Live from Cambridge, Massachusetts, it's theCUBE at the MIT Chief Data Officer and Information Quality Symposium with hosts Jeff Kelly and Paul Dillon. Welcome back. We're here live at the MIT CDOIQ Symposium. I'm Jeff Kelly. You're watching theCUBE. We're here all day today talking about the evolution and the elevation of the role of the Chief Data Officer. We're talking about data governance and transforming businesses through the use of better use of data and analytics. Our next guest is Bill Ulrich. He's the president of TSG. He's working with a number of organizations to help them transform their organizations, find better uses for data, how they organize their data, how they apply analytics to their enterprise-wide processes. So Bill, thanks for coming on theCUBE. Great for you to be here. Thank you. Thank you. Appreciate it. So tell us a little bit about yourself and kind of TSG and really what your mission is. Sure. I've been working in the field of information management, IT, business IT transformation for about, well, most of my career, so about 35 years. The last 25 years I've had my own company. The focus has been largely on large-scale transformation initiatives. Historically, I've come at it in the earlier days from an IT perspective. What I found out gradually probably started dawning on me about 25 or 20 years ago and really started hitting me in the head about 15 years ago is that if the business doesn't get behind and drive the transformation strategies that you want to pursue, you're going to end up with a non-sustainable environment or non-sustainable solution. And the reason is because IT comes up with its approaches and its technologies, but they're not sustainable from a business perspective because the business doesn't really understand what's happening. They have a lot of promises on improving things and making things better, but they don't really understand how it's delivering value to the bottom line. So what I've been focused on over the last 10 plus years is getting to more business-driven sustainable solutions where the business can't just stop something because it's their initiative, they're vested in it, they've defined it, they've defined the strategy and the direction they want to go, and it becomes their focal point. And more recently, over the past five to six years, we have found that the best way to do that is to establish a business architecture in the business to then take the business architecture and take your strategies and your plans and your requirements and your demands you want to pursue and put those through the lens of the business architecture so that you can articulate that for IT.  So are we talking about organizations that want to enter a new line of business, that want to change the way they're doing things because perhaps revenue growth is stalled? What do we mean by transformation? Right, so transformation can mean a lot of things to a lot of different people. It all depends on what you're trying to accomplish. On a small scale, it might just be doing some basic alignment of your customers between two business units. On a larger scale, there's some organizations now, financial institutions for example, multi-line insurance and financial that are trying to go from a very product-centric business unit siloed business model to a horizontal business model where the customer is viewed consistently across all of the different insurance and financial lines. The value to the business of doing that is now that the customer has a consistent view of you. You have a consistent view of the customer. So when they show up on your doorstep, for example, you know that this person has six other insurance products, two financial products. That's one example, mergers and acquisitions, large-scale consolidations, divestitures, or even just going to the point where you've realized that your IT systems have so much technical debt they've got so far out of line with how your business works to get a better framing of your business to try to move through some sort of scenario where you can realign your solutions to the business needs and strategy. You talked about strategy and I think a lot of CEOs would tell you that they do strategy well. I'll bet precious few of them actually do. What is a good strategy from an IT perspective? What is it? It gives an example of a strategy statement that can actually be used for tangible IT deliverable. So I don't believe there's – and it was interesting because I was just helping somebody advising them. They were trying to craft what they call their IT body of knowledge or IT box. And their focus on IT strategy was very IT-centric. How does IT deal with procurement better? How does it deal with vendors better? How does it deal with all the different things you see in the ITEL model? I don't believe there's such a thing as an IT strategy. I believe that there's a business strategy. I believe that IT is a business unit that aligns to that strategy. So my view of strategy is the business strategy. We are going to move into these new markets. We are going to increase market share for these types of products. We are going to roll out a new product line and series of products with their product line. We are going to move from the personal line to the commercial lines. To me, those are your strategies. And business has to set those and define those and define the aspects of the organization that they want to focus on to improve that. And then IT needs to align its solutions to the directions, the focal points, and so forth. So I believe that the office of the CIO, and many of them are, need to be at the business table talking about these things. And then in order to make this actionable, we need to be able to have the business articulated first and foremost, as opposed to going right to, I need to build three new systems or replace this database in order to implement this. We need a business focus first, action plan, transformation plan, and then move to the IT plan. So well, increasingly, so some of those business type of decisions and strategy decisions you were just talking about, should we move into a new market, want a new product, change a product? Those kind of decisions are being driven by large-scale data analysis. What role is data playing in driving those kind of decisions, and how do you advise clients to actually start taking data into more account when you're actually setting the business strategy, not necessarily the IT strategy, but the business strategy? Good question. So when we look at strategy, first of all, I just want to frame this, from a business architecture perspective, we espouse the normal tools for looking at strategy, whether it's Porter's Five Forces model, whether it's Norton Kaplan strategy maps, whether it's the traditional SWOT analysis, the different types of tools we look at for espousing strategy. So first of all, that's really important, and even if it's just something more basic than that, we need to understand what they're trying to accomplish. Now there is information that needs to feed that. How do we get better information about what we're trying to accomplish? Well, you have a little bit of a situation where you're trying to evaluate how well you're doing information today, and whether or not you're getting adequate information being fed up into your analysis processes. We look at something through business architecture, it's sort of a multi-focus lens. One is we look at the value delivery for your stakeholders, we call the value streams. We look at the capabilities you have that are necessary to deliver that value, and we look at the information perspective that's necessary to enable those capabilities. Now the information perspective provides the vocabulary, if you will, which has to align to what you're trying to accomplish from a capability perspective, which has to align and support your end-to-end value delivery. So as we look at this, and we get the information defined by the business in concrete ways, and it's as simple as defining a taxonomy of terms, or if you will, just a glossary of terminology of all the things you work with in your business so that you can get that consistency and terminology. We then need to frame what's necessary to deliver that stakeholder end-to-end value to improve those capabilities. So we look at capability heat maps, we look at value stream heat maps, we look at where the weaknesses are, and then we take the information necessary to deliver that, and we see where those weaknesses are, and we look to then improve that information, whether it's a more horizontal view across siloed information that's redundant and inconsistent. I tell a lot of organizations that there's a reason that the Tower of Babel never quite got finished, and it's because everybody was speaking a different language. Well, when we look at all the projects we have going on and all the requirements were going on, all those projects across all those different business units, I have business analysts, all of which are using a localized dialect of the overall language of the business. Localized dialects are creating chaos in the back-end IT environments. So we try to focus on moving away from the... You can still have your localized dialects. Just like if you go to Germany into certain corners and pockets, people will be speaking Schwabian. But if you want to speak, if you want to go to the centerpiece, the official language, if you will, there's a common language that they speak. So it's the same kind of thing. You can still have your localized dialects in a given business unit, but there is a common binding perspective on information. That perspective, then, how well is that supporting your capabilities and your value? We need to build all that and roll it together. Information quality is kind of an amorphous term. And to say it's a good thing is kind of motherhood. What are some of the more common problems, shortcomings of information quality that you see with the clients you work with? I'm doing oversight on a very large program, multi-year transformational program. It's a federal agency, U.S. federal agency, where we're doing this work. And they have a business architecture, and they've defined their information vocabulary, and they've driven that back through into the data architecture. So they now have a consistent perspective from how they want to organize this information. First of all, the information, the way it's organized today in the existing environment is not organized in a fashion that's conducive to delivering what the business really needs long-term. More end-to-end perspective, more of a value-based perspective, more consistency across all the business units. I don't mean to interrupt you, but you were saying the information itself isn't bad, but it is not complete? Well, we got down to the fact that in fact it isn't complete, which is one thing IT doesn't quite realize. We find out that a lot of the data that people are really using in some of the business units, which should be centralized and defined and available, are either buried in spreadsheets or literally in some cases in file drawers, where they have to pull the information out. So first of all, what IT doesn't realize is they only see part of the picture. Half the business in some estimates is automated, half of it isn't. A lot of it can be automated, but we don't know what can be automated, because IT only sees what's automated as opposed to what's not automated. There's information that doesn't exist in the IT environment. So when IT looks at going from point A to point B, they only look at what they have. What they don't look is what they don't have. And what is coming at it from the business perspective tells you where the information is that you don't have. So there's entire business units that are doing things largely manually today that have been left, for whatever reason, left off of any type of automation over the decades. So again, we want to, they're focusing on the piece that's already been automated. We need to focus on the big picture, because if you don't have the big picture, that data will remain in spreadsheets or in people's file drawers. Then we got to the point in the same project of saying, all right, so we know that. We now have a big picture that we need to get to long term. What about the existing information? In that case, we had a lot of data problems. In the example that I'm, and many projects I've been on have the same problems. We look at date fields, there's no dates. We look at basic information on the country of origin, there's no country code, or the country code is wrong. So you start doing this filtering, and you start doing this what if analysis of, or what's in their analysis based on where you're trying to move, because now you have a target, and you put out based on certain levels of rules, and we came up with a rule hierarchy. There's a basic level where you can't have garbage in a date field. That's one level. There's another level where you need to have things actually connect to each other in a reasonable way and not conflict. There's a third level where the data is actually breaking a whole bunch of business rules. So we created a business rules committee within the business, and all these issues are being brought to the table, and the business then looks at these things and signs off on, this will be corrected in this way, this will be corrected in this way, so that when you're putting dates in front of people on the screen, it doesn't show up as 1BC, which is what happened with one of the display situations. Well, we know it wasn't 1BC when they went through this process. So I want to push back a little bit on, so you mentioned about having this kind of centralized, basically having one language throughout the entire organization is speaking, so you want to have a kind of a centralized taxonomy, right? Now, does that in any way, I can definitely see the benefit of that, but does that in any way limit the flexibility of the different business units to do what they want to do? In other words, are they bound now by the central language, the central dictionary, if you will? Does it have a more distributed approach while it will not have as much consistency across the organization, allow the different business units to actually be a little bit more flexible, a little bit more nimble? Is there a tension there? Okay, so there is some tension. It's largely political as opposed to real. The tension is that I have my money and my budget, and I'm going to spend it the way I want, just like I have been for the past 20 years, and you're not going to tell me how to do something better or differently with my budget just because it's for the good of the organization as a whole. So that's the political pushback that we get at that quite a bit, large and trenched organizations, you run into it all the time. In terms of the general, the common language, we're not trying to tell people that they have to do things differently in their business, we're not trying to tell people that they can't continue to use their dialect within here, but when we're bringing all the groups around the table, we're going to have a thesaurus, and that thesaurus will have one common vocabulary that we can all use to communicate. That common vocabulary, if you can do that, and where we've done this on major initiatives, and you bring that to the data architecture team, this is something that's gold to them. This is something that they've been trying to accomplish for years and years and years, but they haven't been able to get it because they're pushing it from the bottom up, or from the IT side in, as opposed to the business, which is really driving it from a strategy perspective, coming at it from a, what does my business architecture look like, what's my common underlying vocabulary for this. So, yeah, the largely what we went into with business architecture as a whole is political silos and fiefdoms. I want to go back to something you talked about earlier, about a lot of data being locked up in spreadsheets and even file cabinets, and I think of companies I've worked with, most of them, in fact, who prefer to send spreadsheets around on e-mail lists rather than using a shared spreadsheet. And perhaps in most companies I would submit that most of the data the company has is locked up inside individual computers and is this something that has to be busted up? I mean do we need to adopt more of a different set of tools to make data really accessible to the companies as a whole? I think it's a combination of things. Yes, we need some different kinds of tools, and there's great tools on the market. There's incredible things out there in the area of semantics and all kinds of technologies. So I wouldn't say that the tooling's not out there. I think that there's enough tooling to solve the problem. Largely what you're talking about here, what you're describing is a cultural phenomenon. And it's the cultural phenomenon is it's my information. I have it in here, I do it my way and if you... Or this is how I know how to do it and I don't want to learn to do it. I'm going to have to learn to do it a different way. So the session that we were in the round table we were in this morning or just after before lunch we were talking with Jim Gilligan from Blue Cross Life and he was explaining that they were using 10,000 spreadsheets to do their work. So they moved through this very much, they came out from a governance perspective and then very much of a cultural alignment perspective and then they began to move towards the slow incremental resolution of those particular issues. But if you don't do that you can't get to any kind of major degree of transformation because everything is interlocked in those spreadsheets those are locked into the systems. We have situations that we run into where those spreadsheets are not only taking data off of systems but they're playing an in-between role and then feeding data back in. And I was at a financial institution investment company about a year ago and they had 25,000 spreadsheets and this is still small for some organizations and there was a huge room in one of their buildings that was just loaded and everybody in there that I could tell was working with spreadsheets at the same time. And a woman said, well they just put a new release of this system in and I just had to add 25 more spreadsheets to my solution. IT thought that they were doing a great job but what they don't see is there's no visibility to the other side. So what we're trying to do is come at it from a business perspective to drive it back into IT from a business perspective because left on their own nothing against IT they will fill the gap with their own solutions and come at it from their own perspectives. The CDO role, interesting we've been talking to a lot of our guests about what CDO means and one of our guests yesterday actually a chief information officer said he doesn't believe we'll have chief information officers in 10 years. We will have chief data officers because the information, the infrastructure is all becoming invisible, the data is what counts. What do you think is the future of the CIO versus the CDO role? An interesting question. I do think that somebody needs to own the information and we have a lot of organizations have CIOs and CTOs CTOs are the ones who are managing a lot of the technical infrastructure what I call the technical architecture. CTOs largely are dealing with what I call platforms and plumbing all the stuff that's keeping everything working under the covers. The part that gets ignored by a lot of organizations is the application and the data architectures which collectively roll into the solution architecture. So it's easy to ignore the solution architecture because you say well we can't change it it's too complicated we don't understand how it works because the applications are so interwoven we'll never be able to do anything with that. So that gets ignored and it's also intertwined with the data architecture we can't do anything about that because that's all interwoven and tied up and twisted up with everything else. Well those are the areas that actually have to change moving to a new platform, a new technology whether you have mainframes or not getting rid of one language over another largely that's all happening behind the scenes and to a great degree and some people may not like be saying this but to a great degree underlying technology and plumbing is largely irrelevant to these business solutions and the business functionality that you're trying to deliver as long as you have a good solid, rock solid data and application architecture back to your question I still think we need CIOs to play that role I also think that somebody needs to focus on the data because largely the CIOs haven't been doing that from their perspective. I think a chief data officer whatever you want to call them should be resident in the business because when the business says that they own the data or they own the information however you want to word it I think they say that but I think largely it's been lip service and I don't think that they've put enough focus on actually investing the time and energy and people and just getting them to establish a business architecture team with an information focus within the business has been like pulling teeth so they say they own the data but then they throw it over the wall to IT and frankly that's a lot of lip service in my book. So you're out there every day on the front lines working with clients I wonder if you shared a few examples I wonder if you could share a few more maybe one of the more successful engagements you've had recently maybe contrast that with some of the projects you've worked on where you've had some real challenges with organizations that aren't really in line with the approach or you've had to really twist some arms really sway some people to your way of thinking. Okay so success is it's a matter of a couple of things one is obviously being able to have all the right pieces in place and actually taking that business perspective and I'm working with a number of organizations who are taking that business perspective and driving it forward and these are multi-year engagements and a number of them are moving forward at a reasonably good pace the ability for them to actually move forward and perform successfully and so what I'm doing is I'm sort of carving off the best in terms of my view that are doing it the right way in order for them to move forward successfully you see a big difference in terms of where they're at today versus where they're going the data architectures if you look at I'll give you one organization about 12 years ago maybe about 14 years ago they completely revamped their technology and their data architecture and they came up with a relational database structure because they had been using a pretty clunky old 25 plus year old unstructured environment of file structures and so on they came up with a relational data model now they're what they did with that new application architecture and data architecture at the time and it wasn't perfect and it's gotten beat up over the years but they went from they took they stopped and they cleaned up a lot of technical debt that had been building for about a 25 or 30 year window they're in a better position today transformation wise to go to this next level because they took time over a decade ago to clean up some technical debt another organization very similar kind of organization has let that technical debt build for the past 30 plus years and where they're coming from limits their options in terms of where they want to go so instead of being able to build off a relational database and being able to do some really interesting sort of double scheming against the database for the new and old systems to get them they have to go through a complete transformation and synchronization which is a much much more difficult effort because you're backed into a corner and your expenditures and your level of effort and your risk in doing something like that is much much higher than if you're coming from a baseline that's a much better perspective so what I tell organizations is stop kicking the ball down the road to the next CIO or to the next decade because as you do that more and more you're going to end up driving your technical debt and backing yourself into a corner to the point where you're going to have to be boxed in and not be able to afford or to even maybe even accomplish some of these transformation exercises so what are some of your what's your advice for organizations who would say to you well that sounds great we'd like to do that but where do we find the resources to do that while also continuing to keep the business running right how do we find the resources versus keeping the business running well what you want to ideally do is meld those together so your business strategy should have some benefits associated with accomplishing the strategy so the question is well what happens if I still am siloing my customers five years from now what's the downside of that what's the strategic downside of having somebody be able to go to my competitor and when they type in their information it says welcome back Mr. Allrick we see here that you have three financial accounts and five insurance products with us what are you interested in today and as opposed to somebody on a phone saying please type in all your personal information starting from scratch because they have no idea that you're a current customer those are the businesses that are going to lose out so the main thing that people have to start doing today is stop thinking about the quarterly return and start thinking about five to ten years out from now kicking the ball down the road and ending up with a situation where you're going to drive the company into a corner that they're going to have to try to dearly buy their way back out of and not be able to and you would say that standards are critical I mean thinking architecturally about data regardless of the platform you're going to be using is essential to that it is essential and it's not just thinking architecturally about the data it's thinking architecturally about from a business and an IT architecture perspective and the hand and glove thing that goes together is that the business has an information perspective that needs to transform into the data architecture and data management and data quality that can be worked on collectively with the IT organization so that those two things are working together right now from my perspective the data people are trying to carry the ball on the IT side and they have no counterpart partner on the on the business side to work with them because the business has thrown everything over the wall but yes architecturally it's absolutely essential some really good advice there from Bill Ulrich thank you so much for joining us on theCUBE we hope to see you again next year or other events thanks for watching we'll be right back with our next guest here at the MIT CDO IQ symposium


But these murders are consistent with murders that have happened as long as we've been here in this country. We don't have to go to 2020. We can start at 1892 when Ida B. Wells documented the lynching of her friend who had the nerve to start a grocery store on the same block that a white man had one. The long end of that short story was the white man was able to acquire the black man's store for eight cents on the dollar, eight cents on the dollar. And we can talk about Wilmington, North Carolina in 1898 when the anecdotal evidence was that the river ran red. They said there were 60 or 70 dead people. Now they're fighting a 600 or 700. And then of course there's Tulsa. And why is this all connected? It's connected because in our psyches, in our psyches, there is a block in terms of how we participate, how we manage what we do.


Hello and welcome to the screencast in which we're going to work an example of the trapezoid rule. Here's our problem. We want to integrate e to the x cubed between negative 1 and 1 using the trapezoid rule with three subintervals. So the first thing I'll do here is what I do for any sort of approximation. That is set up a little bit of notation. In particular, I really want a name for the function I'm going to integrate. So I'll call it f of x, that's e to the x cubed. And the other thing I want to know is delta x. That's the width of the subintervals. The usual formula for this is b minus a over n. And so in this case, that's 1 minus negative 1 over 3. Be careful with the negative there, which comes out to two-thirds. So that says I'm going to have trapezoids that are two-thirds wide here. Now that I have that, I'm going to draw the endpoints of those trapezoids on my x-axis. And then I'm actually going to draw the trapezoids. This will help with figuring out the formula so that you don't have to memorize it. And also getting a graphical sense of what we're working with. So my left-hand endpoint is negative 1, which means my next endpoint is delta x to the right. Well, negative 1 plus two-thirds comes out to negative one-third. And this distance right here is delta x. So I added that two-thirds on right there. Another delta x to the right gets me up to positive one-third. And then the last delta x gets me all the way up to one. So now I've got the edges, the endpoints of my trapezoids drawn. And I'm going to zoom in a little bit here so that we can focus on drawing these trapezoids. So here's what I'm going to be doing. I'm going to draw these trapezoids. And I'm going to draw their left and right-hand edges first, because those edges go from each of our endpoints that we just wrote down all the way up to the function. So, for example, the one at negative one looks just like that. The one at negative one-third goes straight up there. And the one at one-third goes up to the function again too. Keep in mind that unlike the left or right-hand rule, every one of our edges goes all the way up to the function. The last one on one here goes way up all the way to the edge of our graph. Next, I'm going to actually connect these. Since we're drawing trapezoids, we're not going to do rectangles. We're actually going to connect the top edges of these. So the first trapezoid on the left here will go just like this, where I've connected those edges. And now I've got this trapezoid right here, which will contribute area to my trapezoidal sum. The next trapezoid goes like this. And the last trapezoid has a very steep edge. It goes like this. I'll shade each of those in so that we can see the total area that we're talking about right here. So this whole area that I'm shading in right now is what the trapezoidal sum represents. Alright, having taken a look at that, we're ready to actually calculate the trapezoidal sum. So let's do that. The trapezoidal sum is easiest to write out if you've drawn this picture already. So we call it Tn, or in this case T3, and it's just the sum of the areas of the trapezoid. Well, the area of a trapezoid is one-half times the sum of its bases, times its width. Well, in this case, you might have to look at things a little bit sideways because each of these bases is actually what it looks like, the sides of the trapezoid. So I've just drawn this in red right here so that we can refer to it by color. Remember, the bases of a trapezoid are parallel, and so those bases are going to be the vertical lines right here. So I'll write those in in red. The height of the left-hand edge is what we call f of negative one. I'm not going to write out the function's name, e to the x cubed, just f. Add to that the right-hand edge, which is f of negative one-third tall. And then we need to multiply by the height of the trapezoid. Well, the height goes from one parallel base to the other. So that's this distance back and forth along the x-axis. We also have a name for that. That's delta x. All right, and that's the area of our first trapezoid. The next one, we'll do the same thing, one-half times the sum of the bases times the height. This one I'll do in blue. So again, we're going to have the left-hand edge be f of negative one-third this time. And the right-hand edge is going to be f of one-third. And the height, again, is going to be between those parallel bases, and that's delta x. And I'll write in the value later. Finally, we're going to do the right-most trapezoid, one-half times the sum of the bases. And I'll do this one in green. So the left-hand edge is going to be right here. And the right-hand edge is going to be right here.  And again, the height is along the x-axis, and it's delta x. So now it's time to actually write this out using the function. So we have one-half f of negative one, well, that's e to the negative one cubed, which is just e to the negative one. And f of negative one-third is e to the negative one-third cubed. And I'm not going to simplify that. I'm going to leave that until later. Delta x, we know, that's two-thirds. So simplifying the other ones quickly now, e to the negative one-third cubed, notice how I get the same value a few times. That's because each of these trapezoids shares an edge, so we're going to use the same height over and over. And again, delta x is two-thirds. The last trapezoid. And e to the one cubed is e to the one times the height. So this is our value. And now at this point, we can evaluate this by any means. I used a calculator. Using the calculator, this comes out to approximately 2.3629. So that's our estimate for the value of the integral. And I can even write that here. That's approximately the value of the integral from negative one to one of e to the x cubed dx. Take a look back, make sure you know where all of these geometric ideas came from, where each of the function values and heights came from. And then on the next page, we're going to take a look at another way to view this. All right, if you've already calculated a left and a right-hand sum, there's another easier way to calculate the trapezoid rule. And that is as the average of the left-hand and right-hand sums. So I've already done the left-hand and right-hand sums for you here and drawn them out using Geogebra. So take a look at those. You can see the left-hand sum is an underestimate, all the boxes are beneath it. The right-hand sum is an overestimate, in fact a very big overestimate in some places. And these are their values. Well, the trapezoid sum with the same number of boxes is equal to the left-hand sum plus the right-hand sum divided by 2, so their average, which in this case is 1.5795 plus 3.1464 all divided by 2. And again, if you do this out with a calculator and I've rounded slightly here, we get 2.3629, which is exactly the value we got on the last page. So the trapezoid rule can be calculated from the left and right-hand rule, which can save you a lot of time if you've already got those. The last screen I'm going to show you shows all three of these rules together. There's a lot of colors here, but the red one is just another picture of the left-hand sum. The blue one is another picture of the right-hand sum. And the green one is the trapezoid rule, and you can see how the green one's top edges are diagonal, and they run right between the open space between the left-hand and right-hand boxes. So each right-hand and left-hand box has some space between them, and the trapezoid rule cuts that space in half. That's a visual representation of why the trapezoid rule is the average of the two. It takes up half the space between them, and it's often a much better approximation, as you can see from the green lines that follow the picture much better here.


Ladies and gentlemen, welcome to episode two of The Aggressive Cut. I'm taking the next six to eight weeks cutting down as hard as I can. The last episode you saw was about three days ago. It was a lower body slash upper body day, I hit those front squats. But since I'm rehabbing the back, lower body days are only one, one and a half sessions a week and upper body is about four sessions a week. So basically with my upper body work, I am doing my own variation of the Kaizen off season, infinite off season, which is just a free program we put out to base program that's made to be customized for you guys. Link below for the free program and link below for my video on how to customize it for yourself. Stimulus and fatigue is all kind of one big battery. The more and it takes away from everything. Although you'll think you have a leg battery and a life stress battery and a kids battery and a homework battery and upper body battery. They're all kind of the same. And so when you do a lot of fatigue to it, it soaks away the battery from one battery. So point being that I'm doing less lower body weight and volume so I can give more attention to my upper body and hopefully recover still and more condition and more into my conditioning, which I mentioned in the last video where I can do high intensity interval training on the assault bike where typically if I'm squatting and deadlifting a lot that would be too fatiguing for me personally. Some people get away with it in which my cardio would be more like a long walk elliptical, etc. So with the Kaizen training, I'm taking it and basically it's a daily undulating program where you know one day is kind of fives with the slow progression to get stronger. Another day's 10s or 15s with a little bit more hypertrophy in the in the upper body movements and the lower body movement. So today my variation is close grip. I did it for sets of 8 to 10. I did do a little bit heavier work with my overhead pressing because last time I overhead earlier in the week, it was sets of 8 to 10. So I kind of flip flop those some strength work with pole weighted chin-ups sets of 8. Finish it off with just a little bit of arms. I try to hit my arms the frequency fairly high. So again, 3 to 4 times a week for chest, back and arms basically. But then the volume in each session kind of goes down a little bit. So we're stimulating kind of milking it out. The conditioning is going to be the same for me. It's an assault bike 15 to 20 seconds all out. Start as I can about a minute and a half recovery. Today I did 5 rounds. I'm going to try to slowly increase that to 6, 7, 8 rounds. As the weeks go by, my conditioning gets better. My lungs, now this is probably 10 days in of the conditioning. I'm doing about 3 or 4 times a week. My lungs are getting better on the recovery part. But now kind of the lactic acid pump feeling in my legs is what stops me or is holding me back. So all that kind of will get better as time improves. To get strong, typically it takes years and years and years of doing the same thing and progressively overloading. To get a really good condition, both lungs and your body, kind of that lactic acid threshold can only take 2, 4, 6 weeks to get a really good condition. Obviously if we're talking Olympic level, that's a lifetime of work, etc. But to get into a generally good condition where I can handle more rounds, the progression is a lot easier. So the question is to avoid compression of the spine or an axial load, a load coming down on your spine because your back hurts or because of whatever reason. Should you avoid the overhead press? And my answer to most things is one, if you have any kind of injury or something, you need to see a doctor. You don't need to go to Instagram. You don't need to go to YouTube to get that answer. For me myself, I know my back flares up when I do a hip hinge. So lower bar squat, conventional pull, even a sumo pull, something of that nature, even RDLs. So those are the things that I'm worried about. Generally speaking, yes, maybe if an overhead press is aggravating your injury or pain, then you need to avoid it. For me, myself and I, I can do strict overhead just fine with no pain. So I'm not too worried about it. Even right now, we're doing front squats, as you saw in the last video, hopefully, with no pain. I can ride a bike with no handlebars, you know what I'm saying? You should know about that. I can do overhead press with no pain. I can do light RDLs with no pain and I can do front squats with no pain. So those are the things that I'm sticking to and then we'll slowly scale upwards. Do the lifts you can at a load you can with no pain and no form breakdown and then slowly progress to that. Right now I'm doing the stiff legs at 185 with no pain. I'll build up to maybe 315 stiff leg with no pain. Then we'll go to a conventional pull 225 with no pain and build up from there. That's kind of literally the basis of all strength training and it's going to be the basis of all rehab beyond any catastrophic injury where you might need something more entailed.  Try to do push-ups, try to do dumbbell press. If those don't hurt, continue to progress with those with volume and load until you're at an extreme or until you're at kind of a plateau. Then you can go back to the bench press and slowly build your way back up and that's how you program. That's how everything works. I know that sounds basic and there are some tricks and things to figure out in between because not all injuries are just from the stimulus. Some are actual injuries, structural injuries and some are also from a mobility or an imbalance where you need to fix. And that's where the muscle doc is coming in to help my imbalances. Let's talk about nutrition a little bit. I mentioned I'm kind of tracking but I'm kind of not. Sometimes I do better mentally by just eating and being aware of what I'm eating. I have tracked my food kind of a flexible dieting style for two years pretty much straight. So I have a really good idea of what my body needs when and also what type of calories, protein, carbs and fats, what macronutrients are in each type of food. So I do suggest that every athlete at some point in their life tries to track their food for a good six months straight to get a general idea of nutrition and what is inside the type of foods that they like to eat. I will probably track my food every two to three days just to make sure I'm on where I'm going. To find your macronutrients for yourself the best way to start is just to find your maintenance. And there's a couple ways to do that. There's calculators online, helps you easy enough. The Kaizen programs that we sell come with a macronutrient calculator that progresses you through your diet or through your bulk. But if you don't want to go through that all you basically have to do is find your variable. And so what you're going to do is you're going to weigh yourself every morning. Write that down in a note on your phone or on a piece of paper and track it. And what you're also going to do is just track every single thing you eat. Then after seven days of this you just find the average of both. You find the average of the calories you weight over seven days and find the average of what you weight over seven days. And then you basically figure out that 3,000 calories or whatever that average is allows you to weigh whatever this average is, 200 pounds. And then from there you can figure out what you want to do. The main weight you add 250 calories a day, typically in carbs and fat. If you want to lose weight you can subtract 250 calories a day, typically in carbs or fats. Where the protein, majority of the time what I have people do is eat their body weight in grams of protein.  The only time that may adjust is if you are at a higher body fat percentage. If you're over 25% body fat we may knock that protein down a little bit. And then adjusting carbs and fat depending on the athlete, the person, the type of sport they play. And then also a little bit of personal preference on the types of foods they eat and how they feel. That's a general outline of it. For conditioning myself as I mentioned the high intensity historically has left me more fatigued. And it's been harder to recover from. I think that's for a lot of people obviously you're going all out. And so it does take away some of that glycogen. It does take away some of that battery stimulus or energy that we have. It is more fatiguing. But the results for myself historically have burnt more fat. I felt leaner that way. Now I know burning calories is burning calories and HPOC and all these things. So basically when you do high intensity cardio people say that you may burn less calories. Or science says that you burn less calories during it because you're only going for 5 to 10 minutes. Even with those rounds. But then the lasting calorie burn is elevated throughout the next 24 hours. And that's similar to weight training. That's why people say when they want to lose weight all they do is cardio is probably the wrong thing. You want to build that muscle because not only does the training session burn more calories long term but having more muscle burns more calories long term meaning days, years, weeks, months, etc. So the high intensity for me historically works really well. What I like to do is as well as those calories we want to slowly take them away. Slowly layer them away by maybe 250. So say we'll take that example. You're 200 pounds and you have maintenance at 3,000 calories. What you'd maybe do is add one cardio session a week and take away 250 calories a day. Milk that out until you plateau and then you slowly adjust something. So maybe then you add another cardio session a week and you're still eating 2,750 calories. And now you're doing two cardio sessions a week. You milk that out until you plateau, etc. But since I'm on a more aggressive a cut we're bumping everything up a little bit. So my calories are fairly far down. I know what I need to lose weight. I maintain my weight really good in a big range and a big calorie eating a lot of food. But to lose weight I have to get pretty aggressive with it. And then my cardio is high as I mentioned. I'm jumping straight into three times a week, four times a week-ish high intensity intervals. So that's the plan for me. Today I woke up. I ate a little bit of z-keel bread, like three or four pieces. And they are 10 carbs each. And after eating that I forgot to weigh myself right away. I was 210. Remember I started at 212. So progress is good. I'm about 10 days into my calories. Being in the deficit as well as the cardio. So a little bit of that is water. A little bit of that is just the added cardio and stimulus. So we'll see how it progresses and goes. I'm feeling good. Just ate some Chipotle. That session felt pretty good. My strength and my upper body is solid. Hit a PR. Beltless. Raw, raw, raw. No, no, no. Overhead strict press. 205 for three. So I ain't mad at you. And I will see you guys Tuesday. We're visiting our homie, the muscle doc, who's helping me with my lower body rehab with a little bit of log, a little bit of information.


A fiery horse with a speed of light, the cloud of dust, and a hearty high old silver, the With his faithful Indian companion, Tonto, the daring and resourceful masked rider of the planes led the fight for law and order in the early western United States. Nowhere in the pages of history can one find a greater champion of justice. Return with us now to those thrilling days of yesteryear. From out of the past come the thundering hoofbeats of the great horse Silver, the lone ranger rides again. While king cities slept, two men their faces hidden by black bandanas were busy at the rear door of the town bank. They carried saddlebags heavily laden with stolen gold from the vault to the backs of their waiting horses. Suddenly one of them sensed something. He froze momentarily in the doorway and spoke to his partner in sharp hushed tones. Hey Bullen, quick. What is tree? They're taller than we're coming over this way. Yeah, I see them. Suppose he sees us? They must see no horses. What do we do? Just keep calm, go unloading that gold. All right Bullen. They've got my old bull whip with me. It'll take care of him if he starts anything. I'll just go over here. The tall man spied by Bullen Trigg was the lone ranger who with Tonto, his faithful Indian companion had just ridden into town. Noticing the activity at the rear of the bank, he left Tonto and the horses while he crossed the street to investigate. Drop that and stand where you are. All right, Mr. I'm dropping it.  That doesn't mean I'm on your side of the law.  All right. Yeah, I'll take them off. Don't stall, you and I. Oh, good work.  Bull whip, huh? I'm gonna drill this meddler before he gets us out of here. No, for that gun, bud. Oh, boy, just slap my gun aside. Thanks for that. You know, it'll happen to me if I get mixed up in a killer, but I just thought... That's how they'll wake up the whole town. Hey look, men are coming from the cafe. Grab the golden bamboo. As the sheriff and the townsman poured from the cafe across the street, they saw two horsemen speed away. Unable to follow without horses, they rushed over to where the lone ranger just managed to free himself from the coils with a heavy whip and was reaching for his gun. Hold it! Leave them guns right where they are. He's masked. Yeah. Are you on shoe, mister? Never mind me. Get horses. Get after those two men. They've got gold from the bank. Grab the bank, huh? Hold it, boys. We'll get a posse after those critters and do time. But first, we'll take this one in. Sheriff, you're losing valuable time. Now get away. My fellow, you won't get away. Take that mask off and let's see what you look like. I had no partner, Robbery. They will hold you as a material witness. Now take that mask off and be quick about it. You want it off?  All right, I can do that, too. Adam Scouts. Adam Scouts. Look out the horses. Adam Scouts. Adam Scouts. The sheriff and townsmen fell back as tonneau charged in with scout and silver. The horses reared and plunged, bumping men off their feet, knocking them aside and creating a general confusion to avoid the threat of striking hoops. The lone ranger snatched up his guns and dropped them into their holsters. Get to his holster. The sheriff raised his pistol, but the masked man struck his wrist with a heavy handle of the bullhitch. All right. I'll hold you for a minute. Get him. Stop him. Shoot that masked critter and get the left gun, too. It was some time later, realizing they were now safe from pursuit, the lone ranger and tonneau reigned up in a deserted spot suitable for a camp. We have close call, Kimusabi. Yes, tonneau. Steady big fella right where you are. Only those bandits hadn't attracted the attention of the sheriff and his men with that gunfire. Big fella's whip cost plenty trouble. Yes, he certainly took me by surprise. Him know how to handle whip. Tonneau, it may be a lead. What do you mean? Very few men carry whips as weapons. That's right. Long time ago I had a friend who was an expert with one. Oh, we not know that. This friend of mine could pick a single leaf off a tree or take a cigarette from between a man's lips. Oh, that take much practice. Yes, that's right, tonneau. The man I was telling you about was so good with the whip that he could wrap it around the man's waist and capture him on the run just as effectively as with a lariat. Oh. The way he handled a bull whip, it looked as if it were a very simple operation. Not simple. Yes, I know it. My friend gave me a whip and showed me how to use it. I was surprised to learn how hard it is to use one effectively. It takes hours and hours of practice.  Yes, I did. I learned a few things about it. Let me see. The point I was about to make is simply this. There aren't many people who would choose a bull whip as a weapon. That's right. Tonneau, do you have that bull whip handy? Ah, it right here. I wonder if I can still handle one of these. Ah, here. You try. Thanks, Tonneau. It's too dark here to try to pick off leaves. I'm going to see if I can hit that twig over there. Oh. You never can tell when knowledge gained early in life will come in handy. Ah, that's right. Well, here goes. That good shot, Kimosabe. That cut twig off. Yeah. I guess we better get back to work. We get it for you. Perhaps if we showed the whip to the sheriff would help identify the man who robbed the bank. Oh, sheriff fellow. I have plenty quick temper. Yes. It makes it difficult. Him think we robbers. I'll have to change his mind. You be careful, Kimosabe. He may be calmed down a bit by the time I get back to King City. Um, me hope so. Tonneau, you may camp here. I'll go alone. Ah. Come on, silly. The quick tempered sheriff of King City was sitting alone in his office when the masked man returned. The deputies were asleep in an adjoining room. What was that? Don't be alarmed, Sheriff. What? Why, you ornery sneak and pull, cat. You've got a lot of gall stride into my office this way after what you've done. Easy, Sheriff. Easy. Do not get me off guard this time. Oh, show easy me. Why, golly, I'll drill daylight for you. It's the last thing I do. Don't draw. You're first and drawn out, Hooper. Sheriff, I don't like to pull a gun on the law. But your temper makes talking difficult. You want to talk, eh? Yeah, that's right. It's funny time tonight to be neighborly. It's what in Tarnation you up to anyway. Put your gun on the desk, and I'll host her mine. And we can talk. Yeah, you got the drop on me. Guess there's nothing else I can do. There. That's better. Now I can... Hoster, be quick with what you have to say.  Sheriff, I didn't rob the bank tonight. You didn't, eh? No. But I have some evidence that may help solve the robbery. Evidence? What do you mean? Speak up. My friend and I happened along when the bank was being robbed. We tried to stop the bandits, but one of them disarmed me with this bull whip. Bull whip? Yes, that's right. Here, look it over.  There's only one man ever used a bull whip like that, and it helped to make him notorious. That's Bull Calhoun. One of the meanest critters ever hit these parts. And he must be your man. Bull Calhoun's been in territorial prison for three months, and he'll be there for ten more years. Bull Calhoun. I've had enough of your shenanigans. I'm calling my deputies. We'll fix you. I wouldn't do that. Oh, you wouldn't, eh? Sam, Bert, come here quick. I need your help. This gun's been on the desk too long. Hold on. That's why you shot my gun right off the desk. I'm sorry, we can't do business. Hey, you, wait a minute, wait. You just can't walk out on the law that way. Sam, Bert, where are you? What's going on, sir? Here, what happened? What's your whole promotion? That mass critter. Mass critter? Him again?  After him. All right, sir. I won't rest until I hang that budget from the highest tree in town. Come on, Bert. There he is. That's him outside. Excuse me, welcome that white horse. Well, stop him. What do you got guns for? Come on, Silver, come on. Shoot him! The Lone Ranger's visit to the King City Sheriff was not in vain. He knew the owner of the bull whip. He also knew that the owner was supposed to be in territorial prison. Though the hour was late, the Lone Ranger rode straight for the home of the prison warden. Oh, Silver, who I thought. Right there, big fella. Yes, what is it? Are you the warden? Yes, I'm... Why, you're masked. I don't be alarmed. But you can't... Warden, warden, I'm a friend. Let me in. My friends don't wear masks. But I'm here on a matter of vital importance to you and the prison. Prison? Now will you let me in? Very well. You'll probably come in anyway. Thanks, warden. I still don't like the idea of a masked man calling at my home at this hour of the night. Warden, you can sit down and listen to what I have to say or you can be difficult like the Sheriff at King City. You mean you'll call on him like this? Yes, that's right. So wonder he didn't lock you up? He tried to. He's a notorious hothead. Well, if you choose to be like him, we won't accomplish anything. Well, get to the point. State your business. Then you'll listen. Yes, I'll listen. Have a chair. Thanks, warden. No, what's this all about? The King City bank was robbed earlier in the evening. But that's no concern of mine. It may be. I don't follow you at all. It was done by two men. One was very clever with a bull whip. A bull whip? That's right. I have it right here. Well, I'll be...  That's a pretty vicious weapon. I'm told there's only one crook in this territory who ever used one of these. Say, you don't mean... I mean Bull Calhoun. Bull Calhoun's been a prisoner here for the past three months. How could he have robbed that bank? Then he hasn't escaped? No. Now, what do you think of this, warden? If Bull Calhoun could bribe his way to freedom long enough to rob a bank, bury his loot, and return to prison, no one would ever suspect him. Why, he'd have a perfect alibi. That's why I came to you. If anything like that's going on in my prison, I'll put a stop to it. I hope you'd feel that way. But how can I be sure it's Calhoun? How can I catch him? I saw the owner of that bull whip tonight. He disarmed me with it. Then all you have to do is identify him. That's not that simple. What do you mean? He couldn't have taken the loot back to prison with him, and I don't think he'd trust his partner with it. That means he must have buried it. That sounds quite possible. If I were to merely identify him, he wouldn't get the money back. Neither would he be able to catch his partner. Furthermore, the King City Sheriff must be convinced that I'm not involved. You see, he suspects me. Who are you? Here, this bullet is silver. I hope it will identify me. A silver bullet? Yes, that's right. Then you must be the lone ranger. Warden, do you think the night guard on Calhoun's cell block might have helped him escape? I wonder. May I help you find out? Yes, obviously you have some sort of plan. What is it? I want to become a prison guard. The curtain falls on the first act of our Lone Ranger story. Before the next exciting scenes, please permit us to pause for just a few moments. Now to continue our story. It was two days after the Lone Ranger dawned the disguise and assumed the role of guard on Bull Calhoun's cell block. During afternoon visiting hours, Trigg Calhoun's henchman paid him a visit. If you get any trace that might as well be it. We sure knew what the Kurdish game was. Probably one to hijack our loot. Trouble is he nearly succeeded. As Calhoun and his partner talked, a tall man dressed as a prison guard stepped to the prison gate where an Indian was waiting. Tato, come over here. I can not know you in that disguise. It must be better than I thought. You have John for me? Yes, yes, Tato. Bull Calhoun's partner is inside on a visit with him now. You know what he looks like. Ah, you know he well. I want you to follow him and watch every move he makes. He'll be leaving in a few minutes. All visitors must be out in five minutes. Yeah, I'll have to leave, Bull. Got any new plans? Yeah. I changed my mind about staying in prison. What do you mean? Trusting the guard to help me get out so I can rob a bank is pretty risky. What do you think somebody's wise to us? Trigg, I'm not sure. There's a new night guard on my sub-bloggy. He seems to know all about the deal with the other guard. You give me to understand that he'd play the same game. Anyway, we'll only need him once. I don't savvy. Well, here's my plan. I'll tell this new guard to rob in the Green Falls Bank tomorrow night. Green Falls? That's what I'm telling him. I'll arrange to have him let me out at the wall gate. Ten o'clock. You'll be there with the horses and equipment just like the other nine. Go on. I'll tell him I'll be back by midnight. But by that time, you and I'll be safe across the border and make sure you kill. How about I go?  Lay low tomorrow. It's time to meet me here, you savvy. I get it. Instead of going to East to Green Falls, we'll head straight south of Border City. The bank there isn't easy, Mark, the way we work. Yeah, I know. With a loot from King's City and what we pick up in Border City, that'll be mighty pleasant, Mexico. Ah, boy, I got a hander to you. You're plenty smart.  It was late that night. The entire cell block was fast asleep except for two men. One was a lone ranger on duty as a guard. The other bull Calhoun waited to talk to the man he knew only as the guard. Yeah? What is it? Move over here to the cell. I want to talk to you. What do you want, bull? You told me a couple of nights ago you knew all about the deal I had with the other guard. Yeah, that's right. I got a little business to take care of in Green Falls tomorrow night. You mean, uh, banking business? Yeah, once you let me out at 10 o'clock so I can meet my partner at Grove on the other side, you'll be paid as usual. I'll take care of everything. Good. Now listen, I'm going to relieve the Green Falls bank of its gold, then bury it with a loot from the other germ. You'll be waiting to let me back in at midnight, huh? Don't worry, bull. I'll be waiting. Ordin' I talked to Calhoun last night. Good. I'll let him out the iron door on the back wall at 10 to night. I see. I'll notify the sheriff at Green Falls to have his men ready. Fine. I'll join you there as soon as possible. After Bull and his par leave the bank, we'll follow them to the spot where they bury their gold. Right. Now see it, Green Falls. Good. There you are, Bull. It's 10 o'clock. You're right on time. You've done well. Now let me out the door. You'll be out in a minute. You'll miss my bull whip. Uh, give anything if I can meet up with a man's comrade that's gutting. You may meet him again. All right. That does it. Yeah. Always a crazy part of mine. That's a signal. He's over in the growl. Remember, been waiting for me at midnight. Don't worry. I'll be waiting. Hold on. Hold on. Hold on. Hold on. Hold on. Tutto, something wrong? Huh? Plenty wrong, Kimusabi. I'll close this door. Huh? Tutto, what is it?  Last night, him dig up gold. It's with him now. And I've been tricked. He was to rob the Green Falls Bank first. And me, no. Quick, Tutto, help me off of this disguise. And me, help. Silver's wedding. I'll put on my mask and we'll try to pick up their trail. The masked men and Tutto took the regular trail from the prison to Green Falls for two miles. Then they reached a three-way fork in the road. The trail to the left led eastward to Green Falls. The branch to the right led westward to King City. Straight ahead was the road to Border City, a town which lay a few miles to the south and just above the Rio Grande. Not knowing which trail the bandits followed, the two riders reigned up.  Huh? Will this mountain have a look at these three trails right there, big fella? Yeah. Better light matches so we can see. Good. Seem to be no fresh prints on the trail to Green Falls. Kimusabi. Yes, what is it, Tutto? Prints of two horses on trail to Border City. A Montato hurry. City of Inkala. And what do you do, Kimusabi? The riding for Border City can mean only one thing. They're heading for Mexico over the goal. That's right. I know a shortcut to the Rio Grande. Right below Border City. One, two, and let's go! The warden of Territorial Prison joined the Green Falls sheriff in his posse. They waited anxiously for bull-calfoon and trigged to put in an appearance at the bank so they could be trailed to the spot where the loop was hidden. That sheriff might as the lone ranger, Tutto, should be pulling in any time now. Warden, according to my way of thinking, they should have been here at least a quarter hour ago. They was following that shortcut from the prison. Well, I'm sure nothing could have gone wrong with the lone ranger on the job. If he really was the lone ranger. I'm sure he was, Sheriff. He gave me a silver bullet to prove it. I hope you're right, Warden.  Sheriff, I realize that. Who's that, Sheriff? It's Jack O'Neil, my lookout man. Jeff, come on. Hey, yes, Jack. I'm right over here. Hey, Jeff. I haven't seen a sign of Calhoun's spotting out in the trail. He ain't, huh? No, sir. Well, ride back out there and keep looking. All right, Sheriff, whatever you say, get up there. Now, Warden, it's beginning to look kind of bad. While the lone ranger and Tutto rode for the border, and the warden and his party pondered the possibility of failure of the masked man's plan, bull-calfoon and trig broke into the bank at Border City. There you are, Trey. I've got the extra horse all loaded. Oh, boy. Bull, that was a smart move. It's a bigger hole than I thought it would. Yeah. Easy, boy.  Get out. Come on. In the back of Green Falls, a few minutes later... Ho, ho, there! Ho, ho, boy! Sheriff Marsh, message just came through from the sheriff at Border City. What is it? Two men answered in the description of bull-calfoon and trig Hawkins just robbed the bank there, and they're heading straight for the border. Sheriff, you were right. I've been tricked. Warden, you've still got a chance. Am I meant, and I'll help you. All right, sure. Teddy boy, come on, boys. We're heading for the border. Get up there. Meanwhile, the Lone Ranger and Tonto arrived at the Rio Grande, south of Border City. Ho, sir, hold on. Ho, sir, hold on. Hold on. No fresh prints here, Kimosabi. Bull and trig took the main trail through Border City. They couldn't be here yet. We'll stay here on high ground and wait a while. Kimosabi. Yes, Tonto. Two riders over the east. They're my men. Yeah, Sir Angling southeast toward that narrow part in the river.  Come on, silver. Come on, scoundrel. Fastest deeds and skillful horsemanship enabled the masked man and Tonto to gain rapidly on the two riders speeding to the border. As Bull and trig neared the river, trig recognized the sound of hoofbeats coming up from behind. Hey, Bull, look behind you. Quick. What are you yelling about? Come on, silver. Bull, look behind you. What the... What's this man's man a ninja part? Yeah, they're trying to hit us off, Bull. They're getting on us.  Let them have both done. And shoot while Kimosabi... Oh, Tonto. Keep low until they've wasted their ammunition. We're a difficult target at this speed. Tonto, let me have that bullwhip. Here. I hear what? Kimosabi. Thanks, Tonto. I'm glad I had that practice session. That's right. I think I can handle this one all right. Come on, silver. Faster, big fellow. An old ranger spurred his powerful horse, silver to even greater speed. As he approached the fleeing bandits, he unwrapped the bullwhip and limbered his right arm. In a fleeting minute, he was put a horse's length behind the slune. Uh-uh, you. Get off, horse. Turn the bullwhip you left with me the other night.  I can't breathe. Where's the gold? What do you want to know for? I'm returning it to his rightful owners. Hey, look, I'll make a deal with you. Yes? I've got to get across the border. That... Hey, Kimosabi. Many fellas come. Yes, Tonto. I see them. Where's the mask, man? Warden, you got here just in time. Yes. Hey, look, Chef. They got Calhoun as part right here. Then you stopped them just in time. Well, I'll be. Looks like someone besides both Calhoun knows how to use a bullwhip. Warden, Calhoun changed his plans a little. Yes, I was quite concerned. I'll say he changed his plans. You robbed the border city bank instead of ours at Green Falls. Then he's got loot from two banks. That would have been a nice neat sum to haul over the border. By the way, where is the gold? All gold over there on three horses. That's right, Chef. He's got a long saddle bent. Warden, when you return this gold to King City, please give the sheriff there my compliments. Don't worry. I'll tell him the whole story. He'll be happy to see you the next time. Thank you and adios. Well, Warden, it looks like an OU in apology. Your mass friend saved the day. Then you're convinced he is the Lone Ranger? Bye, golly. There ain't another fellow life could do a job like this. He's a Lone Ranger, all right? No doubt about that. The story you have just heard is a copyrighted feature of the Lone Ranger Incorporated.


Hello everyone, this is Vishwanath Chavan, assistant professor, department of computer science and engineering, Walchan Institute of Technology, SolarPur. Now I am here to explain 8087 numeric data processor. At the end of this session, students will be able to describe the block diagram of 8087 architecture and they will be able to explain the pin diagram of 8087 architecture. 8087 numeric data processor is having some other names like math co-processor or it can be called as numeric processor extension or it may be called as floating point unit. It was the first co-processor which is designed by Intel. These are paired with 8087 resulting in easier and faster calculation. Once the instructions are identified by 8086 processor then it allocated to 8087 co-processor for further execution. So it has different data types. We will see what are those. It supports for binary integers, packed decimal numbers, real numbers and temporary real format. Let us see the different features of 8087. It supports for different data types like integer, floating and real types and which are ranging from 2 to 10 bytes. The processing speed is so high that it can calculate multiplication of 2 different sizes like 64 bit width, real numbers in 27 microsecond and can also calculate square root in 35 microsecond. It follows a high-tribal floating point standard. Let us see the architecture of 8087. So mainly it has two parts. One is control unit and another is numeric extension unit. Let us see the different function unit of respective. So control unit is having data buffer, control word, status addressing and bus tracking, exception pointers and these are the connections which is connected to external word. And to numeric extension unit. So this unit has different function units like component module, microcode control unit, operand queue, tag word. So there is a register stack which is 8 bit, programmable, shifter, arithmetic module, temporary register and this is how connected to all these components. Now let us see more detail about these two units how it works. So 8087 architecture is divided into two groups. One is control unit and other is numeric extension unit. The control unit handles all the communication between processor and memory such as it receives and decodes instructions, reads, writes memory operand and maintains parallel queue etc. So all the co-processor instructions are ESC instructions because it is identified that it is concerned with 8087. So that is they start with F. The co-processor only executes the ESC instructions while other instructions are executed by the microprocessor. The numeric extension unit handles all the numeric processor instructions like arithmetic, logical, data transfer instructions etc. It has 8 register stack which holds the operands for instructions and their results. So think about this question and try to answer. The question is 8087 architecture is divided into how many parts and what are those? Pause this video and write the answer. I hope you answered. Let us see the answer for this. The answer is 8087 architecture is divided into two groups. One is control group and another is numeric extension unit. Let us see the PIN diagram of 8087. So total it has 40 pins. PIN number 1 ground, PIN number 40 VCC and address and data lines AD0 to up to AD19. No connections, clock, ground, reset, ready, busy, QS1, QS0, S0, bar, S1 bar, S2 bar, no connection, RQ bar slash GT0, INT, RQ bar slash GT1 bar, BHE bar, S7, then S6, S5, S4, S3 like this. So we will see more detail about all these pins. The following list provides the description of respective pins. AD0 to AD15. These are time multiplexed address and data lines. A strands address, D strands data. So which carry addresses during the first clock cycle and data from the second clock cycle onwards. Next, A16 to A19, meanwhile S3 to S6. So these lines are time multiplexed address slash straightest lines. It functions in a similar way to the corresponding pins of 8086. The S6, S4 and S3 are permanently high while the S5 is permanently low. It has BHE bus high enable slash S7. During the first clock cycle, the BHE slash S7 is used to enable the data on the higher byte of the 8086 data bus. And after that it works as status line S7. QS0 and QS1. These are the Q status input signals which provides the status of instruction queue, their conditions as shown in the following table. So QS0 and QS1. If both bits are 00, then the status is no operation. If it is 01, then first byte of upcode from the queue. If it is 10, then it is empty queue. If it is 01 and subsequently byte from queue is identified. So there is a int pin which is interrupt. It is an interrupt signal which changes to have when unmasked exceptions have been received during execution. When busy, it is an output signal. When it is high, it indicates a busy state to the CPU. Next one ready. It is an input signal used to inform the co-processor whether the bus is ready to receive the data or not. Next reset. It is an input signal used to reject the internal activities of the co-processor and prepare it for further execution whenever required by the CPU. Clock. The clock input provides the basic timings for the processor operation. Next VCC. It is a power supply signal which requires plus 5 volt power supply for the operation of the circuit. Next S0, S1, S2. These are the status signals that provide the status of the operation which is used by the bus controller 8087 to generate memory and IO control signals. These signals are active during the fourth clock cycle. Let us see the table which talks about status input signal S0, S1, S2. So the first two are unused. Next 101 which indicates memory read. 110 which indicates memory write. 111 which indicates it is passive. RQ slash GT1 and RQ slash GT0. These are the request and grant signals used by the 8087 processor to gain control of the bus from the host processor. 8086 for operation transfer. These are the references. Thank you.


CREOelectron microscopy, CREOEM, is a powerful technique for determining the structures of biological macromolecular complexes. However, the widely used template-based particle-picking process is labor-intensive and time-consuming. To address this bottleneck, researchers have developed CREOPP, a large, diverse, expected CREOEM image dataset for protein particle-picking and analysis. This dataset contains 9,893 high-resolution micrographs with labeled protein particle coordinates, which will help accelerate the development of both artificial intelligence, AI, and classical methods for automated CREOEM protein particle-picking. This article was authored by Ashwinder Cole, Rajan Jayawali, Ligwa Wang, and others.


So take us through this, I mean the new Performante, wow, I mean what else do you say? I think it's the best car that Lamborghini never built in terms of driving experience, driving dynamics. It's a car that born on the base of the standard Huracan. We increase the power to 640 hp, which means it's really outstanding. We decrease the weight of 40 kg in order to have the best weight to power ratio as possible. But what is important is a car that for the first time adopted a completely new system developed in Lamborghini for Lamborghini that is what we call ALA, active Lamborghini aerodynamics. It's a system that is really able to completely differentiate to all the other cars and to allow the car to achieve the new boring lap time record. Can we go sit in one? I've never actually sat in a Lamborghini. I mean hopefully I can open the door. Perfect. I think when you sit in a car like this you must perceive your body fitted in a car. Seat must be really taking you in a right position. Steering must be something where everything is achievable for this reason. For example, we have put here for the first time you have side indicator here like in a motorcycle because if you want to put the side indicator you don't need to move your hand from the steering. You have only in this way. Here you have the wiper and the lights and here is what we call ANIMA. ANIMA in Italy is the soul of the car. Here with this movement you selected from the three different modes of the car means you can move from what we call strada, that is the comfort mode, to sport, fun to drive, to course. Race mode where the car is able to perform the best performance. And it's clear that in the car everything must be easy to touch because at high speed and with one end you must arrive. Lastly, what is your sense of the market right now? We'll call it the super car market. We're a business network so stock prices are up. The economy is doing well. How are sales for this brand doing? I think the Lamborghini is really continuous to define record after record year after year and also this last year was a record year. I assume that also this year will be and from next year we'll arrive at our SUV, the Urus, that will be another big game changer for us will be doubling the volume of Lamborghini and to be really much more stable and concrete in every field of the market of the super sport vehicle.