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2015年5月26日星期二

How Fire Sprinkler Systems Work

You’ve probably seen a number of movies where a small amount of smoke triggers all of the sprinklers in a building, soaking everyone and everything inside. But did you know that sprinklers aren’t even triggered by smoke, and they don’t all go off at once? Fire sprinkler systems are actually heat activated, one sprinkler head at a time, and most fires usually require only one or two sprinklers to be extinguished. These are just two of the many misconceptions about fire sprinkler systems. In this article, we’ll dispel other myths and learn the ins and outs of this important safety technology.

You might think installing a fire sprinkler system is like choosing water damage over fire damage. This belief is a spinoff from the myths we just mentioned — that sprinklers are activated by smoke and every sprinkler head goes off at the same time. If that were the case, sprinkler systems could potentially cause more harm than good. After all, if you burned a piece of toast, every sprinkler would go off, soaking all of your belongings, even though there never was any real danger of fire. Fortunately, the clever engineers who developed these systems designed them to reduce the damage to your property from water, smoke and fire.

Fire sprinkler systems have been around for more than two centuries and have seen significant improvements over the years. It’s true that early versions weren’t very reliable and caused significant water damage. But today, sprinkler systems are credited with reducing deaths and loss of property by more than 65 percent [source: Fleming]. Since each sprinkler head is automatically triggered by fire-specific temperature, just one or two sprinklers can quickly extinguish and/or contain a fire to the room where it started and cause little property damage. And because sprinklers use about six times less water than a fire hose, they’re actually less harmful to your property than a visit from the fire department.

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2015年1月14日星期三

Bigger Settlement Said to Be Reached in Silicon Valley Antitrust Case

AN FRANCISCO — One of Silicon Valley’s most embarrassing episodes might be finally drawing to a close.

Court papers to be filed as early as Thursday will most likely put an end to a legal battle that has consumed the tech world since the Justice Department revealed in 2010 that several leading companies had conspired against their own employees.

The companies were accused of making secret deals not to hire each other’s engineers, which kept the new products flowing but put a brake on the workers’ mobility and incomes. The government investigation prompted private lawsuits, which were rolled up into one big class action that was scheduled to go to trial this spring.

To head off a trial and the exposure of reams of incriminating emails, Google,Apple, Intel and Adobe — the four remaining defendants — are offering to pay $415 million, according to a person with knowledge of the negotiations. That sum is acceptable to the plaintiffs’ lawyers. If a judge approves, the case will end.

Michael Devine, a plaintiff, said the first settlement was not enough to deter the companies.CreditStuart Isett for The New York Times

The settlement money is pocket change to the companies, which include some of the world’s wealthiest. If they let the case go to trial, however, it might corrode their image as forward-thinking, worker-friendly benevolent empires. Steve Jobs of Apple was portrayed in court papers as the mastermind of the deals, but executives from Intel and Google also came off poorly.

This is the second effort at a settlement. Last spring, the two sides agreed on $324.5 million. After legal fees, that would have amounted to a few thousand dollars for each of the 64,000 class members.

Michael Devine, a former Adobe engineer who was one of the five named plaintiffs in the case, disagreed with his lawyers and protested the first agreement. It was not enough money, Mr. Devine said then, given the wealth of the companies and the scale of their collusion.

In an unusual move for a judge in a class-action case, Lucy H. Koh of United States District Court in San Jose agreed. In August, she said the initial settlement was not “within the range of reasonableness” and rejected it.

Judge Koh appeared annoyed that the lawyers for the class were taking the easy way out by settling rather than going to trial.

The new settlement, Mr. Devine said, is at least in the right ballpark. “A reasonable person could go either way on whether it is adequate,” he said.

The lawyers’ share of the settlement is as much as 25 percent. If the case went to trial, the plaintiffs might lose, in which case the lawyers would get nothing for years of work. On the other hand, a jury could award the plaintiffs billions. At one point, lawyers for the plaintiffs said the damages were $3 billion, which would be tripled after a guilty verdict.

Joseph R. Saveri of Joseph Saveri Law Firm and Dean Harvey of Lieff Cabraser Heimann & Bernstein, lawyers for the plaintiffs, did not respond to requests for comment. Google, Apple, Intel and Adobe either declined to comment or did not respond.

The Justice Department’s initial investigation resulted in antitrust complaints against Google, Apple, Intel, Intuit, Adobe, Pixar and Lucasfilm. The companies settled without admitting guilt or paying any fines. EBay settled a related case last year.

Pixar, Lucasfilm and Intuit settled the suit in 2013 before it was approved as a class action, when its legal prospects were much shakier. The companies paid a combined total of $20 million. One longtime employee of Intuit said in an interview that he had received $1,000 — not enough to pay for the vacation in the Caribbean that he had been hoping for.

Orly Lobel, a professor of employment law at the University of San Diego who has been following the case closely, predicted that Judge Koh would approve the new settlement.

“It still is low, given the egregious violations over a sustained period of time and embarrassing emails from the very top of these companies knowingly colluding to impede their employees’ job mobility,” Ms. Lobel said. “But it’s a good result in that there has been much media attention to the illegality of such retention practices, real monetary consequences and promises to cease all such practices in the future.”

Mr. Devine, who now works on a mobile start-up, said that “no amount of money would be punitive to these defendants.” Still, he agreed that after coming up with the settlement and enduring the publicity about the case, “they or any other firms would likely think twice” before doing something like this again.

The market for engineers is at least as tight in 2015 as it was in 2005. But there is another reason that such collusion is now unlikely: Silicon Valley itself is disrupting the power of its executives.

Tom Leung was a Google engineer when the no-poaching agreements were in force. Last year he created a start-up, Poachable, where employees secretly list what it would take to make them jump. Companies that are hiring use Poachable as a source of talent. About 25,000 tech workers are on the site.

“Services like ours increase the liquidity and transparency of the employment market,” Mr. Leung said. “Power is going back to the talent, and a secret handshake between a few leaders is not going to stop it.”

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Bigger Settlement Said to Be Reached in Silicon Valley Antitrust Case

AN FRANCISCO — One of Silicon Valley’s most embarrassing episodes might be finally drawing to a close.

Judge Koh appeared annoyed that the lawyers for the class were taking the easy way out by settling rather than going to trial.

The new settlement, Mr. Devine said, is at least in the right ballpark. “A reasonable person could go either way on whether it is adequate,” he said.

Orly Lobel, a professor of employment law at the University of San Diego who has been following the case closely, predicted that Judge Koh would approve the new settlement.

Hallo, hola, olá to the new, more powerful Google Translate app

Often the hardest part of traveling is navigating the local language. If you've ever asked for "pain" in Paris and gotten funny looks, confused "embarazada" with "embarrassed" in Mexico, or stumbled over pronunciation pretty much anywhere, you know the feeling. Now Google Translate can be your guide in new ways. We’ve updated the Translate app on Android and iOS to transform your mobile device into an even more powerful translation tool.

Instant translation with Word Lens
The Translate app already lets you use camera mode to snap a photo of text and get a translation for it in 36 languages. Now, we’re taking it to the next level and letting you instantly translate text using your camera—so it’s way easier to navigate street signs in the Italian countryside or decide what to order off a Barcelona menu. While using the Translate app, just point your camera at a sign or text and you’ll see the translated text overlaid on your screen—even if you don't have an Internet or data connection.

This instant translation currently works for translation from English to and from French, German, Italian, Portuguese, Russian and Spanish, and we’re working to expand to more languages.

Have an easier conversation using the Translate app
When talking with someone in an unfamiliar language, conversations can... get... realllllllly... sloowwww. While we’ve had real-time conversation mode on Android since 2013, our new update makes the conversation flow faster and more naturally.

Starting today, simply tap the mic to start speaking in a selected language, then tap the mic again, and the Google Translate app will automatically recognize which of the two languages are being spoken, letting you have a more fluid conversation. For the rest of the conversation, you won’t need to tap the mic again—it'll be ready as you need it. Asking for directions to the Rive Gauche, ordering bacalhau in Lisbon, or chatting with your grandmother in her native Spanish just got a lot faster.

These updates will be coming to both Android and iOS, rolling out over the next few days. This is the first time some of these advanced features, like camera translations and conversation mode, will be available for iOS users.

More than 500 million people use Google Translate every month, making more than 1 billion translations a day to more easily communicate and access information across languages. Today’s updates take us one step closer to turning your phone into a universal translator and to a world where language is no longer a barrier to discovering information or connecting with each other.
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Google's modular Project Ara smartphone will begin pilot testing in Puerto Rico later this year

Google is holding its second Project Ara developer's conference today in Mountain View and is in the process of giving a roadmap on how and when it might get its modular smartphones out into the market. Probably the most notable bit of news we've learned so far is that Google plans to have a market pilot ready to go in the second half of this year. Unfortunately, if you want to give it a shot, you'll need to live in Puerto Rico — the pilot will roll out in that territory in partnership with carriers OpenMobile and Claro.

When Project Ara hits Puerto Rico, users should be able to customize their devices using the Ara Marketplace and Ara Configurator apps. Google's ATAP group will also roll out some "food-truck" style stores for consumers to actually check these devices out before they try them out. Google also says that it'll have some 20 to 30 Ara modules available by launch across 10 different categories.

GO GET YOUR PROJECT ARA PHONE FROM A FOOD TRUCK

Project Ara head Paul Eremenko discussed the reasons for moving to a market pilot — the company wants to learn what its doing well, what it is doing poorly, and what's missing so that they can iterate on the hardware to meet consumer need. Particularly, they want to know consumers respond to the paradox of choice that can come with a system as complex as Project Ara. "We have to carefully curate and manage the way that choice is presented so as not to overwhelm the consumer," Eremenko said.

Of course, to launch a working pilot program, Google will need to produce Ara hardware that fully works, and Project Ara head Paul Eremenko is currently giving a roadmap of where things are going next. Right now, the company is pushing towards having a model that is more robust, can make 3G network phone calls, and is able to hotswap different modules in and out of the phone. These would be improvements on the current "Spiral 2" design and are pretty important pieces of having a working phone. Google is working on these improvements to Spiral 2 currently and hopes to be moving to the "Spiral 3" design by the second quarter of this year.

As Google works on Spiral 3, it'll be looking to bring the phone up to par with much of what is out on the market today — features like 4G LTE signals, a "day-long" battery (that might only come from swapping a battery module out during the course of that day), a camera competitive with others on the market, and the full 20 to 30 different hardware modules that Google sees as important to having the flexibility it shoots for. Google also discussed the possibility of using its platform as a place for makers of cutting edge, experimental battery tech to bring their modules to Ara. Once it completes this Spiral 3 hardware cycle, the phones should be ready for the market pilot.

As for actually managing these modules, Google will include an Ara Manager app that lets you manage the modules — for example, if you were crazy enough to load two cameras onto your phone, the Ara Manager will help you determine what to use at any given time. It'll also focus as a troubleshooting app of sorts, if your custom-rolled phone starts misbehaving. Hopefully, the app will be able to guide you to the problem module.

We should see and learn much more about the status of Project Ara (including hopefully some working prototypes) throughout the day — we'll be updating this post and adding new stories as more news from Google's Project Ara conference as the event continues.

Snapchat Is Asking Brands for $750,000 to Advertise and Won't Budge

chat is asking brands for $750,000 a day for its new ads, according to multiple industry sources who have heard the pitch, and some say that's too expensive for the young app.

The messaging app with a heavy video focus has promoted itself to the ad world as a TV-style commercial space with millions of viewers a day. Snapchat only started running ads late last year, with its first coming from Universal Pictures for the film Ouija.

Since that launch, McDonald's, Samsung, Macy's and Electronic Arts have been early Snapchat sponsors, paying for "Snaps"—quick videos and photos—that show up in users' Recent Updates feed. There also are ad placements in the Our Stories live feed, which compiles users' videos and photos of major events like Macy's Thanksgiving Day Parade.

Snapchat, a platform that reaches a coveted teenage audience, has started asking brands for $750,000-a-day commitments, sources have told Adweek on the condition they and their employers not be named.

"They [Snapchat] have minimums, and they are very firm on them," said one agency executive who has talked with Snapchat about advertising. "From a monetization perspective, they are looking for fewer, bigger, better."

Asked for comment for this story, Snapchat said it does not comment on its ad prices.

The app has been soliciting only the top brands—"category leaders"—to buy placement, and it's disclosing audience numbers to attract the dollars it wants. Its stories can draw tens of millions of viewers a day, according to advertisers who said they heard the stats from Snapchat's team. The app has topped 100 million monthly users.

"We have clients for whom Snapchat works really well," the agency exec said. "It's good for a product launch or a rebranding like McDonald's has done."

McDonald's recently pushed its "Love Is Endless" animated commercial to Snapchat. And Universal appeared to find success as the first ad partner, so much so that it also served a second ad for Dumb and Dumber To.

However, there are drawbacks to Snapchat ads, including the platform's lack of sophistication, sources said. Snapchat has limited reporting capabilities, for one; it can't even tell brands how many men versus women saw an ad, and there are no age breakouts, the executive said.

Also, brands are wary of paying top asking prices when their ads disappear, sources said. (Users can view a Snapchat post briefly, then it vanishes in a snap.) "It's very hard for marketers to get their hands around advertising that is so ephemeral," the source said.

Snapchat has been trying to address data and reporting, and to be fair it is still very early in its ad business rollout. Last week, the service released its first study done with the help of MillwardBrown that showed users enjoyed the app's first round of ads and that the ads helped boost brand awareness.

A Universal executive was quoted in the report as saying Snapchat was a key part of the marketing strategy for those movies.

Snapchat has said it offers brands the opportunity to reach teenagers. And while the ads are fleeting, users do have to press their screens to view them, which shows clear engagement.

However, the youth appeal has its drawbacks, as well, limiting the interest of alcohol brands, for instance, along with advertisers who want to reach people with higher incomes, some in the industry said.

Now, with the jump in ad prices, it's a harder sell, another source said.

"I'm a big fan of Snapchat, but they are going to market with rates that are significantly higher than what's competitive out there," a top executive at a major brand said. "It is difficult to go forward with a deal with Snapchat at the prices they are quoting."

Snapchat is asking for rates that are higher than a masthead on YouTube, where a day costs about $500,000, another source said.

Some people compared Snapchat's strategy to Apple's iAd rollout five years ago, when it sought only top brands willing to make $1 million commitments. Apple has since backed off that premium structure, and iAd's model is unrecognizable from the one Steve Jobs launched.

"I don't think Snapchat can get what it's asking," this digital agency exec said. "They're going to have to negotiate down."

Google partners with auto suppliers on self-driving car

(Reuters) - Internet search company Google Inc has begun discussions with most of the world's top automakers and has assembled a team of traditional and nontraditional suppliers to speed efforts to bring self-driving cars to market by 2020, a Google executive said on Wednesday.

"We'd be remiss not to talk to ... the biggest auto manufacturers. They've got a lot to offer," Chris Urmson, director of Google's self-driving car project, said in an interview.

Those manufacturers, he said, include General Motors Co, Ford Motor Co, Toyota Motor Corp, Daimler AG and Volkswagen AG.

"For us to jump in and say that we can do this better, that's arrogant," Urmson said. Google has not determined whether it will build its own self-driving vehicles or function more as a provider of systems and software to established vehicle manufacturers.

Google's self-driving prototype cars, he said, were built in Detroit by engineering and specialty manufacturing company Roush.

GM is open to working with Google on self-driving cars, Jon Lauckner, GM's chief technology officer, said on Monday.

Urmson's expectation that the first fully autonomous vehicles will be production-ready within five years mirrors the view expressed a day earlier by another Silicon Valley entrepreneur, Elon Musk, chief executive of Tesla Motors Inc.

Musk, who spoke Tuesday at the Automotive News World Congress conference, said he expects the lack of clear federal regulations covering self-driving cars could delay their introduction until 2022 or 2023.

Urmson, however, said his Google colleagues "don't see any particular regulatory hurdles."

Google has been briefing the National Highway Traffic Safety Administration, the chief U.S. auto regulator, "from early on in our program," Urmson said. "The worst thing we could do is surprise them."

Urmson said Google is developing and refining self-driving systems and components with such auto parts suppliers as Continental AG, Robert Bosch, ZF and LG Electronics. Google's prototype cars use microprocessors made by Nvidia Corp , a Silicon Valley chipmaker that also supplies Mercedes-Benz and other automakers.

Continental said it began discussions in 2012 about supplying parts for Google's self-driving car. Google asked the German supplier to provide tires, some electronics and other components, according to Samir Salman, chief executive of Continental's NAFTA region.

Google shortly will begin deploying a test fleet of fully functioning prototypes of its pod-like self-driving car, which dispenses with such familiar automotive parts as steering wheel, brakes and accelerator pedal. While each of the Google prototypes will have a "test driver" on board, the cars have no provision for human intervention in steering or braking.

Urmson suggested the no-frills look of the Google prototypes, a far cry from the opulent appearance of the self-driving F015 concept vehicle unveiled last week by Mercedes, does not necessarily reflect the final design for production.

He described the Google prototype as "a practical, near-term testing platform" that will evolve over time.

"Airliners today don't look like the Wright brothers' flyer" of 100 years ago, he said.

Urmson said self-driving cars represent a "transformative" moment in the evolution of transportation, an opportunity to extend motoring to blind, elderly and disabled persons who otherwise could not drive.

"You're really changing the relationship you have with transportation. You're changing what it means to get around."

Regarding Google's desire to partner with traditional automakers and suppliers, Urmson said Detroit is more innovative than is sometimes acknowledged. Automakers are "doing something incredibly complicated."

"You look at a car ... and people forget just how much magic there is in that thing."

(Additional reporting by Bernie Woodall and Ben Klayman in Detroit; editing by Matthew Lewis)

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