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Continue FLYING FEARSThe Lion Air crash is a throwback to Indonesia's dreaded aviation recordOct. 29, 2018: What we know about the crash of the Lion Air plane in IndonesiaOct. 29, 2018 HIGHIndia Airlines are buying 1,000 new planes, but it still won't be enough for the airline to buy 1,000 new planes, but it will still not be enoughApril April 6, 2018Goth india's $3.2 billion spend may not be enough to fix India's clogged airportMarch 19, 2018Kwart India MADNESSIndiGo's grounded aircraft could cost it thousands of dollars daily16 March 2018Kwarz IndiaWINGS CLIPPEDIndia the largest airline can not seem To fix its problem Airbus A320neo fleetMarch 13 , 2018 zuartz IndiaCAREFUL NOWFrom Jet Airways in Spicejet, it turns harrowing morning for Indian flyers todayDec. 27, 2016, before receiving cosmetic treatment, ask questions to reduce the risk of complications, here's what you need to know. It is only fitting that a service pitched for traveling sellers should find themselves facing a particularly nasty version of what is known as a travel-seller problem. Stated simply: Given the seller and a certain number of cities, what shortcut should it take before returning home? This is a classic resource allocation puzzle that rears its ugly head in industries ranging from logistics (especially freight) to design schemes, yes, flesh and blood travel sellers: How to minimize cost and maximize traffic efficiency? Back in 2002, it was an issue facing DayJet, a new air taxi service hoping to take off this spring. Based in Delray Beach, , DayJet will fly planes, but its business model is not built around its growing fleet of flogging new light aircraft. It is built on mathematics and silicon, and an almost prophetic force that, in turn, came out of them. We are a software and logistics company that happens only to make money flying planes, insists Ed Iacobucci, IBM veteran and co-founder of , who launched DayJet as his third act. The advent of affordable air taxis has heralded a steady drumbeat of press over the past few years, with understandable fixation on sexy new technologies that are usually credited with making the market possible: airplanes. The Eclipse 500 is a clean sheet design for a tiny jet that seats up to six and costs about $1.5 million (the Federal Aviation Administration could clear it for mass production as early as next month). It is also the most economical certified aircraft in the sky. Cessna, meanwhile, rolled out his own, if more expensive, very light (VLJ), with a Honda set to appear in 2010. No less authoritative than the dilemma of the author of the innovator and professor of Harvard Business School Clayton Christensen mused in the press that the E500 and its ilk could radically change the airline airline breaking the hub and talking the system we all know and despise. But Jakobucci, who has long written a check for more than 300 orders and options on the first Eclipse planes, doesn't rely on a plane to make or break it. Instead, it's his company's software platform and the new way it attacks travel-seller problems that will set DayJet apart. On the first day of operations flying from five cities in Florida with only 12 planes, DayJet dispatchers will already have millions of interconnected flight plans to choose from. As the geographical track of the company spreads (with luck) across the southeast- and as its fleet expands the also-computing capability only gets worse. Factor in variables such as the availability of pilots, airplane maintenance schedules, and downpours that wet the peninsula like summer clocks, and well, you get the idea: Finding the shortest, fastest and least expensive combination of routes can take every computer in the universe for the rest of time. I knew the complexity and how it would degenerate as soon as you reached the threshold, Jacobucci said. So he didn't try to find the best solution. Instead, DayJet began looking for a family of options that create positive (if imperfect) results by following a discipline known as the science of complexity. For the past five years, without planes, pilots or customers, DayJet has operated every aspect of its business thousands of times a day, every day, in silicon. Feeding on any data they could find, Jakobucci and his colleagues were determined to see how the business would actually ever behave. When DayJet finally starts flying, they will switch to real-time flight data, using their operating system for shuttles back and forth as computers cruise around bits and bytes. Iacobucci is an expert in operating systems, he has done so for decades at IBM and Citrix. Because of this, it has zero interest in the loose goose world of Web 2.0. The next big business opportunities he sees are in a series of operating systems designed to simulate activities in the real world. DayJet looks the first, but it has no doubt that there will be others, and that new companies, and even new industries, will appear overnight as computers tease answers from previously intractable problems. Which brings us back to the traveling merchants. Iacobucci says its computer models predict that DayJet's true competitors are not airlines, but Bimmers and Benzes- it says that 80% of its revenue will come from business travelers who would otherwise drive. In other words, DayJet, which in March closed an additional round of funding for $50 million, is creating a market where it is not, which is an amazing mathematical achievement. To there, all Iacobucci needed was five years, a professor with a bank of 16 parallel processors, two so-called Farmers and a pair of Russian rocket carriers, which, it turns out, are neither Russian nor rocket launchers. It's a lot nastier than any other airline planning job we've ever done, said Georgia Institute of Technology professor George Nemhauser, whose graduate students help map the scale of DayJet's mountain planning dilemma. You can think of it as a travel-seller problem with a million cities and this is a problem DayJet has to solve every day. Using the school's computing power, Nemhauser and his students figured out how to calculate a near-perfect solution for 20 aircraft in a matter of minutes of computing time and a solution for 300 aircraft in 30 hours. But as impressive as this is, in the real world, it's not nearly enough. This is because in order for DayJet's booking system to succeed, Iacobucci and the company need a response and price in less than five seconds, the limit for those driven by Orbitz or Expedia. Because DayJet doesn't have a preset schedule, and because overbooking is out of the question (DayJet will fly two pilots and three passengers maximum) - any request to add another customer to the equation given the day requires its software to crunch it all over again. One of Jacobucci's oldest buddies and investors, former Microsoft CFO and Nasdaq Chairman Mike Brown, pointed him to a label-way to cheat the math. Brown resigned with his stock options to pursue his pet projects while bleeding edge themes such as image recognition, artificial intelligence, non-linear optimization, and computational modeling. His dabblings led him first to Wall Street, where he invested in a trading algorithm called FATKAT and ended up in Santa Fe, New Mexico, a land of zero for the complexity of science. Iacobucci says 80% of its revenue will come from travelers who would otherwise drive. In other words, DayJet creates a market where it didn't exist, an amazing mathematical feat. Invented by scientists from the nearby Los Alamos National Laboratory in the 1980s, the science of complexity is a gumbo of ideas taken from such diverse fields as biology, physics and economics. At its core is the belief that any seemingly complex and totally random system or phenomenon - from natural selection to the stock market - arises from the simple behavior of thousands or millions of people. Using computer algorithms to stand up for these individual agents, the scientists found that they could build fantastically powerful and detailed models of these systems, if only they could nail the right set of rules. When Brown arrived in the city in the late 1990s, many scholars-in-residences at the Santa Fe Serene Institute center dedicated to the contemplation of complexity, hastened to commercialize their favorite research topics. Prognosis Co. was profitable gaming games Street by identifying and using small pockets of predictability in capital flows. Clothes called Complexica worked on a simulator that could basically model the entire insurance industry, acting as a giant virtual brain to anticipate the consequences of any disaster. And BiosGroup is perfecting models based on agents that today fall under the headline artificial life. By the time Jacobucci mentioned his logistical dilemma to Brown in 2002, most Santa Fe Info Mesa startups were bouncing around in the wreckage of dotcoms. But Brown knew that Bios produced a surprisingly elegant solution a few years ago, creating virtual ants that, when turned free, showed how a few false assumptions or bottlenecks could throw the entire system out of impact. The Bios model, built from Southwest's cargo operations, for example, cost $60,000 and found a way to save the airline $2 million a year. Brown suggested That Jakobucci supplement his set of tools with a healthy dose of complexity science. Iacobucci has already worked hard to create an optimizer program that used non-linear algorithms and other mathematical labels to create planning solutions in seconds. But what he really needed, Brown suggested, was an agent-based model (ABM) that would supply phantom travel vendors for optimizer training. Without this, he would essentially be guessing about the potential number and behavior of his future customers. Eddie didn't take it convincing, Brown says. He told me: Get some guys here and let's do it. Brown dug up ant-farmers, a couple of refugee bios and an experienced fashion designer named Bruce Sohill and Jim Herriot. Sohill was a theoretical physicist at the Santa Fe Institute, while Herriot was a member of the original team that invented Java in Sun Microsystems. Together they own Mutt DayJet and Jeff, with Herriot playing a supportive science professor and Sawhill his mischievous assistant. Meanwhile, to build an optimizer, Jakobucci hired his pair of Russian rocket scientists: Alex Khmelnitsky and Eugene Titz, mathematical masters, whom he once hired at Citrix. Instead of tackling every contingency planning using brute force calculations, the non-Russians are tricked into slicing and dicing them into more manageable pieces. They used opaque mathematical techniques such as guristics and algebraic multinets, which elegantly tease a sprawling problem like this one into discrete patches that can be solved (within) simultaneously. Ironically, the more they slave over this problem, the less it seemed that throwing the perfect bull's eye each time was the key to their salvation. The speed of their decisions is more important. If they could provide DayJet with a minute-by- minute snapshot ideal solutions, the system could essentially run the company for them. Them. will become faster, both in the air and online, than any of its competitors can ever hope to be. Total football has replaced brute force attacking the target with continuous ball movement, says model expert Jim Herriot. In a way, we teach DayJet how to play total football. When one team was working on demand modeling and the other was figuring out baroque flight plans, Jakobucci and his engineers came up with a third software system called Virtual Operation Center. VOC manages the company in silicon, feeding phantom customers inside the A MISSILE in an optimizer that does its best to meet each of their requirements with optimal efficiency and maximum benefit. On the screen, VOC is a time lapse photography day-to-day day activity, as well as relying on maintenance and real-time weather information to obtain the final data channel that factors in almost every aspect of the business. Iacobucci compares each VOC startup with a baseball game in which the A PRO is constantly pitching for the optimizer; DayJet has already played several thousand lives worth of seasons. Armed with a real-time operating system, DayJet pursues a very different idea of optimality than, say, airlines. With their decades of experience in the dark arts of profitability management, airlines know exactly how to squeeze every last dollar out of their seats, which is really pretty optimal. But they also don't have an effective Plan B, let alone a plan C or D-in case the weather intervenes and schedules collapse. In fact, while, say, JetBlue can now finally have a contingency plan or two, DayJet's business model is nothing short of contingency plans. Herriot offers another sporting metaphor: Total football, popularized by the Dutch in the 1970s, replaced brute force attacking a goal with continuous ball movement. Going straight to goal is a great way to score, except for one small problem - another team, Herriot said. They're a human version of Murphy's law. In general football, you constantly put the ball in a position not straight, but the greatest number of ways to achieve the goal, the richest set of ways . Each individual path may have a lower ability to reach the goal than the straight shot Sawhill chimes in, but the combinator's plurality overwhelms the other team. The Dutch have found that the best strategy is a series of good, easily connected solutions, not one fragile one. The Dutch have won many games this way, adds Herriot. He also created a different kind of player, more flexible, smarter. In a way, we teach DayJet how to play total football. In the complexity of lingo, chart all the ways these Dutch teams used to be called a kind of topographical map of every theoretical solution in best visualized as peaks and worst as deep valleys. We're dealing with a problem where the problem of specs itself changes as you go along, says Sohill. You no longer want to find the best solution, you want to live in a space of good solutions, so when the problem changes, you are still there. Fluidity is a bigger goal than perfection. To that end, the company has been changing the problem inside its simulators every day for the past four and a half years and looking for these broad mesas good solutions. And after a million or so spins of VOC, DayJet has released a clear vision of the overall market and its likely place in it. Iacobucci plans to pump out somewhere between 1% and 1.5% of all regional business travel in dayJet markets by 2008, with regional travel defined as between 100 and 500 miles. In the southeastern states the company initially has its eye on, it has 500,000 to 750,000 trips per year, out of a total of 52 million, more than 80% of which are now passed by car. Yes, DayJet is a life or death competition for Florida SUV dealers, not airlines. DayJet may even help airlines a bit: The model predicts some customers who fly DayJet one way will take a commercial flight home. The VOC data sets have already merged into a thick shee of combat plans, framing the best and worst scenarios. And by running scripts so relentlessly for so long, Iacobucci is now perfectly sanguine about its prospects. When I ask over dinner a dozen times about the supposed break-even number of DayJet, it's flat out admitting that there isn't one. In all real opportunities - at least 25% of our projected demand to 125% of demand - we remain profitable. Even 25%? Of course, - Jakobucci replies - it just takes longer, and takes longer, and the margin is much lower. But it won't be what venture capitalists call the Walking Dead. If it's a hit, it'll hit pretty quickly. We'll see more companies integrate modeling, says former Microsoft CFO Mike Brown. It's just like the internet: One day no one heard of it, the next day we all used it. I'm not the only one who has trouble wrapping my head around numbers, or lacking them. Iacobucci tells the story of one analyst asked to crunch the numbers ahead of the investment. He asked a direct question: All I want to know is what formula I put in this camera to tell me how you came up with the income number? Jakobucci says. I told him: There's no formula to put in this chamber! It can't be! We'll sit you down with our fashion designers explaining the range of numbers we've come up with, but they can't be encapsulated in a spreadsheet. Potential investors all so put out by the math involved. Esther Dyson, a veteran technologist and venture capitalist, is currently hosting an annual conference called Flight School, in which DayJet starred. I have no doubt that this will work, she says, referring to the software, and I have no doubt that they will spend time refining it and that there will be glitches here and there. But I think Ed knows how to develop a very highly accessible system - a reference to his days of building operating systems, and that's exactly what they do. Mike Brown, who made the ante and now sits on the board of DayJet, is convinced that businesses large and small will increasingly turn to modeling as a way to develop or troubleshoot their business plans, compiling strategies and market expectations that go far, far beyond the tables and PowerPoint decks. We will see more and more companies integrate modeling into the heart of their business. It's just like the internet: One day no one heard of it, the next day we all used it. Since Jakobucci considers himself in the business of operating systems, he does not intend to give this system. (He learned this lesson on his hard journey at IBM.) He doesn't want to create what he calls horizontal software that is shared, such as Web 2.0 and Windows, two big platforms for which every programmer in Silicon Valley seems to write widgets these days. Where everyone else in the business sees limitless possibilities in snapping together apps, Iacobucci sees the playing field so flat as to have no obstacles to enter at all, and he doesn't like it. According to Dyson, DayJet's competitors have still fluff-poohed their software, suggesting they will be able to buy their own off the shelf at some point. Vern Rabern of hopes that Jakobucci will be able to convince him to license his tools, because Raburn's own business model depends on the take-off of the air taxi. Jakobucci says that's not going to happen. There is a shift from building another platform to creating highly integrated, vertical, special purpose, high performance systems, he says. Iacobucci envisions more companies like his own, in which the competitive advantage lies in purpose-built, deep-ownership, real-world operating systems that not only streamline accounting, but become the central nervous system of brand new, scalable businesses. He is looking to build barriers to entry from the brains of so many that rivals can never catch up. (It's like Dr. Strangelove, Sawhill jokes. Iacobucci points to Google as an example of what a vertical system can achieve. At the time all raves about free services on Google, largely invisible supercomputers in Google's data centers are Invisible Solution Variation on Travel-Seller Problem: How Do You Solve Millions of Searches in parallel at any second? When you get into the computing grid, the name for Google's technique is what it's all about: managing complexity, Iacobucci insists. But no company has ever built a business model around complexity from zero to DayJet. Thumbing a nose at the prevailing ethos in software circles is the wisdom of the crowd, not to mention that IT doesn't matter, Iacobucci intended to first invent and then dominate the market it might otherwise have just sold the software. When we built universal software at IBM and Citrix, the other side would always reverse-engineer it, he says. The only thing the customer sees here is an incredible service. This software as a service. Greg Lindsay is editor-in-chief of Advertising Age. The rights to the book of his Fast Company piece Rise of Aerotropolis (July/August 2006) were recently acquired by Farrar, Strauss and Giroux. Giroud. flight safety manual dgca. flight safety manual pdf. king air 200 flight safety manual. cessna caravan flight safety manual. king air c90 flight safety manual. air india flight safety manual. canadian forces flight safety manual. b1900 flight safety manual

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