gas station, you'll see a sticker on the pump that says that it was calibrated to some standard, when you go to buy a pound of meat, are you getting a pound? Are you getting 15 ounces? And so the National Bureau of Standards is looking at accuracy, are all these things... Is every customer in the United States getting a gallon's worth of milk?   0:08:15.3 BB: Now, so that's accuracy. Precision is the idea that you get the same value each time, so I could go to the scale and it measures exactly a pound, exactly a pound, exactly a pound. But is that pound the same pound as the National Bureau of Standards pound? So I could be. 0:08:37.3 BB: Sorry about that. I could get the same value each time, and that's precision, but that's not to be confused with accuracy, so I just wanna throw those terms out. Relative to shrinking variation to zero, shrinking variation to zero which I, for the record, do not believe in. Dr. Deming would say anyone could accomplish anything if you don't count the cost. I think if you start to look at what is the benefit of having less variation versus the cost of that, then we can get to some point that makes sense economically as in The New Economics. But this idea of driving defects to zero, driving variation to zero without looking at cost.   0:09:24.1 BB: And you can look in The New Economics, we'll come back to this in a future episode. He definitely had in mind that you have to consider the cost, in fact, Dr. Deming would say, anyone could accomplish anything if you don't count the cost. But there's a... What I wanted to reference is a book by Peter Block called 'The Answer to How Is Yes' and what Block talks about is... Could be like, how...we get focused on, we're gonna go off and reduce variation, we're gonna go off and drive variation to zero or non-value added to zero. What Block talks about that I really appreciate, that I think Dr. Deming appreciate is, why? Why did... Let's step back a minute, and so part of what I wanna get at tonight in this paradigms of variation is the 'Why' piece. Okay. So the first example I wanna look at a variation is throwing darts okay? And hopefully that makes sense, you're throwing darts in a dart board and imagine meeting requirements is being on the dart board, so imagine it could be a foot in diameter.   0:10:29.4 BB: And in terms of meeting requirements, you wanna be on the dart board. So I throw it three times, and if you get three that are really close together, they may not be on the bullseye, and that says, I'm very precise, but if the three are not on the bullseye, then that's not very accurate. So again, throwing three and getting really, really consistent is one thing, but then how do I move that to the bullseye? So that's an idea that I could first focus on precision, and then often I find that if I could just slightly adjust my release or my arm, then maybe I could then move it over, so I wanna look at that.   0:11:14.7 AS: And moving over is accuracy or?   0:11:17.5 BB: Moving it over is accuracy.   0:11:19.2 AS: Okay.   0:11:19.5 BB: I mean, so the first thing could be, I'm just looking for three...   0:11:22.5 AS: Get on the board.   0:11:23.6 BB: I wanna be consistent.   0:11:25.9 AS: Yep.   0:11:26.6 BB: And then make the adjustment, 'cause I find often it's easier to make the adjustment, I think it's a lot of work to get consistency. So I just want to separate those out as two different strategies.   0:11:39.2 AS: Yeah, just go to the bar and start throwing darts and you'll see it's a lot of work. Yep that helps, that helps, that helps us to understand it.   0:11:45.9 BB: Alright, so next. Next I wanna talk about what I refer to as the Two Distributions Exercise, and so here's the context. Imagine that you are in the procurement organization, and your job is to make a decision as to who to buy a given product from. So your company goes out and gets quotes from four different suppliers, and they provide you with the information. And for simplicity, let's say what you're buying are these metal tubes and... Short metal tubes perhaps used in plumbing, they're a given length, a given diameter. And imagine these four suppliers come back to you. And again, you're the procurement person, "Who are we gonna buy from?" They come back and they say, they quote you the price, and they quote you exactly the same price. All four of them quote you exactly a dollar each, $10 each. It's like, "Holy cow, they're the same price."   0:12:46.2 BB: Imagine also, they quote the same delivery schedule. So you've got a plumbing supply, you need lots of these, they all tell you they're gonna give you the volume that you need. So I think, "Gosh, volume-wise that's the same, cost-wise, it's the same." Now imagine what they tell you is relative to meeting the diameter, let's say it's the outer diameter is really critical to how these things fit together. And they quote you and say, "All the outer diameters will meet requirements." They're gonna take care of the scrap and they're gonna get rid of the red beads. All the tubes they will send will meet requirements, guaranteed. And you're thinking, "I want that same schedule, same costs, same quality," now what? Well, now imagine they send you the distributions from the control charts and they tell you that these distributions, you're thinking, "Holy cow, these suppliers are using Cisco process control." And they provide you with the histograms, and they say, "These distributions will never change, shape or location." Holy cow.   0:13:49.6 BB: And then added onto that is that you're gonna use them as is. So you're not gonna take them and modify them, you're just gonna bring them into the inventory and send them off to the plumbers to use. So you're saying, "Okay, the process is in control, the level amount of variation, location is predictable, stable, forever. How could I go wrong?" And then the last thing they tell you is, procurement that, "Here's the lower requirement, here's the upper requirement, and here's the ideal value." And so then you end up with two distributions. If I was confusing, I meant to say two, not four [chuckle]   0:14:24.1 BB: Alright, so imagine you've got two suppliers and the one distribution goes from the lower spec to the upper spec. And let's say it's a normal Gaussian distribution and it starts at the low end, goes up, high in the center, then off to the other, and that's supplier A and then imagine the other supplier uses 10% of the variation, but is towards the upper spec so it's far more uniform, but it's off of the ideal value. And so I've been using those two distributions with people as an ideal scenario saying, "You're never gonna have all that information, let alone that's all the same." And very deliberately, what I want people to do is say, if it's the same price, same schedule, zero defects, guaranteed, distributions never change and you're looking at the lower spec, the upper spec, and you're saying, "Okay, so one distribution, it has more variation, but the average is right in the middle, which is the ideal value. And the other one is shifted towards the high end of the tolerance, but incredibly uniform," who do you choose?   0:15:38.3 AS: So it's a tall curve?   0:15:39.4 BB: It's a very tall curve, let's say it uses 10% of the variation, 10% of the tolerance and so I've been using that going on 30 years, and I'll have 30 people in the room and I'll ask them to write down on a three by five card, "Who would you buy from?" And I'll say, "Here are the choices you can buy from the, the one that's the widest, we'll call that supplier A and supplier B is the narrow one to the right, or You could say it doesn't matter." And what I find is incredibly consistent inside and outside of Rocketdyne and literally around the world is the majority of people will take the narrow distribution, to the right will call that supplier B, what I ask them, "Why do you like supplier B?" To a person they will say, "It's more consistent, there's less variation." And I say, "Less variation from what?" "Well, less variation from each other." Well Andrew, that's precision.   0:16:40.9 BB: And then I ask the others, and my find is three quarters of the room will take that distribution, the one which is precise. And for the ones who are focusing on the wider distribution, where the average is on target, I say, "Why do you like that one?" And they say, "Because it has less variation from the ideal value." Alright? And so I wanna throw that out is part of the confusion I find inside and outside of the Deming community, in the world of Six Sigma quality distribution B, using a smaller percent of the tolerance, is, has the higher process capability index. 'Cause what that index is doing is comparing the amount of variation, the width of the variation to the overall tolerance. And the idea that you're using a smaller portion is valued. And I said, "Okay, well that's not quite the same as what Dr. Taguchi is talking about. What Dr. Taguchi is talking about," and this one we'll get into in a later episode, "is the closer you are to the ideal value, what you're doing is affecting how this is used in a greater system, so if I'm at home cutting a piece of wood to a given length and I want it to be closer and closer to the ideal value, then what I'm gaining is making it easier to put that piece of wood, or whatever I'm making, together.   0:18:00.5 BB: And I find that people who preferred distribution B are really confused 'cause in a big way what they're saying is, "I don't care about where I am within, all I care about is using a small portion of the tolerance." And then when I press on that more and more, they say, "Well, I want fewer and fewer defects." I said, "Well, zero defects is guaranteed, so if you really believe in zero defects as the goal, then you should have said it doesn't matter." And so the reason I wanna talk about the paradigms of variation is that one: variation is one of the elements of the System of Profound Knowledge and it's not just the variation in the number of red beads, right?   0:18:58.0 BB: And not to dismiss that the variation of the red beads is caused by the system. But what I've tried to bring to these episodes interviews with you is what I learned from Dr. Taguchi is the variation in the white beads and what is the impact of the variation on the white beads. And if we ignore that, then what we're saying is, "As long as you meet print, that's all that matters at the end of the day." And I'd say if that's where you're going then, then you could do the same thing with Lean or Six Sigma operational excellence. What differentiates Dr. Deming's work, I believe in terms of his appreciation of variation as an element of Profound Knowledge, is what he learned from Dr. Taguchi. That the closer we are to the ideal value, that affects how the system, which is another element of Profound Knowledge, comes together.   0:19:53.8 BB: All right, so going back to those two examples, what I started to do, one is I was detecting that less variation, less, I was detecting within Rocketdyne and elsewhere that there was a far greater regard for less variation, less variation from each other than being on target. And I was just wanting to one; find out why does it matter if all you have to do is meet spec? Why does it matter? So relative to the paradigms of variation, and this was back into the mid '90s when I was working with some people in manufacturing and was greatly confused over this, and the confusion was, "Is it enough to meet print, Bill? You're not sure? And then we've got these capability indices. We want to use a small portion of the tolerance and then we've got this, "Bill you're telling we wanna be on target, help me understand that."   0:20:49.7 BB: Was what these guys were asking for. And the paradigms of variation that I come up with. And I described it, I said, "Well, let's look at it this way." I said, "There's this thing called... Let's call it paradigm A, and Paradigm A is meet print." All that matters at the end of the day, we wanna meet spec. So.   0:21:06.4 AS: When you say meet print, print is a kind of a word that maybe not everybody understands what that means.   0:21:12.7 BB: Thank you.   0:21:12.9 AS: What, that means spec?   0:21:13.6 BB: Meet the requirements.   0:21:14.6 AS: Meet the requirements.   0:21:15.6 BB: Meet the requirements. And so we want the meeting to start anywhere between here and here. And as long as we're in between... So "meeting requirements" such that everything is good, is paradigm A. And so if you went back to those... Looking at those two distributions, if you said it didn't matter which one to take, that would be the paradigm A answer. And that's rarely the case. And so what I was poking at with people is, "You tell me you're striving for zero defects, and then when I give you that information that there's zero defects, why does that not trigger you to say it doesn't matter?" Because there's something else going on. So then the idea that we want incredible uniformity, precision, that's what I refer to as paradigm B.   0:22:07.3 BB: And as I mentioned earlier, that is the dominant choice. We want narrow distributions. We want what people refer to as "piece to piece consistency" to be differentiated by the second most popular answer is being on the ideal value what Dr. Taguchi would call the target, which is what I refer to as paradigm C. So in explaining these three paradigms to these manufacturing folks, I said each of them has a goal. So the goal of paradigm A is to meet requirements, but they not only have a goal, they also have an approach. And their approach typically tends to be, "If you're slightly out measure again, if you're slightly in you're good. Can we change the requirements?" And so I thought as... The paradigm A solutions are all about playing with those lines, moving them in, moving them out.   0:23:01.1 BB: Paradigm B, which has a lot to do with, I find within Six Sigma quality, is we wanna have a given fraction of a percent of the tolerance. And these indices, the Cpk Cpk, Cp Cpk, and others, there'll be goals of, "It needs to be 1.33 or 2.0, or 1.67, and we wanna strive for Six Sigma quality." Well, the question I ask those people is, "How much money are we gonna spend to achieve Six Sigma quality? And is there a corresponding benefit?" And I don't get an answer. But so the paradigm B approach would be to take the distribution, and try to make it narrower, but narrow to the point that we're only using, 10% of the tolerance. And again, what bothers me about that is that it's not addressing what Taguchi's talking about, which is what we're doing at home.   0:24:04.8 BB: Whether it's baking something, we want the temperature to be close to 350 or, whatever it is we're doing. We're, looking for accuracy in how we're pulling something together, is we're looking for an ideal value. And there, what we're trying to do is, as I mentioned earlier, we're striving for, "Can we get precision and then can we make the adjustment to achieve accuracy?" And instead of just saying, "We wanna achieve some given value." To me, what I tell clients I work with and students in my classes is, "What is it gonna cost to achieve precision, to then focus on accuracy? How much money are we gonna spend on that? And what is the benefit?" And the benefit will be improvements downstream, which is looking at things as a system. And what we'll talk about in a future session, looking more at this is examples of things I've been involved with, that address this idea of not reducing variation to zero, but to me it's about managing variation and having the appropriate amount of variation, knowing that it could never be zero.   0:25:18.1 BB: But, does it...am I in a situation where meeting requirements is all I need to be. In the world of baseball there's a strike zone. You've got a batter coming up who can't hit the ball no matter what, and you say, "Well, it doesn't matter where it is. Just get it into the strike zone." The next batter comes up. And that batter is very determined to make... And you're trying to get the ball around the bat. Now it depends on where you are within the strike zone.   0:25:46.6 BB: Alright. So the other paradigm I wanna get into, and then we'll call it over, is, paradigm D. So there's A, is meet requirements, that's all that matters. B is, I'm looking for precision. C is, I'm looking for precision followed by accuracy. Paradigm D when I explained this to Dr. Taguchi in the late 1990s, and he said, I need to differentiate having one ideal value so I can be working in a place where all the tubes we make are one inch in outer diameter. And, so there's one ideal value, well, maybe what the company is doing is getting into variety and having different outer diameters. One inch, half inch, three-quarters of an inch. And in each case they're looking for accuracy, but accuracy around different values. And that's what Dr. Taguchi would refer to as... Well, he and I agreed to call it paradigm D, which is precision around an ideal value. But depending on your product line, you may have ideal values for different customers. And that's called variety. And so paradigm D is about precision coupled around varieties. So I just wanted to throw that out as well in our session.   0:27:16.7 AS: And the risk that you're highlighting is that somebody who's skilled in Six Sigma or some other tools will be patting themselves on the back, that they've got a very narrow distribution in that... And it's inside of spec and therefore they've done their job.   0:27:39.4 BB: Yes. Well...   0:27:40.1 AS: And what you're highlighting is that there is, there is an additional cost to the business or additional benefit if that narrow distribution could be moved to the target value?   0:27:58.2 BB: Well, here's what I've seen. I've seen organizations go from a really wide distribution where, in the assembly process, they need all those different sizes to put the puzzle together. And then somebody comes in and shrinks the variation to a fraction of that, not taking into account how they're used, and instead of going around and having all the different sizes to put the puzzle together, they can no longer do that. So what I'd say, I've seen plenty of examples where a given amount of variation that people are used to, that they're accommodating could be quite well until somebody comes along and gets rid of those other options.   0:28:48.2 BB: So I've seen variation reduction gone sour, a few times leading to some near catastrophic failures of a rocket engine because we're just looking at something in isolation. And, so I went to a very senior executive in that timeframe and I said... 'cause there's this big push in the company and we gotta reduce variation, "We gotta reduce variation." And I went to him and I said, "If we have a choice between shrinking the variation and doing nothing, I'd say do nothing." And he is like, "Well, what do you mean?" And I went through and explained this scenario with him and he said, "Oh, I've never seen anything like that." And I thought to myself, "You must have worked for companies that make the tubes, but don't use the tubes."   [laughter]   0:29:33.4 BB: I said. And so, this is why when I hear people talk about reducing variability, reducing cost, trying to make improvements, and again, we'll look at this in a whole nother episode, is my concern is are they thinking about that part in isolation? Are they thinking about how that fits into a greater system? So whether it's reducing the variation in the outer diameter, whether it's reducing the cost, if they're focusing on that as a KPI, and not looking at how that KPI fits into a greater system, I'd say I'd be nervous about that.   0:30:17.4 AS: One of the interesting examples I remember from when I was young and in maybe business school or whatever, was when Toyota came out with Lexus and they talked about how they spent a huge amount of time reducing variation in every part so that you had a much smoother and more quiet ride, and the reliability was better and better. And they talked about the pursuit of perfection was the tagline that they did. But it made sense to me that, many people would be... Many companies are satisfied with a certain amount of variation.   0:30:54.8 AS: When if they could get it more narrow around the desired outcome, then the knock on effects, particularly for a new company, maybe for an old company, and the knock on effects basically lead people to go, "Go back we want more variation," because you're screwing up everything downstream. But if you're building an operation where you can get more and more narrow distribution around the target output, the target desired output, then you're bringing benefit all the way down the line for the business. What have I got right and what have I got wrong out of that?   0:31:33.2 BB: Well, that's fantastic. And a couple things come to mind. I really appreciate that question. Andrew, if you were to do a Google search for Dr. Taguchi and Toyota, because this idea of being on target associated with what he referred to as the quality loss function, which again, will be a focus of another episode, I'd rather one, look at it as an integration loss function, just to reinforce the idea that being close to the ideal value is about improving integration. And that's it.   0:32:12.7 AS: When you say integration, what do you mean?   0:32:15.5 BB: Who's gonna use that tube? What are they gonna do with it?   0:32:18.1 AS: Okay. So downstream, integrating the process with the downstream.   0:32:20.5 BB: And so if I'm not looking at how the doctor fits into the system, how the tube fits into the system. So what I find is in the Taguchi community, people will say, Dr. Taguchi worked with Toyota back in the '50s and '60s. Dr. Taguchi and Deming met for the first time in the mid '50s in India. Dr. Taguchi was honored with the Deming prize in literature in 1960, and they would've met then. Don Wheeler in his books on Statistical Process Control, and inside the cover it will say, "In September 1960, a new definition of quality being on target with minimum variation." So there's all that. So what I've tried numerous times over the last 30 years is searching for documentation of Taguchi's influence on Toyota. I found nothing.   0:33:10.7 BB: And, so here I'm flying back from Japan, having gone there while Rocketdyne was owned by Boeing to explain these concepts to people at the Mitsubishi Heavy Industries, which is the largest aerospace company in Japan.   0:33:25.1 BB: There was a big partnership going on between Boeing, the division I worked for at Rocketdyne was part of Boeing. And, Boeing's, at that time, largest supplier in the world was MHI. So I was on a study team to go over there to... And I explained these ideas to them. They knew nothing about this. They were focusing on uniform... They were focusing on... Their quality system was precision, not accuracy.   0:33:47.6 BB: And I was explaining what we were doing with that. Well, flying home, I was sitting in business class, sitting next to me is a young engineer, flying out of Tokyo. He is Japanese. And now we started talking. Turns out he is a graduate of Cal Poly San Luis Obispo in California working for Toyota at the NUMMI plant. And I explained to him red pen and blue pen companies, he loved it. I explained to him the paradigms of variation. And he says, "Bill," he says, "I'm coming back from working with supplier to get them to focus on the ideal value." He says, "That is the thinking we use."   [laughter]   0:34:29.2 BB: He says they wanna change the tolerance. And I'm telling him, "No, you've got to hold that target value." So you can search the Internet, you won't find this. And so there's two data points I want to get before we close. So one is that the majority of the flight coming home was me explaining this stuff to him, and then afterwards maintaining a relationship with him and his boss and looking to see if I could learn more.   0:34:56.0 BB: But he was... For him to say, "That's exactly what we do." Well then I spent several years poking Dr. Taguchi about his loss function concepts and all, and he said, "No company in the United States uses the loss function." And I said, "Really?" He says, "No." He said, "The leading users in Japan are Toyota and Nippon Denso," now known as Denso, a major supplier to Toyota.   0:35:21.1 BB: And I said, "What do they do with it?" He says, well, he says, "Bill, they have a database of loss functions for how different things come together." He says, "They have a database for the impact of variation." And I said, "Really?" I said, "How do they use it?" He said, "They use it to guide their investments." That's what you're talking about, Andrew. But you won't find that on the Internet. I've not found that in any literature.   0:35:51.1 BB: So, those are two things that I hold there. I believe Toyota is using this somewhere deep in the organization as evidenced by this young guy. And my interest is to expand that appreciation within our community in The Deming Institute, that it is not about uniformity. It is not about precision. And, that improving precision could make things worse. [chuckle] If you're not focused on accuracy, then the question becomes, "Is every situation worth accuracy?" And the answer is, "No. You've got to look downstream."   0:36:29.6 AS: Okay. Now it's time for me to ask the question that was asked of Dr. Deming.   0:36:34.8 BB: Okay.   0:36:35.9 AS: Explain it in one short sentence. What do you think the key takeaway is from this excellent discussion?   0:36:44.8 BB: I think what's really important is the need to manage variation, which is the same thing as Akoff would say, the difference between managing actions and managing interactions. The idea is that how I accomplish my task depends upon how you're using it. And so for me to blindly meet a requirement from you not knowing how you use it, well, whether that's you asking me to clean the table and I don't know anything about the table, you saying, "I need you to meet these requirements."   0:37:21.2 BB: You saying, "I need this by tomorrow." And I say, "What do you mean by tomorrow, Andrew? Tomorrow at eight o'clock, tomorrow at nine o'clock?" And so I think what Deming's talking about is if I just blindly take a set of requirements and meet them in a way that I interpret without asking you for clarification, is not teamwork.   0:37:41.7 AS: Great.   0:37:44.1 BB: So I need to know how you're using this.   0:37:47.1 AS: And, that's a great lesson. And I think what it's telling us is the idea of communicating and cooperating and getting to the next level has to do with really understanding what the next process is doing with it, and how what you're delivering could be improved so that the improvement is measured by a benefit to the next and the next and the next profit process. Not as a loss to the next one, which is what you explained about if variation got reduced, all of a sudden people weren't built for handling that.   0:38:23.2 BB: Well, and let me throw one other thing out along those lines. And as a colleague of mine in Amsterdam says to people in the Lean community says, "How does Lean...how does implementation of Lean explain why we love Toyota products? How does it explain the reliability of the products? We buy nothing but Toyotas." Now, we've had bad luck with Toyotas, which people I met in business school classes told me, "You never buy anyone's first model even Toyota."   0:39:03.8 BB: So we will only buy Toyotas, but we'll never buy the first model year. And I'm buying it because I want it to start every single time. I don't want a car where I've gotta replace the water pump. And so for our listeners, if you wanna have customers revere your products for the reason, I think, many people revere Toyota products, I think what we're talking about tonight is a significant part of what makes those parts come together and those cars last so long.   0:39:41.3 AS: Bingo. Bill, on behalf of everyone at The Deming Institute, I want to thank you again for the discussion. And for listeners, remember to go to deming.org to continue your journey. This is your host, Andrew Stotz, and I'm gonna leave you with one of my favorite quotes from Dr. Deming, which is, "people are entitled to joy in work."

#NHRA #DragRacing #Sonoma J.R. Todd and Justin Ashley breakdown their winning ways following the DENSO Sonoma NHRA Nationals. Kalitta Motorsports DHL Toyota GR Supra Funny Car driver J.R. Todd recaps his team's strong Western Swing, and Phillips-Connect Top Fuel points leader Justin Ashley gives the details of his 5th win in 2023. The NHRA Camping World Drag Racing Series is entering a critical part of the season with just Kansas and Brainerd remaining before the Dodge Power Brokers U.S. Nationals. Interviews on WFO Radio have become part of winning for drivers in the NHRA #DragRacing Series. Host Joe Castello has over 30 years in drag racing, and it shows. As part of the National Hot Rod Association's Track Announcing team, Castello brings insights directly from the world of professional NHRA Camping World and Lucas Oil Series Drag Racing. NHRA results and news are featured in weekly livestreams, NHRA's Alan Reinhart and other NHRA stars including John Force, Ron Capps, Antron Brown, Steve Torrence, Greg Anderson, and Erica Enders all make frequent stops on the WFO Radio Podcast. PATREON: https://www.patreon.com/WFORadio MERCH: https://www.teepublic.com/stores/wfo-radio?ref_id=24678 Apple: https://podcasts.apple.com/us/podcast/wfo-radio-podcast/id449870843?ls=1 Spotify: https://open.spotify.com/show/0oo5mn0E3VmfhRCTHyLQIS Google: https://podcasts.google.com/feed/aHR0cDovL2ZlZWRzLmZlZWRidXJuZXIuY29tL1dmb1JhZGlv Free Mobile App: https://wforadio.com/m/

MICHAEL, O SORVETEIRO MOLESTADOR - UMBRAL DENSO - ESTUDO DO LIVRO --- Send in a voice message: https://podcasters.spotify.com/pod/show/espiritismobrasil/message

Mike Martyn is the Founder and President of SISU Consulting Group, and international consultancy supporting more than 500 organizations in 22 countries. Over the past 20 years, Mike has also contributed hugely to the development of the Shingo Model and Assessment Framework, is Director Emeritus of the Shingo Institute, a 3x Shingo Prize winning author and Lifetime Member of the Shingo Academy.One of Mike's primary roles with SISU is the development of leaders at each level of the organization. In this role, Mike has trained and personally coached thousands of leaders through his live workshops, online development courses, executive coaching, and Coaching Camps.Mike's experience with the concepts of omotenashi, kaizen and ikigai come from his extensive travels to Japan. Beginning with a business trip in 2004, Mike has spent countless hours learning about Japanese culture and benchmarking world-class kaizen cultures. Beginning in 2011, Mike opened up these trips to other business leaders, and in 2013, he organized the first Japan Study Tour for the Shingo Institute.Since 2013, Mike has traveled back and forth to Japan an average of twice a year, focusing his time on his own personal development as well as coaching others. During his visits, Mike has been asked to be a guest lecturer at numerous Japanese companies and share his approach for creating team-based daily kaizen cultures as described in his Shingo Award Winning book, Own the Gap. Over the years, Mike has also had the opportunity to gain “behind the scenes” access to some of Japan's top companies; Honda, Denso, Nissan, Toyota, Ina Foods, and TESSEI, to name a few.The visit to TESSEI in particular would help shape his understanding of what defines great leadership, and serve as a catalyst to bring his 20 years of experience together into a model for leaders. Over a period of two years, Mike met with, learned from, and collaborated with TESSEI's Former Chairman, Teruo Yabe. These sessions, in addition to Mike's work with other Shingo-winning clients led to the publishing of Management for Omotenashi.Link to claim CME credit: https://www.surveymonkey.com/r/3DXCFW3CME credit is available for up to 3 years after the stated release dateContact CEOD@bmhcc.org if you have any questions about claiming credit.

O RELATO DE UM EX MILIONÁRIO NO UMBRAL DENSO - ESTUDO DO LIVRO --- Send in a voice message: https://podcasters.spotify.com/pod/show/espiritismobrasil/message

UM ESPÍRITO ESGOÍSTA NO UMBRAL DENSO - ESTUDO DO LIVRO --- Send in a voice message: https://podcasters.spotify.com/pod/show/espiritismobrasil/message

The situation in Russia's war against Ukraine, and Mr. Putin's frustration with his intelligence services. Provocations, state-hacking, and influence operations in a hybrid war. Lapsus$ hits Ubisoft with ransomware. LockBit hits Bridgestone America. The Escobar banking Trojan is out in the wild. Kaspersky source apparently not compromised after all. Dan Prince wonders if we are properly preparing for the roles of tomorrow? Rick Howard is pulling on the kill chain. And the wayward aim of public opinion. For links to all of today's stories check out our CyberWire daily news briefing: https://thecyberwire.com/newsletters/daily-briefing/11/49 Selected reading. After more than two weeks of war, the Russian military grinds forward at a heavy cost (Washington Post)  Ukraine war latest: Talks resume as Russia strikes Kyiv (BBC News)  US view of Putin: Angry, frustrated, likely to escalate war (AP NEWS)  Kremlin arrests FSB chiefs in fallout from Ukraine chaos (Times)  Russian Cyber Restraint in Ukraine Puzzles Experts (SecurityWeek) Russia's cyber offensive against Ukraine has been limited so far. Experts are divided on why (KESQ) ‘ Not the time to go poking around': How former U.S. hackers view dealing with Russia (POLITICO) We're seeing 800% increase in cyberattacks, says MSP (Register) Russia makes claims of US-backed biological weapon plot at UN (the Guardian)  Russian media spreading disinformation about US bioweapons as troops mass near Ukraine (Bulletin of the Atomic Scientists)  Russian TikTok Influencers Are Being Paid to Spread Kremlin Propaganda (Vice) The White House is briefing TikTok stars about the war in Ukraine (Washington Post)  Android malware Escobar steals your Google Authenticator MFA codes (BleepingComputer)  Google Attempts to Explain Surge in Chrome Zero-Day Exploitation (SecurityWeek) Google: We're spotting more Chrome browser zero-day flaws in the wild. Here's why (ZDNet). Ubisoft says it experienced a ‘cyber security incident', and the purported Nvidia hackers are taking credit (The Verge) UPDATE 1-Japan's Denso hit by apparent ransomware attack - NHK (Reuters) LockBit ransomware group claims to have hacked Bridgestone Americas (Security Affairs)