USA news on Youtube Mar 16 2018

Formations, like these,

require long hours of intensive drilling and careful judgment.

When the troop goes around the corner,

the riders on the outside of the turn have to adjust their speed

to keep even with the riders on the inside.

The man on the outside has to ride a lot further and a lot faster

in order to keep up with the parade.

The outside wheels must spin faster than the wheels on the inside

because they have a greater distance to travel in the same length of time.

When a wagon turns a corner, the wheels can travel at different speeds

because each one can turn freely on the axles.

And in the early automobiles, the rear wheels turned separately

and only one wheel was connected to the engine.

But when only one wheel was driven by the engine,

it had to do all the work,

and it couldn't get a good enough grip on the road to do its job properly.

So the one-wheel drive was soon out of date.

But if two wheels are locked on an axle, so that they are not free to turn separately,

one or the other has to slide.

So engineers had to find a way to connect both rear wheels

to the engine, without sliding and slipping on turns.

The device which makes this possible is a part of the rear axle.

It is called the differential,

because it can drive the rear wheels at different speeds.

The differential looks complicated.

But once we understand its principle, it is amazingly simple.

These two wheels are mounted on separate axles

and supported by a frame,

so that they can revolve freely at different speeds.

Let's fasten a spoke on the inner end of each axle.

So that by turning the spokes, we can turn each wheel separately.

With a bar or cross piece, we can turn both wheels

in the same direction at the same rate of speed.

Let's get something to hold this bar in place,

so that it will press against the spokes.

Notice that this support is not locked to the axle,

it turns freely.

Now, we can spin the wheels by rotating the support.

This is fine, as long as both wheels are able to turn at the same speed.

But let's see what happens when we go around the corner.

With this arrangement, we cannot drive one wheel faster than the other.

And if we stop one wheel, the other wheel won't budge.

Let put this bar on a pivot, so that it can swing in either direction.

Now, the bar can still turn both wheels at the same speed.

And, because it pivots, it lets one wheel turn

even when the other is stopped.

But, if turned too far, the bar will swing around

until it won't drive the spokes that turn either wheel.

We need another crossbar and more spokes to carry on the job.

When we stop one wheel,

the crossbars will continue to push the spokes of the free wheel around.

As long as both wheels are free to turn,

the bars do not swing on their pivots and the wheels move at the same speed.

Now we have the working principles of a differential.

To adapt the model for use in an automobile, we will have to make a few changes.

In order to reduce the jerky action, caused by wide spaces between the spokes,

we will put in more spokes.

Further filling in the spaces between the spokes gives steadier, more continuous action.

And changing the shape gives firm, constant contact.

Now we can make the gears thicker and stronger,

and we have differential gears.

The edges are cut so that they will fit together more smoothly and silently.

And another gear is added to share the work of driving the axles.

The principle is the same.

In order to turn the support and drive the wheels,

we can fasten a large gear here, connected by a smaller gear

to a source of power.

Notice that the power is connected to the differential

at the center line.

We can make our model more compact by moving the gears closer together.

When we put our differential in an automobile,

we have to leave room for the drive shaft,

which carries the power from the engine.

We may build the floor of the car above the drive shaft.

But, if we do, we won't have much room inside,

unless we make the top of the car high too.

Of course, we could lower the floor and ceiling,

but the drive shaft would be higher than the floor.

This would have disadvantages.

A shaft in the middle of the floor of an automobile

would be inconvenient for passengers, and would be awkward for carrying luggage.

Today, engineers have found a way to make the car roomier and closer to the road

without a clumsy shaft above the floor.

The drive shaft from the engine to the differential is lowered out of the way.

And the drive shaft is connected to the rear axle at the bottom.

The new low center drive makes the rear axle quieter, stronger, and more durable

because it gives better, smoother contact between the gears.

The automobile of today with the low center drive

is stronger and more rugged.

Every part of the rear axle has been build to withstand strains,

far greater than it will ever meet on the straight way

or around the corner.

Inside Wheel

Outside Wheel

Inside Wheel

Outside Wheel

Inside Wheel

Outside Wheel

For more infomation >> USA - Around the Corner 1937 - Duration: 7:41.

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SAN FRANCISCO || usa with bae + bae - Duration: 4:05.

For more infomation >> SAN FRANCISCO || usa with bae + bae - Duration: 4:05.

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3/16/18 2:59 PM (2443 N Clark St, Chicago, IL 60614, USA) - Duration: 15:00.

For more infomation >> 3/16/18 2:59 PM (2443 N Clark St, Chicago, IL 60614, USA) - Duration: 15:00.

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3/16/18 3:29 PM (633 N Michigan Ave, Chicago, IL 60611, USA) - Duration: 15:03.

For more infomation >> 3/16/18 3:29 PM (633 N Michigan Ave, Chicago, IL 60611, USA) - Duration: 15:03.

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3/16/18 2:44 PM (18 E Elm St, Chicago, IL 60611, USA) - Duration: 15:00.

For more infomation >> 3/16/18 2:44 PM (18 E Elm St, Chicago, IL 60611, USA) - Duration: 15:00.

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SCA7777 - DAYTONA - PILOTANDO O MAVECO DOIDO. - Duration: 11:36.

For more infomation >> SCA7777 - DAYTONA - PILOTANDO O MAVECO DOIDO. - Duration: 11:36.

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3/16/18 2:29 PM (869 N LaSalle Dr, Chicago, IL 60610, USA) - Duration: 15:01.

For more infomation >> 3/16/18 2:29 PM (869 N LaSalle Dr, Chicago, IL 60610, USA) - Duration: 15:01.

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3/16/18 11:47 AM (4101-4199 N Driscoll Blvd, Spokane, WA 99205, USA) - Duration: 4:59.

For more infomation >> 3/16/18 11:47 AM (4101-4199 N Driscoll Blvd, Spokane, WA 99205, USA) - Duration: 4:59.

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3 Minutes HIGHLIGHTS of JETRO Innovation Program (JIP) - Duration: 3:11.

Before the boot camp, we didn't have any concrete image of the U.S. market,

but after the lectures regarding the U.S. markets, especially the customs and cultures of the U.S. markets.

We got a kind of the overview of how we can expand our business in the States.

It gave us confidence!

What I've enjoyed most in my role as a mentor is the ability to work with hungry entrepreneurs,

folks that really are devoted to their business, and in the five years I've been with USMAC

I continue to be energized by the passion, the strength, the discussion,

the discourse that I have with these different entrepreneurs.

To me I love to get up on a daily basis and work with these companies,

understanding that we can turn an idea into a viable business.

The best part about being a mentor is the exposure to innovation from all over the world.

One of the things that I tell companies coming from Asia, specifically Japan,

as they enter the U.S market, is that it's going to be a cultural shift.

So I always tell them to prepare for the long haul, and invest in being in the United States.

You have to have a presence here to really win here.

For myself, having spent so many years

watching good ideas go from the original inception all the way through product development process,

ultimately into the hands the hands of customers. This gives me a very unique perspective in terms of

what makes a good idea and how to best craft that idea into a successful product.

I think my experience having worked with JETRO, US Market Access Center, and

Empath, the team I've been supporting, has actually been extremely rewarding, I hope also for them as well.

The things that I enjoy the most are really helping organizations internationally understand

How the U.S. system works. How different it is.

What has stood out about the Japanese companies, I think, is their incredible tenacity.

I find that they've always been extremely open to our advice and consultation.

So USMAC is positioned as an accelerator.

We really get to know the entrepreneur inside and out

At the end of the four days, they believe they can build a company

that's not just doing 2 or 3 million in revenue but maybe 2 or 3 billion in revenue one day.

We had made some suggestions to JETRO that

they consider maybe transforming the value that they're providing their startups from real estate to acceleration.

They started to explore that with us, so we're really enjoying the relationship with JETRO.

So the part that I enjoy the most about working in the JETRO Innovation Program

was the fact that we were assigned to these mentors

who would spend time to understand our business models,

our value proposition, and not only take the time to understand but also to give feedback.

As a result of the program, basically the way we built the pitch,

I would say improved dramatically.

My advice to companies considering this program would be

'Stop considering it, and go!'

For more infomation >> 3 Minutes HIGHLIGHTS of JETRO Innovation Program (JIP) - Duration: 3:11.

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Daniel Cardona, VP of Global Strategy, Nextremer Inc. - JETRO Innovation Program (JIP) - Duration: 2:59.

My name is Daniel Cardona. I work at Nextremer and I am VP of Global Strategy.

We build conversational interfaces for different purposes.

So companies call us and tell us, ok, we have a problem in customer support,

or we have a problem in information, we want to automate some processes.

Therefore, what we do is we create conversational interfaces, human machine interfaces,

so that they can automate

this process that usually would be very repetitive. Think about it as Siri for businesses.

So companies that we're currently working with including

Honda, Mitsubishi Research, Hanabi Airport, and Kochi Bank,

So we found out about the JETRO Innovation Program

because basically we're all the time in contact with government-run opportunities to be abroad.

The main reason that pushed us into joining the program is the fact that there was a lot of support.

So the part that I enjoy the most about working in the JETRO Innovation Program

was the fact that we were assigned to these mentors

who would spend time to understand our business models,

our value proposition, and not only take the time to understand but also to give feedback.

So the biggest challenge for me was to actually be able to deliver something actionable.

By actionable I mean like a business plan, like a value proposition that is actionable in the states,

while convincing and moving the Japanese counterparts back in the company.

That's the correct direction if we want to tackle this market.

So I would say the biggest challenge is cultural difference.

As a result of the program, basically the way we built the pitch,

I would say has improved dramatically

because before the boot camp we weren't too clear about the structure of the overall pitch.

The coaches helped us go through the actual structure that a VC is expecting to see

so that we can meet every criteria in a very clear way,

and that's something that didn't really have before.

So working with a mentor was a very interesting process because

they tell you things just without any filter,

which is pretty much what you need when you are building up your value proposition.

So my advice for the companies that are considering this program is definitely go for it.

There's technically no risk involved.

The program sponsors part of your participation in the exhibition

which has thousands of attendees that are potential partners, investors, whatever you want to call it,

on top of giving you actual mentorship that could be actionable not only in the states but also back in Japan.

My advice to companies considering this program would be

'Stop considering it, and go!'

For more infomation >> Daniel Cardona, VP of Global Strategy, Nextremer Inc. - JETRO Innovation Program (JIP) - Duration: 2:59.

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Hazumu Yamazaki, Chief Strategy Officer, Empath Inc. - JETRO Innovation Program (JIP) - Duration: 3:03.

I'm Hazumu, Chief Strategy Officer of Empath, based in Tokyo.

Empath is an emotion AI company developing broker emotion recognization technology

which can identify emotion in real-time regardless of language.

And Empath can identify four emotions such as

Joy, Calm, Anger, and Sorrow.

Or provided in real-time regardless of language

We're a small start-up team based in Tokyo. We have just 5 team members.

Our main target customers are call centers and mental health care sectors

as well as voice-interface companies, because there are a lot of smart speakers.

The voice interface market is growing and growing. So now we are focusing on that.

Voice tech giants such as Amazon, Google, and Microsoft.

A lot of Japanese startups are interested in entering the US market.

However, they don't know how to do it yet.

So I think this JETRO program will really help Japanese startups who are interests in the global markets.

Because we have succeeded in having their contacts as well as having their meeting with the tech giants.

It never happens when Japanese startups stay in Tokyo.

So there are huge differences between the U.S. and Japanese market cultures.

For instance, in Japan, the startup ecosystem is not matured yet.

We don't have many venture capital firms, we don't have many accelerators.

However, here in the United States, we can get anything.

For instance, we can access VCs through pitch contests, and there are a lot of tech giants here in Silicon Valley.

So it's easier for startups to have conversations with the tech giants that never happen in Tokyo.

Before the boot camp, we didn't have any concrete image of the U.S. market,

but after the lectures regarding the U.S. markets, especially the customs and cultures of the U.S. markets,

we got a kind of the overview of how we can expand our business in the States.

It gave us confidence to promote our business here in the States.

I really enjoyed the one-on-one mentor session.

Because there are a lot of mentors from different backgrounds,

One is an entrepreneur or investor or a lecturer at their business school.

We got a lot of different perspectives regarding how we can expand our business in the United States.

The best thing with a mentor is

we participated in the meeting with Amazon together, and after the meeting,

he gave me a piece of advice regarding how we can continue to keep in touch with the Amazon team.

Still we have contact with them.

We highly recommend this JETRO Innovation Program.

You should apply for this program as soon as possible.

For more infomation >> Hazumu Yamazaki, Chief Strategy Officer, Empath Inc. - JETRO Innovation Program (JIP) - Duration: 3:03.

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Don Lindsay, Mentor - JETRO Innovation Program (JIP) - Duration: 2:11.

My name is Don Lindsay, and today

I independently advise and mentor companies of all sizes globally

through a variety of roles including serving on advisory boards

acting as an angel investor, but also working through accelerators such as US Market Access Center.

So in my career, I've had the good fortune of working with some very recognizable Fortune 100 companies,

including Apple, BlackBerry, Microsoft, and Bell-Northern Research.

In terms of highlights of my career, I'd have to really look for two examples.

One is the building of teams and

contributing to some of the core concepts of two significant products: Mac 0S 10 and BlackBerry 10.

I think being a good mentor really is, for myself, having spent so many years

watching good ideas go from the original inception all the way through product development process,

ultimately into the hands the hands of customers. This gives me a very unique perspective in terms of

what makes a good idea and how to best craft that idea into a successful product.

In terms of preparation, I would suggest that companies look at crafting an initial pitch deck.

What mentors want to see is they've got a good understanding of who they're going after,

the market they feel is the target market, the customer, a good understanding of their business model,

and pulling that all together in an initial pitch deck,

which will undergo changes, is the best way to start.

Empath provides a solution that augments speech recognition by being able to detect a speaker's emotion,

emotional state, whether they are calm, angry, happy

Of course speech recognition and smart assistants are a really hot area right now,

and their technology can offer a significant competitive advantage over other manufacturers.

I think my experience having worked with JETRO, US Market Access Center, and

Empath, the team I've been supporting, has actually been extremely rewarding, I hope also for them as well.

For more infomation >> Don Lindsay, Mentor - JETRO Innovation Program (JIP) - Duration: 2:11.

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Alfredo Coppola, Co-CEO, US Market Access Center Inc. - JETRO Innovation Program (JIP) - Duration: 2:47.

My name is Alfredo Coppola. I'm the Co-CEO of US Market Access Center.

I had three tech startups in my career. Two of them I grew to the Silicon Valley area

and one was a terrific success here. So I got what we call the Silicon Valley fever

in the mid-90's and there was no turning back. This truly is an entrepreneur's paradise.

Among the three startups that I was building in my career,

some of our biggest customers were Deloitte and Price Waterhouse Cooper.

But one of the companies was a computer gaming company,

so I did partnerships with Paramount Pictures in Hollywood, Microsoft,

Time Warner was doing a lot of business in entertainment area so really built a lot

of relationships not just in Silicon Valley but also in Hollywood, California.

Myself and my co-founders — the three of us we all experienced setting up a

company in another country and experiencing all the challenges along the way.

I spent more than $200,000 of my own money to enter the U.S. market myself.

We wanted to make that path easier for people.

So USMAC is positioned as an accelerator,

and our tag line is basically 'Think Big. Start Smart. Scale Fast.'

The training program is usually four or five days, and we do it in country,

and it combines training in the morning and in the afternoon we do one-on-one mentoring.

And the one-on-one mentoring is the time

where we really get to know the entrepreneur inside and out

We get to understand what they're made of, what their challenges are,

and we test them along the way. We want to see

that at the end of the four days, they believe they can build a company

that's not just doing 2 or 3 million in revenue but maybe 2 or 3 billion in revenue one day.

We had made some suggestions to JETRO that

they consider maybe transforming the value that they're providing their startups from real estate,

that is free office space and consulting, to acceleration.

They started to explore that with us, so we're really enjoying the relationship with JETRO.

We absolutely adore working with Japanese startups.

What I love about the Japanese culture is that they are on time, they're punctual,

and they work really hard. We play the role of coach, of a mentor,

and they really listen.

The reasons why the Japanese companies participate in the USMAC & JETRO Program

is it really removes so much of the risk associated with expanding to a new country.

I wish I had this when I was starting my startup back in Canada.

The benefits are absolutely amazing.

So we've really enjoyed working with Japanese companies,

we love your technology.

We'd love you to be part of this program, so please join now.

For more infomation >> Alfredo Coppola, Co-CEO, US Market Access Center Inc. - JETRO Innovation Program (JIP) - Duration: 2:47.

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Christopher Williams, Mentor - JETRO Innovation Program (JIP) - Duration: 2:35.

My name is Christopher Williams.

I'm a mentor with USMAC.

So I've been working at Silicon Valley for about 25 years.

Projects I've worked on have ranged from B2B software, B2C consumer electronics,

I've done work with Apple, with Ford, Facebook, Oculus, I've worked with Google Glass,

I did a solo drone project from napkin sketch all the way through retail.

One of my favorite achievements was doing an off-grid solar utility in Haiti.

So we went to rural Haiti to try and figure out a way to bring

utility service to the top of the mountain where there's never been electricity.

And that was pretty amazing because It was a life-changing project.

Being a good mentor is a combination of having the experience of shipped product if it's hardware,

or done the deals with B2B, understanding how budgets are done within the organizations,

a combination of strategy, business development, having an engineering background certainly helps,

so I understand what's possible, what's not possible.

Having that combination together with experience of being at Silicon Valley for so long,

I think that's what all our mentors bring to the table.

The best part about being a mentor is the exposure to innovation from all over the world,

so you get entrepreneurs from everywhere, and generally they tend to be on the younger side,

so they have a lot of that energy, that go-for-it naiveté

which is sometimes missing in Silicon Valley.

My experience working with Japanese startups has been quite fantastic.

I've done two, Borderless and Mamorio, both of which were quite sophisticated

and far along in their product development, and they both had a tremendous willingness

to learn about the U.S. market and made changes very rapidly while in country.

There's been tremendous amount of growth in that sector coming out of Japan and startups

generally tend to be quite sophisticated and far along in their development

before they even come to the U.S.

One of the things that I tell companies coming from Asia, specifically Japan,

as they enter the U.S market, is that it's going to be a cultural shift for them to understand the adoption curve here.

So what is an early adopter in Japan might not be the same kind of person here,

and then crossing the chasm, as they say, to the mainstream can be quite difficult and expensive.

So I always tell them to prepare for the long haul and invest in being in the United States.

You have to have a presence here to really win here.

Any company that's looking to do the JETRO program, the advice I would give to them is

to really set expectations for what success looks like before you come, and that way you

share that with your mentor and we could work with you to make sure you get the most out

of your trip while you're here.

I've really enjoyed working with the two startups from JETRO so far,

and I'm very much looking forward to working with more.

For more infomation >> Christopher Williams, Mentor - JETRO Innovation Program (JIP) - Duration: 2:35.

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Kate Gunning, Mentor - JETRO Innovation Program (JIP) - Duration: 2:53.

My name is Kate Gunning, and I'm a mentor with USMAC here in San Francisco.

Well, I began life as a scientist in Ireland. so I worked in chemical labs, nuclear medicine, hospital labs.

I've also worked at Lawrence Berkeley National Lab.

I was part of the genome project there back in the early days.

And then I was part of the group that really brought together three national labs into one at the Joint Genome Institute in Walnut Creek.

I then moved on from there to developing the technology that was used for DNA analysis,

and that was some of the sequencers that we needed to bring into the industrial workplace.

I became a mentor, I think it was probably through my connection with Ireland,

and I knew that USMAC was involved in helping scaling companies,

and with working with companies from Ireland.

And being from Ireland myself, I wanted to find a role.

I saw that they had a need in the life science and health care space,

and so we were introduced, and it was a great fit.

I think as a mentor,

the things that I enjoy the most are really helping organizations internationally understand

how the U.S. system works, how different it is,

helping them navigate their customers and potential partners.

It's amazing when you see a company who really is pretty naive about the U.S.,

and then has an opportunity to learn so much within a couple of weeks.

So I-Medex is a great example of a Japanese company that is partnering here in the U.S. with a number of startups.

And so we've been able to introduce them to companies that are developing new medical devices

that are utilizing their technology which is very well developed,

and they have a lot of IP around, but they've shown to have a superior product than some of the companies here in the U.S.

So we have a number of innovative companies here developing medical devices that are including the I-Medex's product

So I think that that's been a very exciting opportunity.

What has stood out about the Japanese companies,

I think, is their incredible tenacity when it comes to wanting to develop the markets here in the U.S.

I find that they've always been extremely open to our advice and consultation.

So I believe that I have had great experience working with Japanese startups.

Such a wide variety of technologies and the opportunities to develop those here in the U.S.,

and to be part of the team that actually brings those companies here and helps them

understand the system and understands how to develop.

So it's been a great, exciting opportunity,

and I'm really looking forward to working more with those types of companies because

I just think the opportunities for them are tremendous.