On Tuesday, President Donald Trump responded to news that a Boeing 737 Max 8 jet crashed in Ethiopia on Sunday not by offering condolences to the families of the eight Americans who were killed, but by tweeting that in his view, “Airplanes are becoming far too complex to fly.”
“[O]ften old and simpler is far better,” Trump wrote, before lamenting that the increasing automation of planes results in “complexity” that “creates danger.”
“I don’t know about you, but I don’t want Albert Einstein to be my pilot,” Trump concluded. “I want great flying professionals that are allowed to easily and quickly take control of a plane!
Airplanes are becoming far too complex to fly. Pilots are no longer needed, but rather computer scientists from MIT. I see it all the time in many products. Always seeking to go one unnecessary step further, when often old and simpler is far better. Split second decisions are….
— Donald J. Trump (@realDonaldTrump) March 12, 2019
….needed, and the complexity creates danger. All of this for great cost yet very little gain. I don’t know about you, but I don’t want Albert Einstein to be my pilot. I want great flying professionals that are allowed to easily and quickly take control of a plane!
— Donald J. Trump (@realDonaldTrump) March 12, 2019
The Ethiopian Airlines crash in Ethiopia, which killed all 157 people on board, marked the second Boeing 737 Max 8 jet to go down in roughly five months. In October, a Boeing 737 Max 8 operated by the Indonesian airline Lion Air crashed into the sea, killing 189 passengers and crew.
It’s very unusual for two relatively new planes of the same model to go down in such a short window of time, so legitimate questions are being asked about the safety of the 737 Max planes, which have now been grounded in a number of countries while the crash in Ethiopia is investigated.
The specific cause of the latest crash is not yet clear, but on Tuesday evening, the Dallas Morning News reported that pilots repeatedly raised complaints about the planes:
Pilots repeatedly voiced safety concerns about the Boeing 737 Max 8 to federal authorities, with one captain calling the flight manual “inadequate and almost criminally insufficient” several months before Sunday’s Ethiopian Air crash that killed 157 people, an investigation by The Dallas Morning News found.
The News found at least five complaints about the Boeing model in a federal database where pilots can voluntarily report about aviation incidents without fear of repercussions.
The complaints are about the safety mechanism cited in preliminary reports for an October plane crash in Indonesia that killed 189.
Sens. Ted Cruz (R-TX) and Mitt Romney (R-UT) have publicly urged the Federal Aviation Authority (FAA) to temporarily ground 737 Max planes, but the planes currently remain in service. In a statement released Monday, the FAA said, “if we identify an issue that affects safety, the FAA will take immediate and appropriate action.” Boeing CEO Dennis Muilenburg, who reportedly donated $1 million to Trump’s inauguration, called the president on Tuesday and lobbied him not to ground the 737 Max planes.
— Kenneth P. Vogel (@kenvogel) March 12, 2019
It’s true that passenger airlines are becoming more automated. In a 2017 piece about Boeing’s push to develop totally automated planes that don’t even require a human pilot, for instance, Wired detailed how “autopilot technology already does most of the work once a plane is aloft, and has no trouble landing an airliner even in rough weather and limited visibility.”
Automation has risks. The crash of Air France Flight 447 in the Atlantic Ocean in June 2009 that claimed 228 lives occurred after a failure of the Airbus A330-203’s automated system. Tragedies of that sort, however, are the exceedingly rare exception to the rule. According to Boeing, close to 80 percent of commercial airline accidents are caused by pilot error. So if Trump meant to suggest that passenger air travel is becoming more dangerous as automation increases, the facts don’t back him up.
Automation of airplanes has correlated with more safety, not less
According to data compiled each year by the Aviation Safety Network (ASN), the number of international commercial airline accidents has been steadily declining for the past 45 years, down to 18 last year from 73 in 1972.
As the number of accidents has declined, so have fatalities. There were 561 fatalities as a result of accidents involving commercial airline planes last year — a huge spike from 2017, which was the safest year for commercial passenger air travel on record, but a remarkable decline from 2,385 in 1972.
These downward trends have been especially apparent in the United States, where there hasn’t been a fatal commercial plane crash for more than a decade — since February 2009. (That’s not to say there haven’t been deadly incidents on planes — last April a woman was killed after a fan blade on a Southwest Airlines 737 broke loose.)
In fact, in January 2018, Trump himself tried to take credit for the fact that there were no commercial aviation-related deaths in the US in 2017.
Since taking office I have been very strict on Commercial Aviation. Good news – it was just reported that there were Zero deaths in 2017, the best and safest year on record!
— Donald J. Trump (@realDonaldTrump) January 2, 2018
Trump’s boast was misleading in at least three respects. First, in claiming he had been “very strict on Commercial Aviation,” the president was referring to a vague “Air Traffic Control Reform Initiative” that contained a proposal to take air traffic control responsibilities away from the FAA, and instead hand them over to a nonprofit entity that would likely be controlled by the major airlines. That proposal was widely criticized by industry groups, lacked support among Republicans, and was quickly ditched by members of Congress.
Secondly, in 2017, there were zero accident deaths on commercial passenger jets anywhere in the world, not just in the US. And finally, Trump was trying to credit himself for a streak that actually began the month after President Barack Obama took office.
The president thinks science is “Fake News”
While Trump’s Tuesday morning tweets sound a bit like a bully picking on the math nerds in the schoolyard, the fact is the “computer scientists” derided by the notoriously tech-skeptical president have actually have made flying much safer than it was in the 1970s.
Then again, it’s not surprising that Trump would express a view not in accordance with data. Earlier Tuesday, he expressed agreement with the view that climate science is “Fake News” because he saw someone say it on Fox News.
Patrick Moore, co-founder of Greenpeace: “The whole climate crisis is not only Fake News, it’s Fake Science. There is no climate crisis, there’s weather and climate all around the world, and in fact carbon dioxide is the main building block of all life.” @foxandfriends Wow!
— Donald J. Trump (@realDonaldTrump) March 12, 2019
Trump is also in the habit of sensationalizing isolated occurrences when they reinforce his preconceived narratives. For instance, Trump often invokes specific cases of immigrant crime to make a case that immigrants bring drugs and violence into the United States, despite the fact that data indicates immigrants (both documented and otherwise) commit crimes at lower rates than native-born Americans.
Along similar lines, while any plane crash is a terrible tragedy, the fact that two have happened in recent months does not necessarily indicate that passenger airplanes in general are becoming less safe — let alone that we’d be better off not having the technology that has led to a dramatic reduction in aviation fatalities both in the United States and around the world.
The news moves fast. To stay updated, follow Aaron Rupar on Twitter, and read more of Vox’s policy and politics coverage.
Amazon 2-day shipping: Why packages sometimes arrive later
In less than two decades, Amazon single-handedly transformed the way we think about online shopping. Before Prime launched in 2005, two-day shipping was virtually unheard of — now more than 100 million people use the service, and they expect the things they order online to arrive at their doorsteps in 48 hours or fewer.
There’s just one problem: Amazon, which has focused on obtaining customers at all costs for decades, seems to be looking for ways to cut down on shipping costs. In some cases, that means weaning Prime users off the near-instantaneous shipping they’ve come to expect.
From the beginning, free two-day shipping was Prime’s biggest draw. Memberships were cheap — $79 a year in 2005 and $119 today — and users had the option of paying a small fee to get their orders delivered in just one day. Today, Prime is about much more than package delivery: Users can order everything, from groceries to a house cleaner, through Amazon. But as Amazon has expanded, the promise of free two-day shipping — the main draw of Prime — has begun to come with a lot of caveats.
That’s not to say Amazon is totally changing course. In 2014, Amazon launched Prime Now, a service designed to deliver products in an hour or less, for some New York City-based users. (It expanded to other major cities in 2016.) Amazon often makes headlines for the grueling work expected of its in-house delivery fleet — or, more accurately, the network of contractors that deliver packages to Prime users across the country — a sign that it continues to take its shipping promise seriously, often at the expense of workers. But even as Amazon has doubled down on ensuring speedy delivery, it has begun looking for ways to rein in customers’ desire for instant gratification, a phenomenon it arguably helped create, in an attempt to cut costs and streamline its supply chain.
The result? Prime orders don’t necessarily arrive in two days anymore, nor are they always delivered to customers’ homes. All of this makes sense from a financial perspective, but that may not be enough to win customers over.
Prime customers pay for — and expect — quick, free shipping. They aren’t always happy about Amazon’s cost-cutting efforts.
Two-day Prime shipping isn’t necessarily a thing of the past, but it’s undeniable that Amazon delivery isn’t as seamless as it used to be.
Amazon will no longer deliver some small items, like razors or hair ties, individually. Instead, customers have to purchase $25 worth of these “add-on” items before Amazon will send the box out; the point, according to the company, is to give customers access to “low-cost items that would be cost-prohibitive to ship on their own.” Since 2011, Amazon has given users the option to have packages delivered to “lockers,” which are basically branded PO boxes, instead of to their homes or offices. Most recently, Amazon rolled out Amazon Day, a new delivery option that lets customers choose a specific day for all of their orders to arrive, is the company’s latest cost-cutting effort.
All of this makes sense from a financial perspective. Delivering packages to a single location instead of hundreds of individual homes cuts costs, and requiring customers to meet a delivery minimum for small orders helps Amazon consolidate deliveries, as does the Amazon Day program.
But the response to these new initiatives has been mixed at best.
Last December, Fast Company’s Mark Wilson wrote about how Amazon Prime is “getting worse,” claiming the company had all but abandoned its promise of two-day shipping for most products. “That little Prime logo used to mean something,” Wilson wrote. “Now it feels like a ruse that lulls shoppers into a false sense of security, until they go to checkout and see a shipping arrival date far later than anticipated.”
“This cuts through the greatest promise of Prime. It’s not just the free, two-day shipping. It’s that it’s so reliable, you never have to think for more than a second about buying something. In this sense, Prime was constructed to be great for the consumer (so efficient) and great for businesses (mindless impulse shopping!). … It doesn’t help that we’ve seen a slow dilution of Prime itself over time, with the rise of Prime Pantry and Add-on Items. They force you to buy a minimum number of items to get the best deal, adding back the very psychic burden Prime had eliminated from the equation of online shopping in the first place.”
Wilson’s complaints about Prime suggest a bait-and-switch strategy. Amazon got 100 million people to become Prime users by guaranteeing frictionless service, but now that it’s gotten a sizable chunk of the market hooked on quick, free shipping, it’s trying to cut delivery costs by scaling back on the very thing that got customers interested in the first place. Put another way, Prime is built on the idea that shopping should be frictionless; Amazon has now introduced a degree of friction that wasn’t there before, and some customers aren’t happy about it.
“I can’t help but feel the frustration around how the false sense of shopping confidence is blown when Amazon simply uses the PRIME lockup as a gimmick,” one reader wrote in response to Wilson’s article. “The ‘prime’ benefit of getting your stuff when you expect it is gone, and it’s not just because of the holiday shipping crunch.
Amazon changed customer expectations regarding shipping. Now it’s changing them again.
One of Amazon’s core principles is “customer obsession,” a “vigorous” desire to “earn and keep customer trust.” (Amazon has, by the way, also been known to use customer obsession as an anti-union talking point.) Put simply, customer obsession means giving the customer what they want as cheaply and quickly as possible — e.g., within 48 hours or fewer — at the expense of profits.
Anne Goodchild, a professor of civil and environmental engineering at the University of Washington who focuses on supply chain transportation and logistics, told me that Amazon significantly altered customer expectations and shopping patterns.
“The status quo [has been] that we take ourselves to the store, pick up the goods, and go back to our homes. That’s actually a pretty inefficient way of doing the last mile: We all individually use our cars, and that kind of commuting creates a great travel burden,” she said. “Delivery services, to some extent, have the potential to be an improvement. [They consolidate] a lot of deliveries — hopefully — into one vehicle like a UPS truck. They have strong incentives, profit incentives, to do that in an efficient and cost-effective way.”
The problem, she said, occurs when delivery becomes too quick. “As we move toward faster delivery, it gets harder to consolidate.” The promise of instant delivery means that customers can buy virtually anything they want without thinking about it; they don’t always think to consolidate their purchases into a single order, because there’s no need to. (A 2018 survey by the optimization platform Feedvisor found that 46 percent of Prime members shop online more than twice a week.) “When we’re not paying some sort of personal cost for the trip, I think it’s easy to overlook how much travel we’re adding,” she said.
Other retailers have attempted to compete by offering similarly fast shipping. “After Amazon, we have things like ShopRunner and even Target [now] saying that if you order certain items, you can get two-day shipping,” Ambulkar said. “I don’t see two-day shipping going away. I think there’s definitely more and more businesses adopting it.”
Even as other retailers lower their shipping times to keep up, Amazon appears to be tweaking its two-day shipping promise. Prime may be cheap and easy for customers, but the cost of all those deliveries adds up quickly. Amazon spent $21.7 billion on shipping costs in 2017, according to its annual report. That’s nearly twice the amount it spent on shipping in 2015.
“Amazon has pursued a growth trajectory rather than a profit one,” Goodchild added. “I think everyone would agree that their strategy has been to please customers and, in doing so, grow their market share.”
But now that it has more than 100 million Prime customers, Amazon is looking for ways to make Prime more profitable — which could end up alienating some of the customers it has made an effort to court.
Justin Smith, the founder of TJI Research, an analytics firm that focuses on Amazon, told The Goods that Amazon is looking for ways to make Prime more efficient — and cost-effective. “Lockers or other pickup points, or encouraging customers to ship items in the fewest number of boxes possible, which might mean getting it a bit later than if you had shipped items separately,” are all part of that strategy.
“I also think that because of how big they are, they are able to become smarter about predicting what items people are going to order in different regions,” Smith added, “and I believe they’ve been able to put items in warehouses closer to where they expect people to order them from in order to reduce the distance that items have to be shipped when they’re ordered. If that can be done efficiently, I think you reduce the individual shipping volume as well as decrease the delivery time, which improves the customer experience.”
It’s also better for the environment. Transportation is one of the biggest contributors to carbon dioxide emissions in the US, and medium- and heavy-duty trucks — the kinds of freight vehicles that are often filled to the brim with Prime purchases and other online orders — are responsible for nearly one-quarter of the total transportation footprint. These trucks, which used to deliver the bulk of their loads to stores and other retail hubs, are now increasingly dropping packages off to individuals. All those one-off orders add up, both financially and environmentally — but, because this type of delivery is often more convenient for the consumer, this has become the new normal.
Not everyone agrees with the premise that more efficiency will result in greater customer satisfaction. Saurabh Ambulkar, a management professor at Northeastern University, said customers who have come to expect two-day — or even same-day — delivery might not readily accept more optimized, less customer-friendly options. “The whole [promise] was that Amazon can deliver the thing to my house, so why do I need to go to the central locker to get something? Why do I need to go to the store?” he said. “If I have to step out of my house to get something, they lose that competitive advantage that they have, but they have to do some of it [in order to] ease the pressure on the supply chain.”
“In bigger cities, maybe the central locker is closer to the place you work, but in other places, I think delivering to residents is what made Amazon more competitive than other players in the market,” Ambulkar added. “If I have to go to a central locker, I can just go to the store to get that product.”
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A Man From a Remote African Village Has Been Named Best Teacher and Will Get $1,000,000 for It
When talking about the job of a teacher, many people refer to it as “a calling”. We all want our children to be educated by teachers who love their jobs and who make children feel inspired, interested, and motivated. There are 2 opinions when it comes to teachers: “A talented person will be successful, no matter what,” and “A talented person needs a good teacher.”
A charity foundation that was set up in 2015 by a businessman named Sunny Varkey (and Mohammed bin Rashid Al Maktoum, his patron) awards someone as “Best Teacher” every year with a Global Teacher Prize.
Bright Side was really interested in the winner of the 2019 competition because there were 10,000 applications from 179 countries, with a prize of $1,000,000.
Teachers from India, Australia, the US, Kenya, the Netherlands, Brazil, Japan, Argentina, Great Britain, and Georgia made it to the final stage of the competition.
A Kenyan science teacher and Franciscan friar named Peter Tabichi won the award. The award ceremony took place in Dubai and the name of the winner was announced by actor Hugh Jackman.
Peter Tabichi is a teacher in a small African village where the inhabitants often don’t have enough of the most necessary things. Despite this, his students are famous for their wins in international science competitions which is what ultimately attracted the foundation’s attention.
The school these students go to doesn’t look like a school that houses major victories. There is only 1 teacher for 58 students and 1 computer, and in order to make it to lessons, many kids have to cover huge distances on washed-out roads during the rainy season. Most of Tabichi’s students are kids from poor families or they’re orphans. The school is sorely lacking financial support, so Peter donates 80% of the money he makes on the development of the school — the school uniforms, textbooks, and other materials.
7 years ago, he used to teach at a private school but then decided to become a Franciscan friar and leave his job. The code he lives by requires him to have a somewhat ascetic lifestyle and help others. This is why teaching at a poor school is considered charity for Tabichi.
“This win does not belong to me: it demonstrates the achievements of young minds. I am here only thanks to my students’ achievements. A victory gives them a chance. It means that there are no borders for them.”
Tabichi explains how he uses different motivation methods with his students because the secret to success is believing in yourself. Every person can find something they like doing and feel confident. Peter teaches kids to look at things from different perspectives. This is why his projects where students can organize processes and analyze results by themselves are very popular.
The teacher doesn’t say that some of these projects are “cool” and others are “not cool”. The most important thing about them is that the students have to use their imaginations and have to look for new solutions. Tabichi says, “Creativity is extremely important, especially in difficult situations when the resources are limited.”
In this school, there are scientific and creative clubs where every student can showcase their achievements.
“Seeing my learners grow in knowledge, skills, and confidence is my greatest joy in teaching! When they become resilient, creative, and productive in the society, I get a lot of satisfaction for I act as their greatest destiny enabler and key that unlocks their potential in the most exciting manner.”
Tabichi also managed to talk about tolerance: “He created the ’Peace Club’ where there are people of 7 different nationalities and religious beliefs who all visit this school.
People are most interested in one big question: What is he going to spend his prize money on?
His answer? First and foremost, on computer science class, the development of the science lab, and new projects that can improve people’s lives. For example, Peter wants to teach his students to grow drought-tolerant crops. This project is absolutely necessary for life in Africa.
Interestingly, the agreement terms of the foundation say that the winner has certain responsibilities and the prize is not given to the winner right away.
For 10 years, the winner gets $100,000 every year and they have to stay in the profession for 5 years and be a global ambassador for The Varkey Foundation. It means that they have to visit certain events, talk to the media, and participate in training.
We’re deeply impressed by such people! Their stories are bright illustrations of what we call “the purpose of life”. What do you think about this award?
Digital Trends Live – 4.15.19 – All Digital XBox + An App That Gives You Stock For Shopping
On today’s episode: The discless Xbox may be the worst kept secret and it’s coming next month, Apple is spending big on its Arcade offering, A.I. invents a new sport, Gixo fitness app goes live in a world of VOD offerings, Bumped is a loyalty app that gives you stock for shopping with your favorite brands, Stratolaunch makes maiden voyage, Pepsi may become the most hated brand in the world with upcoming space billboard, Freelancer teems with Arrow Electronics to provide on-demand engineering services.
View at DailyMotion
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