automatic News for 05-31-2019

Building the V8 DRIFT TRUCK! – BeamNG & Automation (Craziest Car Simulator EVER)

Cruise Automation

He previously served as president of General Motors. As president of GM, he was responsible for managing the company’s business operations around the world, and led the sale of Opel to PSA Groupe in 2017 and oversaw GM’s initial public offering in 2010 as vice president, Finance, and treasurer. During his tenure at GM, he drove a strategic reshaping of GM’s global business profile through the company’s 2016 acquisition of Cruise, and the subsequent investments of $2.25 billion by SoftBank and $2.75 billion through a partnership with Honda. Prior to GM, he was the managing director and the head of Industrial Investment Banking for Morgan Stanley. Dan is a certified industry pool test driver at the N├╝rburgring Nordschleife racetrack in Germany and is a member of the board of directors for Hewlett Packard Enterprise. 

A native of New Zealand, Dan holds a bachelor of management studies from the University of Waikato in New Zealand. Kyle VogtPresident and Chief Technology Officer, Cruise AutomationKyle Vogt is the President and CTO of Cruise Automation, the San Francisco-based self-driving technology company that he co-founded in 2013. Under Kyle’s leadership and that of his co-founder, Dan Kan, Cruise developed the world’s first all-electric fleet of self-driving cars that are currently being tested on public roads in cities across the U.S. Kyle’s interest in self-driving technology stems from competing in Battlebots at an early age and by 14 years old, he had built his first self-driving prototype out of a Power Wheels car. At MIT, he worked on the DARPA Grand Challenge where he co-led a team to retrofit a Ford F-150 with drive-by-wire capability and sensors. 

A native of Kansas City, Kan., Kyle studied computer science and electrical engineering at MIT. Dan KanChief Operating Officer, Cruise AutomationDan Kan is the chief operating officer of Cruise Automation, the San Francisco-based self-driving technology company that he co-founded with Kyle Vogt in 2013. Under their leadership, Cruise developed the world’s first all-electric fleet of self-driving cars that are currently being tested on public roads in cities across the U.S. As an entrepreneur, Dan began working at a technology startup, UserVoice, after college, and shortly thereafter founded Exec, which was acquired in 2014 by Handy, an on-demand service company. A native of Seattle, Dan was listed as number 7 on Fortune’s 2016 40 under 40 list for the most influential people in business, and studied economics and psychology at Claremont McKenna College. 

Keywords: [“Cruise”,”Dan”,”self-driving”]
Source: https://getcruise.com/leadership

Four fundamentals of workplace automation

Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. In many cases, automation technology can already match, or even exceed, the median level of human performance required. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. 

Sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers. Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. In addition to analyzing the relationship between automatability and compensation levels, the inclusion of wages allows us to compare the potential costs to implement automation with labor costs, which inherently reflect supply, demand, and elasticity dynamics. These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. 

Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. 

Keywords: [“automation”,”activity”,”automate”]
Source: https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/four-fundamentals-of-workplace-automation

The Automation Charade

Automation is both a reality and an ideology, and thus also a weapon wielded against poor and working people who have the audacity to demand better treatment, or just the right to subsist. Work has not disappeared from the restaurant floor, but the person doing the work has changed. The socialist feminist tradition is a powerful resource because it’s centrally concerned with what work is-and in particular how capitalism lives and grows by concealing certain kinds of work, refusing to pay for it, and pretending it’s not work at all. Here is an especially vivid reminder from our patriarchal past that automation isn’t all it’s cracked up to be, and hardly guarantees the absence of work. Beginning with her activism with the group Wages For Housework in the 1970s, Federici has argued that we must recognize the underappreciated, uncompensated labor that sustains everyday life, providing the foundation that underpins all manner of paid work recognized by the formal economy. 

At the University of Toronto in 2017, I watched as Federici fielded an earnest question from a graduate student who said something about how automation would expand the reserve army of labor-Karl Marx’s term for the multitude of workers without access to steady employment. Her point is not that women have, historically, performed reproductive labor outside the sphere of waged work, that their efforts are supplemental to the real action. Our general lack of curiosity about how the platforms and services we use every day really work means that we often believe the hype, giving automation more credit than it’s actually due. According to Chen, more people work in the shadow mines of content moderation than are officially employed by Facebook or Google. As with all labor relations, race, gender, and geography play a role, determining which workers receive fair compensation for their labor or are even deemed real workers worthy of a wage at all. 

Capitalism needs workers to be and feel vulnerable, and because automation has an ideological function as well as a technological dimension, leftists must keep intervening in conversations about technological change and what to do about it. Instead of capitulating to the owning class’s loose talk of automation as a foreordained next phase of production, we should counter with demands that are both visionary and feasible: a federal job guarantee that provides meaningful work to all who want it or job sharing through a significant reduction in the workweek. 

Keywords: [“work”,”labor”,”automation”]
Source: https://logicmag.io/05-the-automation-charade/