Donald Johnson played by Felton Perry comments Robocop's paste "tastes like baby food". RoboCop's reconstructed external structure is protected by an armored shell composed of " titanium laminated with Kevlar " making RoboCop incredibly resilient against both bombs and bullets, as well as extreme impacts such as being hit by cars and falling off skyscrapers. As demonstrated in RoboCop , the body armor can sustain thousands of armor-piercing rounds before damage begins to appear on the armor. It is also highly resistant to heat, as in RoboCop , he was unaffected after being caught in a gasoline station explosion and in RoboCop 3 when he was briefly set aflame.
His visor is made of the same material and a black strip of bulletproof anti-fog glass which protects the cranium apparatus and eyes. The visor also has an undercloth of Kevlar which protects the neck and covers up any wires etc. It should also be noted that the visor conceals most of Alex Murphy's face, and is attached with screws. When the visor is removed, only Murphy's face which is grafted onto a completely mechanical skull from the top of the neck up is exposed. In RoboCop 2 , RoboCop's right arm contained a display that alerted personnel to his health status.
RoboCop's hands also contain actuators strong enough to crush every bone in a human hand about foot pounds. His right hand also contains a spike referred to by fans as a "dataspike" and by production as the "terminal strip" which is used to retrieve or display data from any computer bank with a corresponding port. At the end of the first film, the jack is also used as a stabbing weapon against the antagonist Clarence Boddicker. RoboCop is extremely strong, able to lift the front of the average car over his head with one arm or resist the crushing effort of a car crusher, as seen in the TV series episodes 5 and 21, respectively.
He was designed to be able "to penetrate virtually any building," and breaks locks with ease. In Frank Miller's RoboCop , RoboCop stores his reserve box magazines in his right wrist; this is never shown in the film series. He is seen reloading the Auto-9 in RoboCop 2 with a magazine already in hand at the start of the scene. In the later television series, the holster area of his left thigh is used to store grenades, though on some schematic drawings the same area is used to store an emergency oxygen tank. RoboCop implies that only Murphy's face and brain was used in the construction of RoboCop, as Morton states that "total body prosthesis" was an agreed-upon parameter.
It is unclear in the first two films whether or not RoboCop's human face is merely a replica of Murphy's, as it contains a scar where Boddicker shot him in the head, though he tells Murphy's wife, in RoboCop 2, that "they made this to honor him. In RoboCop 3, Dr. Marie Lazarus, RoboCop's chief technician, stated that Murphy's face was indeed transplanted onto a mechanical skull, and that it is not a replica.
- Fattening Fantasies?
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- Beating Murphy’s Law.
In the RoboCop reboot, RoboCop is seen in several bodies. While the original film left it unclear exactly how much of Murphy's body is left after his reconstruction, this film clearly confirms that Murphy's remaining organic parts are his head, his heart, his lungs, and his right hand, and one of his eyes has been replaced with a cybernetic implant and there are various chips in his brain to compensant for the cranial trauma and help him integrate with his cybernetic components. Initially, he is constructed in a silver body very similar to the one seen in the original films.
One such design features a transformation function, in which RoboCop could switch from his usual, bulky shape into a slimmer, more human-like form for off-duty public relations purposes. Though Sellars rejects this concept, he selects the slimmer "public relations" design as RoboCop's permanent design, albeit painted black to make him more marketable. Following Sellars' death and the significant damaging of this body, RoboCop is rebuilt in his original body by Dr.
Dennett Norton. Unlike in the original films, RoboCop's head is contained within a helmet, instead of his face being transplanted onto a metal skull. One feature common in every design seen in the reboot film is that the visor, which was screwed onto RoboCop's head in the original films, can move up and down freely, commonly moving over his eyes when his emotions spike and his crimefighting programs activate. This psychological disruption RoboCop may have experienced is explained from the basis that a person whose memory has been erased would still possess the memory of being human and would suffer a psychotic breakdown if he saw the reflection of a robotic image instead of his original image of humanity.
Since his film debut, the RoboCop character and franchise have been exercised through numerous entertainment media including multiple television series ,   comic books , video games , and action figures. The character has had a generally positive reception from critics. From Wikipedia, the free encyclopedia. This article is about the fictional character.
For the franchise, see RoboCop franchise. For other uses, see RoboCop disambiguation. This article has multiple issues. Please help improve it or discuss these issues on the talk page. Learn how and when to remove these template messages. This article relies too much on references to primary sources. Please improve this by adding secondary or tertiary sources. January Learn how and when to remove this template message. This article possibly contains original research.
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Main article: RoboCop 3. Main article: RoboCop: Prime Directives. Main article: RoboCop film. The Los Angeles Times. Retrieved The New York Times.
Retrieved 18 July Retrieved 18 July — via Google Books. Detroit Metro Times. University of Chicago Press. D, Sharon Neuroscience in Science Fiction Films. Detroit Free Press. Archived from the original on February 14, Retrieved March 3, Keith 18 July Greenwood Publishing Group.
Learning from outside the plant is not easy, but it can be heavily influenced by management actions, and perhaps even more by management attitudes. To be successful, passive observation is not enough. At this early stage the inquiry should be an active, even aggressive, targeted search for information. Broadly speaking, there are four methods of learning that a firm can use: As we move down the list toward on-line learning, trials controlled experiments cost more both directly and in opportunity costs valuable people who could have been doing something else and, once on-line, lost production time.
Once the actual system is built and started up, major changes require major expenditures of time and money. Changes increase disruptions and hurt performance. In contrast, changing a machine in a simulation may take only a few minutes of computer time and an hour to look at the results.
Yet managers in our studies consistently underinvest in preimplementation learning, choosing in effect to do most of their learning later, when it is most expensive. Part of the reason is the issue of fidelity. The more the learning experience corresponds accurately to the real situation in the factory, the higher its fidelity. The lower-cost learning methods have less fidelity to actual plant floor conditions. By definition, on-line learning has the highest fidelity—whatever you see happening will happen in reality! Prototypes can have excellent fidelity, but simulation has good fidelity only for those is-sues that are already understood at the level of science, hence that can be accurately modeled.
Vicarious learning has good fidelity in those areas in which the other sites are similar to your own, but poor fidelity in areas where they are different. Many managers appear unwilling to invest in learning by methods that offer less than perfect fidelity. They fail to recognize that learning need not be all or nothing. Similarly, simulation and prototyping can be effectively targeted at specific questions. The consequence of these two competing hierarchies is important: use a mixed strategy for learning. Learn as much as possible using the low-cost, low-fidelity methods, but realize that some learning will probably be necessary from all four methods.
Diligent effort should be made to catch as many of these as possible during the earlier stages, but realize that, because of incomplete fidelity, some of them will only show up at the end. Therefore, resources people and time must be set aside for learning on-line. Furthermore, the ideal learning strategy includes parallel and simultaneous use of all methods, not just sequential use. For example, opportunities for improvements that are not uncovered until die prototype is running may become the target of simulation.
Prototype pilot lines should be kept going in parallel with the main production line, as test beds for diagnostic experiments and trials of changes. Both technical and organizational learning must be documented and remembered. Since on-line learning is an expensive second best, and vicarious learning can only give limited guidance, effective simulation and prototyping are critical. A simulation of a new technology is a model of how it will work. Simulations can range from simple mathematical models such as spreadsheets, through elaborate Monte Carlo computer models, to physical models of the entire plant, before and after the new technology is introduced.
For example, in the steel industry it is common to simulate changes using scaled-down models with water in place of molten steel. Simulations of organizational technology such as a new order-processing system can range from a simple walk through by representative personnel, to a complete mock-up using dummy data and dummy versions of the final software.
Simulation technology has improved dramatically in recent years due to advances in computer hardware engineering workstations and personal computers are more than adequate for simulations of most production processes and especially in easy-to-use, special purpose simulation languages. It is often possible to do a crude but useful initial simulation in less than a week of effort. In fact, we recommend that any new technology involving more than a few person months of total effort should probably be simulated in some way.
Complex or large technology should usually receive several simulations targeted at different levels of detail and different aspects of the total system. Simulations are by definition incomplete representations of reality. They are especially useful when dealing with complex changes, where the individual pieces of the technology are reasonably clear, but their interactions with each other and with the rest of the plant are not.
The simulation then shows the overall effect of the total system. The other power of simulations is that they are very easy to change.
Once the simulation is built, numerous alternative configurations of the technology can be tried rapidly. The overall effect can be a quantum leap in the ability to refine and improve system designs. A prototype is a small-scale construction or isolated version of the final system for learning purposes, using methods as close as possible to the final technological target. The purpose of prototyping is to learn about problems and opportunities that were not found during the simulation but that will cause delays or expense if they are left for on-line learning. The role of pilot plants and pilot lines, which are themselves prototypes, are well known and appreciated in many industries.
Less recognized is that even small changes can be prototyped. Cleverness pays. Chaparral Steel, a well-known mini-mill, tries to prototype suggested process changes before full-scale implementation. In one example, engineers on the continuous caster proposed splash guards to improve quality by reducing splashover of molten steel between strands of the caster.
To test the idea, they installed a plywood guard as a prototype. Naturally the hot steel ate away the plywood, but by keeping it under a continual water jet they prolonged its life long enough to discover that reducing splashes did indeed improve product uniformity and quality. Simulation is equally applicable to organizational changes, though it is rarely applied. Simulating the organizational change that accompanies the technical innovation can be as simple, and as difficult, as defining and trying out new relationships.
When another plant we studied was about to implement a new MRPII system, the implementation manager persuaded representatives from all the potentially affected functions shipping, purchasing, inventory, etc. The group worked with the MRPII software and a scripted set of problems that the implementation manager had developed before the meeting. The simulation served to educate the various functions about the coming system.
The most important outcome of the meetings was unanticipated: the supervisors got to know each other and talked about the process interdependencies that the new system was going to cause or exacerbate. Because they came to understand the needs of other functions, whose representatives they often had not even known before, the participants negotiated compromises and agreements that forestalled problems when the actual system was implemented. Organizational prototyping, like technical prototyping, is the execution of a design on a small scale for the express purpose of evaluating that design from an organizational viewpoint.
In electronics, a prototype circuit board is frequently made up in a lot of ten boards, each of which is sent to a different team of experts for assessment from its particular viewpoint: engineering design, manufacturing, quality assurance, purchasing, and so on. Although each of these functions may have been involved in the design process or so one hopes , the physical embodiment of the design may raise new issues. Technologies that may appear benign and incremental before they are put into operation can have unanticipated effects.
With organizational prototypes managers can anticipate needed alterations, potential pitfalls, and opportunities for additional benefits by observing the technology-organization interaction in microcosm before launching the full-scale production change. Pilot runs of a new technology offer the opportunity for organizational prototyping, but they are rarely used for that purpose.
Usually test runs are conducted by technical staff to learn about potential problems in the physical system. Litde attention is paid to the possibility of learning about organizational effects and opportunities, such as changes in roles, conflicts with existing rewards and incentives, differing responses to and use of the new technology depending upon operator background and skill, the different meaning that the technology has for different groups of users, and the most effective organizational structure.
The best use of prototypes is conducting experiments with alternative organizational design choices. Such experiments occur naturally in organizations when more than one site adopts a technology simultaneously. For instance, in a company we studied, a new computer-aided design CAD system was introduced to automate engineering schematics. At one site, the engineers had to enter their own data into the system and generate the schematics. Since the CAD system was not scheduled to be rolled out to the rest of the corporation for some months, these different managerial treatments could have been observed to learn the most cost-effective use of the technology and to identify problems and opportunities for later sites.
The XSEL program office team was too preoccupied with fire fighting to conduct any systematic investigations of these alternative ways of deploying the expert system. Managers react differently to the concept of organizational simulation and prototyping depending on their orientation toward resolving uncertainty.
Those who are accustomed to voyages of technical discovery e. Those who are accustomed to questions for which there are no absolute answers e.
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In the development and deployment of new technologies, both approaches are necessary. It is important for the technically oriented manager to recognize that uncertainty goes beyond technical parameters to include the values and perceptions of users. Therefore, the final form of the technology must be negotiated among multiple sets of users, and the value for the different users must be established through interpersonal contact. Similarly, the more generally oriented manager needs to become comfortable with the concept of experimentation prototyping as a legitimate way to manage the gradual shaping of the organizational environment.
An organizational prototype need not be large nor expensive to be effective. It is tempting to suggest that all of these problems reflect a failure to plan properly for the implementation of change. But in all our examples the companies prepared detailed plans. One firm had literally filled a bookshelf with a detailed plan of action.
The problem is not with planning per se but with the substance of a plan. Most firms plan specific actions to take if certain contingencies arise. But even a half dozen contingencies with a choice of 3 responses can generate different choices. If sequence matters, the planning team now faces over , possible scenarios to plan for. When Lewis and Clark headed west from St. Louis they did not attempt to specify in advance their exact trail and how they would cope with each expected contingency. They realized that the wilderness ahead was too unknown and the contingencies too many.
Rather, they set out with a general sense of their route up the Missouri River and over the Rockies , a good store of resources, and a team that had familiarized itself with everything known about the wilderness ahead. The expedition took advantage of opportunities as they presented themselves, most notably the appearance of Sacagawea, the guide they met en route.
They consciously ran experiments; for a significant portion of the return trip, they separated into two groups to time alternate routes. And they documented every step of their journey for those who would follow. With new technologies the unexpected may loom as high as the Rocky Mountains. It is virtually impossible, to say nothing of inefficient, to plan for every possible contingency.
Planning should not seek to be a set of actions with a checklist for repairing the system should something go awry. Planning must provide a guiding structure for discovering and solving problems. It should focus more on what to look for and think about than on what to do.
Eventually, the new technology is up and running. The new process produces not only salable products, but also usable knowledge. Production time, management time, labor, and materials should be budgeted for making both types of output. On-line learning provides the opportunity to gain usable knowledge. It can eliminate or ameliorate the problems that cause the Murphy Curve. The faster these problems are detected and rectified, the faster performance will attain its intended level. Such learning is not automatic, however. Careful observation and even controlled experiments are usually needed to understand and solve these problems.
At its simplest, on-line learning requires watching the operation of the new technology, noticing problems, and then developing countermeasures or solutions for them. The solutions may be technological change the new equipment or some of the old equipment so they fit together better or organizational change the way the equipment is used, or adapt a part of the organization, such as the reward systems. While problems such as frequent breakdowns or obvious software bugs can often be identified by observation or by statistical analysis of the first weeks of operation, working out causes and solutions of some problems usually calls for controlled experiments.
These are deliberate temporary changes in the technology or organization, and the measurement of their effects. Go GSS The pattern of the market's inverse relationship to gold shares is holding remarkably constant. The market opened up slightly today and the shares gapped down. The moment the market started to sell off, the shares started up. This augurs powerfully to the collapse mirrored by the blow out.
To the naked eye, this will appear to come out of left field, but this has to be the weakest technical market in history right now.. One day and soon a day like today will bounce and then start a cascading decline. They will stop trading in this market for a day or two and drop it 2 or points. What is very evident and exciting is the reverse action in the golds.
As you have said there are breakaway gaps just ahead as many sideliners decide to take their positions. I think that GG breaking decisively through 12 will be a key. If you look at gold and compare it to we can see a similar exponential pattern. It's incredible that no one sees it. ChuckOne of the latest features in my presentations at conferences is to highlight how spin has overtaken the importance of "the truth" in America and is threatening the very foundations which made America great.
Examples abound from the Jessica Lynch "amnesia" cover-up to the grotesque disinformation about weapons of mass destruction in Iraq. Most of us in the GATA camp understand what has happened all to well for we know how The Gold Cartel has lied about gold these past many years and lied about the true state of the gold market. Contrast the US versus Japan. Remember this quote from the Asian press earlier this year: "There was an agreement between Japan and the US to take action co-operatively in foreign exchange, stocks and other markets if the markets face a crisis.
Yet, it could not be more obvious they have interfered in all the US financial markets these past months. The move, which came at the end of a two-day policy board meeting, marks the first time the Bank of Japan will buy asset-backed securities. Previously, the bank has bought government bonds, which carry less risk than securities.. The bank said the purchases of up to 1 trillion yen in securities will start as early as next month and last through March Bank of Japan Gov. Toshihiko Fukui said the intention is to nurture the securities market, rather than interfere in its "natural growth," and the bank's purchases won't continue indefinitely..
Fukui played down hopes for any immediate effect on fund-raising for businesses. Details on what securities will be purchased will be worked out in coming weeks, but Fukui said a proper weighing of risks is critical. Fires blazed on the major pipeline from Iraq's northern oilfields after what residents said were twin bomb attacks aimed at sabotaging exports through Turkey, reported Agence France-Presse AFP. An AFP correspondent saw two separate fires on the pipeline, 15 kilometers nine miles from the key refinery town of Baiji, close to the main highway between Baghdad and the northern regional capital of Mosul.
Barrick, the anti-gold company, was hit with another lawsuit yesterday. What goes around comes around. The executives of that company are not much different than the ones on Wall Street that bilked internet and high tech investors out of hundreds of billions. Barrick induced people over the years to invest in their company and then conspired with The Gold Cartel to keep the gold price from going up. May the Barrick executives still around all go the way of ex-president Randall Oliphant who was fired.
Barrick's "operating challenges were presented as they came to our attention," said Barrick spokesperson Vince Borg. He said the company would respond more fully once it had a chance to review the documents. Barrick is accused of issuing a series of "materially false and misleading statements" to the markets during the time period. The company failed to disclose that its mining costs would rise and that it would not meet earnings forecasts of between 42 U. The charges have not been proven in court, says Bloomberg News. Barrick Gold Corp. Barrick's drop in earnings is a result of the new accounting rules that required that derivatives be attached to the operations that they hedge and because of Barrick's accounting selection which requires that the losses from derivative hedges be applied to the project they are hedging and be realized in the quarter in which they occurred.
As gold turned against Barrick hedges, Barrick chose not to be totally truthful but to via spin city talk attribute the loses to each project saying the economics, of say, the Bulyanhulu project had turned bad and therefore Bulyanhulu had not performed well resulting in lower profits. People assumed ABX was speaking about something had gone wrong with the mining economics of the Bulyanhulu when this was not true. The absolute truth was the mine economics performed perfectly but the hedge cost Bulyanhulu's bottom line.
Management was predicting good earning based on the true operating results then came the blow from the costly hedges resulting in lower profits. Barrick spin city talked, saying it was a shift in the economics of 12 of their projects all at once. It was not. It was the hedges losing money being applied to the projects that hurt their economics. This is proven by the comments in the last annual statement for instance concerning the mine economics of the Bulyanhulu that has functioned perfectly. Lawyer talking which spin city talking is so closely approximates lying actually to your shareholders always get you in deep trouble.
When gold was dropping sharply in the long Bull market ABX had no problem telling the world all the money they made on the hedges short [position of gold as they helped gold go lower orally and by their trading. Now that gold is going up and their hedges are costing them money the spin city talk to keep the focus off their now losing gold commodity trading operations they call hedging.
This suit is a product of that spin city talk to stockholders rather than admitting that the damn hedging is killing you. The problem with ABX is the old man Munk cannot get off his proposition that hedging which he brought to the gold industry is a wonderful contribution when it was the worst thing that ever happened to gold. Unless ABX follows in NEM's fine example and dumps their hedges they can announce twenty stocks buy backs but all they will do is buy their stock back and go private at a low price.
Maybe, maybe not.
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