Millions suffer from asthma attacks triggered by exercise. Within five minutes of starting exercising, people can get short of breath, start coughing and wheezing, such that lung function significantly drops. But on a high-salt diet, the attack is even worse. Whereas on a low-salt diet, there's hardly a significant drop in function at all. To figure out why, researchers had them all cough up sputum from their lungs, and those on the high-salt diet ended up with triple the inflammatory cells, and up to double the concentration of inflammatory mediators. But why? What does salt intake have to do with inflammation? We didn't know until now. The Western diet, high in saturated fat and salt, has long been postulated as one potential cause for the increasing incidence of autoimmune diseases in developed countries. The rapidly increasing incidence of autoimmune diseases may be due to an over-activation of immune cells called helper-17 cells. The development of multiple sclerosis, psoriasis, type 1 diabetes, chogrens, asthma, and rheumatoid arthritis have all been shown to involve this T helper-17-driven inflammation. And one trigger for the activation of those TH-17 cells may be elevated levels of salt in our bloodstream. The sodium content of processed foods and fast food can be more than 100 times higher in comparison to similar homemade meals. And sodium chloride, salt, appears to drive autoimmune disease by the induction of these disease-causing TH-17 cells. Turns out there's a salt-sensing enzyme responsible for triggering the formation of these TH-17 cells. Organ damage caused by high salt diets may also activate another type of inflammatory immune cell. A high salt diet can overwork the kidneys, starving them of oxygen-triggering inflammation. The more salt they gave people, the more activation of inflammatory monocyte cells associated with high salt intake-induced kidney oxygen deficiency. But this study only lasted two weeks. What about long-term? One of the difficulties in doing sodium experiments is it's hard to get free-living folks to maintain a specific salt intake. You can do what are called metabolic ward studies where essentially lock people in a hospital ward for a few days and control their food intake, but can't do that long-term unless you can lock people in a space capsule. Mars 520 was a 520-day space flight simulation to see how people might do on the way to Mars and back. What they found was that those on a high salt diet displayed a markedly higher number of monocytes, which are a type of immune cell you often see increased in settings of chronic inflammation and autoimmune disorders. This may reveal one of the consequences of excess salt consumption in our everyday lives, since that so-called high salt intake may actually just be the average salt intake. Furthermore, there was an increase in the levels of pro-inflammatory mediators and a decrease in the level of anti-inflammatory mediators suggesting that a high salt diet has the potential to bring about an excessive immune response, which may damage the immune balance and result in either difficulties in getting rid of inflammation or even an increased risk of autoimmune disease. What if you already have an autoimmune disease? Sodium intake is associated with increased disease activity in multiple sclerosis. If you follow MS patients for a few years, those eating more salt had 3 to 4 times the exacerbation rate, 3 times more likely to develop new MS lesions in their brains, and on average had 8 more brain lesions, 14 in their brain compared to 6 in the low salt group. So the next step is to try treating patients with salt reduction and see if they get better. But since reducing our salt intake is a healthy thing to do anyway, I don't see why anyone should have to wait.


I'm Karen Dolan and I work here at the Institute for Policy Studies, and in October 2002 the Institute for Policy Studies and many other organizations, progressive organizations from around the country, came to meet and came together in Washington D.C. to discuss strategy for preventing the invasion and occupation of Iraq, which eventually happened in 2003 in March. And the Institute for Policy Studies contribution to that was an effort called Cities for Peace. And Cities for Peace was a collaborative effort organized out of IPS, but included CodePink and included National Priorities Project, American Friends Service Community, many organizations and local organizations around the country. And this was an effort at the local level. This was participatory democracy at its best, where people in their communities and their places of worship and their town halls, talking to their council people, talking to their representatives, their mayors, and in some cases state houses and state government levels were able to express their opposition to invading and occupying Iraq. And through this movement, over the course of several months, we were able to get over 330 resolutions and or statements around the country representing over half of all Americans expressing their opposition to invading and occupying Iraq. They highlighted the enormous cost, both to people in Iraq, people here globally, to the environment, to our city budgets, to our federal budget of such an action. And we're able to talk about how that money could better be invested in our own communities with affordable housing, with scholarships, with healthcare, with infrastructure. So it was a very strong sentiment. We weren't able to stop the invasion of Iraq, but we were able to popularize and publicize this national, overwhelming opposition to this invasion and what it would mean and what it eventually did mean. And that set up for 2008, this countrywide rejection of George Bush's perpetual war and brought in President Obama, who at least campaigned on stopping the war in Iraq and Afghanistan and people were ready for peace. And I think we're now in a similar situation where the federal government is hostile to the progressive, peaceful, sanctuary impulses of the people. And that cities again are a place where we need to organize and where we can get our messages of peace and inclusivity, protection and progressivity across and implemented. And that's our hope in this coming administration. Thank you.


Okay, we're going to take a look at the public cloud views in the new TrueSight console, and we will start with OpenStack. So the public views, these are the private cloud, and my apologies there, so we're going to take a look at OpenStack, historically or in the past, we had these views available only in the TrueSight capacity optimization console. We've migrated those over to the new TrueSight console or the presentation server and provided the OpenStack view giving insight into availability zones, host aggregates, hypervisors, tenant capacity from a CPU memory and data store utilization. We also, this provides the ability to track the capacity of each OpenStack entity in the cloud environment to identify bottlenecks, discover underutilized resources, and track resources that either are or will soon be experiencing capacity shortfalls. As I mentioned today in 10.7, these views, these private cloud views are only available in the TrueSight capacity optimization console, which is not a mobile console. In the 11.0 release, all views, including the OpenStack private cloud view, will be available in the modern enhanced UI, that is HTML5, which means it is mobile accessible. So let's take a look at the new views in the TrueSight console. In order to access the views, we'll need to open up the TrueSight console and under the navigation pane on the left, go to capacity, views, cloud, and then you can see the private cloud views that are now available. So when we click on OpenStack, what's going to happen is we'll come to the landing page with no information in it. The reason is we don't have a cloud environment selected. So we'll select our cloud environment, click apply, and now our landing page is going to be populated with a high level overview of the OpenStack environment. We see that we do have some bottleneck resources. Very quickly we see that the data store utilization has got some issues in the environment. Very similar to other best practices views, you have the ability to drill down and begin to move into areas to identify where that bottleneck resource is. In some cases, you may want to navigate from the related information tabs. You may also want to navigate and drill down into the lower level cloud components from the tabular view up at the top. So when we drill down to regions, we can very quickly identify that we have region two at that 372 percent, very saturated. And another drill down takes us logically into a high level overview of region two. And then this gives us the ability to, again, move into the lower levels directly from the related information. We drill down into the host aggregates, and we can begin to identify which host aggregate is causing the particular issues. So this one actually has some issues both on memory and data score. So again, very quickly able to identify and drill down from the very high level down into the low level identifying capacity bottlenecks and issues. One area that I'd like to point out that is a little bit different than from the true site capacity optimization console is how to change the settings. The true site capacity optimization console had a tab that included settings that would be at the very end. Those have actually been moved to a pull down. And when I pop those up, then I have the ability to change a few things. And in this case, I can do thresholds or indicator parameters. Either one of these drill downs will give me a cross launch in context into the true site capacity optimization console.


I'm Rusty Komori, and this is Beyond the Lines on Think Tech, Hawaii. I was the head coach of the Punahou Boys Varsity Tennis Team for 22 years, and we were fortunate to win 22 consecutive state championships. My books Beyond the Lines and Beyond the Game are about leadership, character, and creating a superior culture of excellence, which is what this show is all about. My special guest today is a highly respected leader who's doing great things by promoting literacy and healthy living here in Hawaii. She is our First Lady, Don Amano Ige, and today we are going Beyond Washington Place. Hi First Lady Don, welcome to Beyond the Lines. Hi Rusty, it's great to see you, and it's great to hear from you, especially about tennis. You're connected to tennis because my husband played tennis and was, I guess, I think captain of his tennis team when he was in high school, so I'm looking forward to this interview. Yeah, when I had Governor Ige on my show a few years ago, he told me about him, you know, playing tennis, and so I'm still waiting to play tennis with him. Well, you're welcome to come here to Washington Place. Our courts need a little repair, but we'd love to have you and watch a game of tennis. Okay, deal. And First Lady, can you tell me about your background growing up here in Hawaii? Sure. I grew up here in Hawaii in Ewa Plantation. At that time it was a sugar plantation time when agriculture was a big part of our economy. My mother was a cafeteria baker of our high school, my father a crane operator. I went to Ewa Elementary School, and as First Lady I go there every year for their Abraham Lincoln Day program, went to Ilema Intermediate and graduated from Campbell High School. After that I went on to the University of Hawaii and really tried, at first I started off in pre-med, but I think David was in my class and he was much better in chemistry than I was, so and I decided after a while I wanted to change and majored in journalism instead, and I loved journalism, I loved the writing and the reporting of stories, but I did go into public relations right after that instead. I went on to, after working for a bit, I went on to Shamanad University of Honolulu for my master's degree in business, then did a bit of change in career and then went on to get an elementary school certificate from the University of Hawaii at the College of Education, but as you can see, I worked and I'm not a work, but learned a lot to education, I love my time in those learning environments. Well First Lady, so before becoming First Lady, what jobs did you have in education and in business? Well I first started off in business and I started my career in public relations with Striker-Weiner Associates and I did a lot of corporate PR, press conferences and special events, then I went on to Kapiolani Healthcare System that was Kapiolani Medical Center for Women and Children and I started off as a strategic planner there, so I learned a lot about strategic planning, marketing, and then developed the hospital marketing plan, from that I became marketing director and did marketing for the hospital and at that time hospitals and healthcare associations weren't really marketing, so this was a change and a transition for them, so it was really exciting for me to be able to do that and what better thing to market, it's healthcare for women and children, so I loved the job, I loved what I was doing, and then I had children and became interested in how children learn to read and communicate, so I worked at a school as a part-time team here and decided to go back to school to get my certificate in elementary education, then became a third grade teacher for over 10 years, loved the third grade classroom, the kids are wonderful, but then wanted to do more for the school entirely, so I went into administration and became vice principal of a high school, that was a very steep learning curve for me, but that was the trajectory they decided that I would go on, loved the high school, it's just an amazing environment where so many students go through so much, they learn so much, they experience so much, and it's just a privilege to be part of that environment, and so I ended the education part of my career in education as a vice principal of Monolua High School and then at Kanoalani Elementary School, and when you're working in that kind of school environment with students, it's very, it's very inspiring. So first lady, when you were a third grade teacher at Waimalu Elementary, what did you like most about teaching those youngsters? You know, I think the thing I loved the most and what kept me going every day were the students, and it's how they think and how they look at the world. It's so different and so refreshing from the way we look at things, they can take a math problem and they can just look at it from a different angle, or they can hear a story and a little part of the story that may not be the biggest part of the story becomes such a part of them because they've experienced something similar in their lives. So the day-to-day connections with the students in their learning process is just something that you can, that's why you're a teacher, I think.  There's something that they would say to just keep me going. I can have a terrible day, but, you know, they'll say thank you to me or they'll give me a hug at the end of the day, and it just makes everything okay. And that's third graders, they're just so inspiring, I think, to many of us. It's definitely a great age and it's always exciting with them. First Lady Dawn, I want to ask you about Ohana Readers, and why do you have such a great passion for literacy with children? Ohana Readers is an early education literacy program, and it began with a partnership. It's with Dolly Parton Imagination Library, the state library system, Friends of the Library, Department of Human Services, and we all got together to develop this literacy program. It's been here done here before where children between the ages of zero to five receive a book in the mail, and that's through the Dolly Parton Imagination Library.  And this is such an important program because that early literacy allows for children to bond with their families. It helps them develop their creativity or vocabulary. It's just that prime time for children between the ages of zero to five. That's when brain development occurs the past. So we want to take that opportunity to really enrich them in an age appropriate way. And so these books are targeted to children according to their age. It has a lot of sounds, color, stories where they can really connect with the person reading to them. And we chose because we have a limited budget, we're always bound by budget. We decided to just focus on a community and we decided to focus on Molokai and Lanai. So that program is done in that area to really help promote literacy among our earliest learners, which is really the most important time for them to begin and start engaging in literacy. I love hearing all of that and you're making such a great impact with those youngsters. And firstly, Don, I know you have my book and what I really love is I heard that a fourth grade girl in California read my book. And I also love that many alumni in our state, they're buying my books in bulk and then donating it to schools, which they're loving that to try to make an immediate impact. But I want to ask you, because my book is about leadership and we're trying to really inspire our future leaders of our community. What do you feel the best leaders do? No, I think there's so many things a leader has to do. But for me, the most important, I think, is communications. Because you need to communicate to the people that you're serving. And you need to communicate a clear vision so they know what direction you're moving in. And that's that's just the start though. I think you have to do a lot of homework before that.  I think those are some of the basic things that leaders need to be able to have and to be able to communicate. And communication, I think, is both ways. Communication is sharing the information, but also being willing to listen and to receive the information back. Because you're always going to adjust to what other people are, you know, if they have good ideas, I'm going to take their good ideas and go with it. Because we want the best for the people. And sometimes you find the best ideas in in all kinds of places, even with that fourth grade girl that read your book. I think that's a great start for her to become a leader and to start thinking like a leader. I love hearing what you said, and I completely agree with you. And yes, listening is a huge part of communication and not not a lot of leaders, you know, listen as much, but the great ones they do.  And can you tell me first lady about no kid hungry? Sure, no kid hungry is a is a nonprofit organization that's a national organization, just assuring that children who need food receive the food they need their job is to reduce food insecurity. So for Hawaii, no kid hungry has supported many of our food insecurity programs. And the one I'm working in particular with is working with the Department of Education Food Services branch. The DOE is the largest restaurant in our state. And it's also an opportunity to provide food for kids who need the food. So it's just a way for us to work with them in order to get food to children. When I first started working with no kid hungry, and this was before the pandemic, I learned that Hawaii was last in the country for participation for free and reduced lunch, free and reduced breakfast. And I thought that was surprising here, we had breakfast, but the kids weren't participating in it. So we had to decide why aren't they receiving breakfast? Why aren't they going to eat breakfast? So we had learned that sometimes they didn't they didn't wake up in time, or they didn't go to the cafeteria to eat breakfast. So no kid hungry provided us funds to look for ways to promote breakfast to look at alternative delivery systems. And one of the delivery system was to have a grab and go breakfast, meaning that breakfast would be packed up in a in a sack in a in a paper package, kids could pick it up in the cafeteria and go and eat wherever they wanted to eat out in the school yard back in the classroom. And they would eat their breakfast that way. And they wouldn't just have to eat in the cafeteria. And we found that very successful because it gave the kids flexibility on where they ate. Another one, another program that we tried on a white elementary was breakfast in the classroom. Or kids would get served breakfast as their first part of the day. And that worked out really well. The kids would eat with their classmates, they would they would be doing some classwork, they would have a healthy breakfast, and a great way to start the day. So kids wouldn't be hungry at 830 in the morning or at nine o'clock, they would have they would have a full stomach with a nutritious meal and ready to learn. And I thought that was very important. Now, you're also very involved in the jumpstart breakfast initiative. And that is like, that's such a great program. Can you tell me more about that? So that is what I just shared was part of the jumpstart breakfast initiative. It is looking for alternative ways to serve breakfast and to serve meals to the children. So that was, we did that under the umbrella of jumpstart breakfast. But we've changed that now from jumpstart breakfast. And now we're calling it grab and go. Because of course, now during the pandemic, kids aren't eating breakfast in school or they aren't eating their meals in school. So we had to adjust. And we took the grab and go idea from jumpstart breakfast. And we brought it into grab and go where families can now grab and go a child's lunch and breakfast and take it with them. And so during the pandemic, they still have opportunities to receive meals. In addition to that, over 200 schools offer free meals to students. And this is because the USDA had made an adjustment to their lunch program. So even if you're a paying student, you can receive a free lunch or breakfast. And it's at these 200 schools. Well, I like that grab and go. I mean, jumpstart sounds good, but grab and go sounds great too. And why do you have such a passion for healthy living, First Lady? I think health is the basis of our lives. If we have good health, we feel better, we can do more. And it's such an important part of our basic living. Without our health, we can't accomplish as much as we can. So in order to do that, we have to live healthy lives. And we can do that by eating well, exercising, the basic things that require some discipline. I know I'm guilty of not always eating well or exercising all the time. But I think if we all do it together and remind ourselves of it, we have a better chance of accomplishing that. No, I agree with you. The healthy living is so important. And I know that you have a garden at Washington Place. And what is that story with Alan Wong and the garden with the squash? So I'll tell you a little bit more background about our garden. Our garden is an aquaponics garden. And I learned that from it's an idea I brought from Kanualani Elementary School because we had a wonderful aquaponics garden with tilapia fish, and of course, the plants and we taught kids a lot about sustainability and growing your own food. So I wanted to do have the same kind of model here at Washington Place. So when visitors came, they could learn about how an aquaponics system works and how food could be provided. And it's been a very successful program. It's been a very successful garden. So in the past few months, different things grow. One of the things that grew in the garden was a giant squash. It was over 12 pounds, I think, and it was huge. It was about that long. And I what a wonderful vegetable here. And David and I, which is two of us. So we wanted to be able to share the squash. I had been talking to Alan Wong about the restaurant industry during the pandemic. And so I had invited him over to look at the garden. We saw the squash and I had asked Alan, can you make something with this squash to help be, you know, to help be more people than just us at Washington Place. So he took the squash. He cooked it himself. So we have pictures of him cooking. He made a squash soup. And what we did was together, we were able to provide meals to our National Guard members who have been helping us tremendously with the pandemic. And so he had wrapped it very carefully. So it was individually wrapped. They took it home and they were able to share it with their families. And it was our way of saying thank you to the National Guard who has been providing some support during the pandemic. Well, that's so nice to hear what you and Governor did there. And yes, Alan Wong, he's fantastic. He can make anything. And first, first lady, I want to ask you, you know, there's a success can be defined in many ways. How do you define success? You know, whenever we think of success, we think of success as a one time thing. You have a project and then you define it as successful or not successful. But I don't see success as a one time thing. I see success as something that's very long term. If the program is successful, it has longevity. And it has opportunity for growth, sustainability and adjustment. And that's where we see the most successful programs. If it has the ability to last through time. And if it has the ability to adapt to different situations. So during the pandemic, we've all had to adapt what we're doing to something very different because of the pandemic, because of infection and so forth. So I think, you know, we've all had to kind of look at things, redefine things, redefine success even to change it to the needs of the community. And so success means, have we really adapted? Are we adapting? And are we serving the community? And maybe there's no answer, no immediate answer to that. But success is not a one time thing. It is a very it's a long term. It's it's long term. It's a long term commitment. And I think each and every one of us has the ability to be successful in that sense. Yeah, it's definitely a journey. And I love hearing your insights about that. And I want to ask you First Lady, you know, besides family, who is a leader that you admire? You know, when I think about that question, there's more than one leader, you know, you look at a person and there's different parts of their characteristics that you admire. So I would say there's about maybe three people right now that I really admire. And there are people from history, because history teaches us so much from the past. First of all, I admire people who have been able to overcome diverse adversity, and then be able to carry out their duties and responsibilities.  So he's something someone I admire a lot.  So that's one leader. Another one is Eleanor Roosevelt. She's another woman that had to overcome her childhood, some childhood adversity regarding her self-esteem. She rose to be First Lady and was an outspoken leader in civil rights. And she used communications to get her word out. And the communications that she used was her radio show, her newspaper, she even held press conferences. So she was quite an amazing First Lady. And of course, here, just in this home, we have Queen Lili O'Halani, who had to overcome overthrow and was still able to serve the people. So in all these people, what I saw was the ability to really reach out, to listen to people. Eleanor Roosevelt did much of that. She needs to drive on her own and go out to different parts of the community and listen to the stories of hardship and come back to the White House and develop programs to solve some of those problems. Queen Lili O'Halani did the same thing. She took time to listen to her people. So listening was a big part of what these three people did throughout history, and then adjusted and worked their leadership in developing programs that really made a difference for their people. Well, definitely three impactful people there. I love hearing about those three.  What's a valuable lesson? I've learned so many things because I have to say, I've been very fortunate that in each of my jobs, I've had wonderful mentors, Sharon Weiner of Schlegelweiner Associates. I've had Richard Gavi from Kapiolani Medical Center who has passed on Vera Galera at Wanamawa High School. And you know, all those people had an impact in my understanding of six leadership and they helped define leadership for me. And so what advice? I think the advice was simple. It was, don't be afraid to go out there and get things done.  And once you do them, you can figure out the next steps along the way, but get out there and do something. I like that. First lady, personally or professionally, what's something that you want to do, but you just haven't done yet? Oh, I think, I think this is something that we all I think want to do. And this is we want to see our community heal from COVID-19. And we want to see our community heal in terms of health and economics. And you know, that is a very much a long term effort on all of our parts. It is something that's very important to me. And I'll continue to do that in different areas, whether it be from the grab and go program that the school where the schools can provide food to children, or it might be through a literacy program. One of the things I do is read aloud on my Facebook. And that's been something that I wanted to be able to do to reach out to children virtually or reach out to families virtually. And I do that on a little program as well. So we I think we all take, we all have a part in healing and bringing our community together in this COVID situation. And that's what I that's really what is on top of mind right now. What role can I take? And what role? What can I contribute to help the community come together and heal and move forward on this COVID situation? There are no easy answers. But we're going to work together to make things happen. I like how you're reaching out to people like you said on Olelo and through Facebook, I feel that that's really effective because because of COVID, we have to do it all virtually. And first lady, I want to ask you, what gives you fulfillment? Oh, you know, I think that's a very hard question. You know, I think for me, what gives me fulfillment is being able to do something being able to be part of the journey with people. And in doing so, you're helping others. And you know, I want to be there with them on the journey, because we're all on this journey of life together. And the more people that we can be on this journey together with is I think the most valuable because at the end, what we find most or what I find most enriching is the work we do with other people. People really make up our dreams. They come with different ideas, different backgrounds, different values. And that makes life so exciting and so rich. And we're just so fortunate that in Hawaii, we're able to listen and appreciate all these different ideas and cultures. We don't agree all the time. We're just like a family. We don't agree. We argue, we fight. But at the end, I think all of our hearts are in the right place. I have to believe that. And I have to be an optimist in that, that we're all here together and make our Hawaii the best place it can be. Well, First Lady Dawn, you are definitely inspiring, you're definitely making a positive impact with people here in Hawaii. And I want to thank you for taking time to join me on the show today. It's been a pleasure. And thank you for watching Beyond the Lines on Think Tech, Hawaii. For more information, please visit RustyKamori.com and my books are available on Amazon and Barnes & Noble. I hope that First Lady Dawn and I will inspire you to create your own superior culture of excellence and to find your greatness and help others find theirs. Aloha.


Hey there guys, I'm out here again from Antic. So we're coming back to this Hullboy, Hullboy model now. Now from the last video I've actually done quite a lot of stuff off camera. Reason being is there's not really much else I can show you technique-wise on this model. It's all the same sort of techniques now. The only difference is this color selection. So as you can see I painted the cup in his hand, same gold as what I did trumpet. I painted the ropes that wrap around the model and these were just done with a greeny-gray color and then just highlighted up through a bit of a sort of beige-y ivory color. And then all the toys were just painted in various different colors just to add a bit of variety to the model. Now painted the toys quite a desaturated, non-vibrant sort of color. Reason being is I don't want the viewers eye being drawn to the back rather than this area of Hullboy. That's why the green leaves around his head, the holly leaves are quite bright because that just focuses people on this area of the model. And we just painted the skulls just a general gray color just to stand them out. So what we're actually going to do now, so we're coming to the closing stages of the actual model, I'm just going to black line the model. Now what this is is we take very very very thin black paint, a very sharp tipped small brush and all the different areas where different materials meet. We're just going to run a very thin black line and all this does is just makes it pop. This will just make the different areas pop out and it just draws the eye to the different areas and makes the color stand out a bit more. So it's just a straight flat black color, doesn't matter what range it's from. It's just thinned down so you can see how thin that is. So okay wash, the reason I'm using a black paint rather than a wash is just because it's a higher pigment content. So let's just start with a bag so where that rope meets the bag there and it's just in the real deepest area where the shadows would meet. Wait in two different materials mate, top and bottom. It's important to take your time with this stage, it's a real steady hand, take your time, make sure the paint paints nice and thin.  This is an optional stage, you don't have to do it, the model looks perfectly fine without it. It's just a final finishing touch as well also where these two ropes cross here. Where the skulls meet the bag there, just go to another area there. So let's go to this arm here because again he's got a couple of different textures in different areas. So where his glove meets the arm there, I'm going to put a very thin black line in there so I'm going to stick that and then another one so there the rope comes across this sleeve. I hope that the jacket pop out. Okay I think what I'm going to do is I'm going to do the rest off the camera just as I really need to be able to get right close to it and just check exactly where all these lines got to go. But that gives you the general idea of what I'm going to do to finish this model. Now what's left to do is the base. I'll do a quick tutorial just on the base just because it's only going to be a quick um quick dry brush job because I want the models base to not draw attention away from the actual model so it's going to be quite dull and muted. But then we'll just look at the finished model at the end of it all. So once again guys I hope we've got something from that and uh yeah I'm really happy with this model when we start it. It's the savior who's finished. Speak to you soon guys.


The other half of this presentation is, I'm showing you a video, which needs microphone, but I'm waiting for the microphone, but I'll start. Oh, and Mary, you saw this a lot of times. Why? So, I'm curious. Thank you. Thank you for coming all the way. I mean, I will start my presentation. Let me introduce myself. My name is Kenji Rename from Japan, and this is my first visit to India, and I am from Japan. I did a little bit of research that Japanese tattoos are so well-known in Japan. Yes? How do you call him? Durimo? Durimo. Toraemon. Is that correct? He might be swapping everywhere. Oh, really? So, in India, I'm from Japan. A little bit of myself. I have been a translator of books, including J. Coplin's Sikospos book. And I've experienced, and the self-development books by Mary, and Hans, and Agile Project Management, and the Agile Development, and those books. Also, a lot of Japanese books, including object-oriented things in UNL, including My Maps. And recently, I wrote a book about scrum in Japanese. This is the first scrum book. Originally, this is surprising because we have not written any scrum book in Japan yet. So, this is the first scrum book. Originally, we didn't. But there are 10 or 12, 10 or 20 scrum books translated from US and Europe. Collaborative software development that connects customers, engineers, and management. It's out this January, so it's new. If there is a publisher in this room, I will be happy to talk. And I'm also running a company named Asta, which is a UML mind mapping integrated tool. By any chance in this room, do you have ever seen this tool? Oh, thank you. Oh, two people. Thank you very much. In Japan and in Brazil, lots of people are using this. Last year, I visited Brazil, and how many people are using this tool? 80% have been used. So, it's so amazed. But still, people don't pay to pull out the tools. I'm not sure here in India, but if you're interested, I'll tell you. Yes. Good. And I'm also a Gordon Pascal's recipient in 2008, and Narish here at the chair of Agile India in 2007. I'm so humble and proud that Narish finally invited me to here. Thank you very much. Okay. I'm from Japan, and Japan is here. And Japan, what is it to Japan? Of course, this one. And this one. I'm so surprised. This is, of course, in TV. This one is very, almost 40 years old. When I was a school, I mean, a school kid, elementary school kid, I was a fan of drymon. So, I was surprised, Indian people like this. And this is a Japanese version of how scum works. The most interesting part of this is this one. Stakeholders, a bit look like mean. Isn't she? To Japanese, India is like this. And in Japan, we are very like this movie. Okay, thank you. Thank you very much. We really love this dancing in the movie. We so love these things. Okay. Okay. Today's agenda would be, first of all, I will show you a big picture of lean and Agile and Japan's implication in it. Second, I will show you a video from a Japanese factory reconstruction. It's a pure Japanese movie or TV program that I will simultaneously, it's in Japanese, so you don't understand. But of course, I will simultaneously translate it for you, if I can. And I will share findings using mind map after the video. So, this map is written, drawn by Yasunobu Kawaguchi-san, my friend. The left upper side is Japanese manufacturing industry. And here, Agile. And recently, lean startup movement is coming. So, the new, new product in this paper, the term scrum is coined first. And later, Jeff and Ken referenced to this paper to articulate software scrum. And the XP and scrum, another iterative development, are merged into Agile movement. And Mary wrote this excellent book, Lean Software Development, that connects lean concept and Agile. And lean is from Toyota production system. We call it TPS. And TPS, of course, lean is a, what can I say, an abstracted way of seeing TPS. That can be applied to any industry, service or anything. But TPS is like, TPS, very, I don't know what to say. It's a, it's a tomato on the ground. And lean is a tomato juice, so that you can drink. Anywhere. So, today, I would like to show this tomato on the ground. So, this is the title, Drink Lean, from the source mean. Yes. Jidoka? I am not sure. But it's in the TPS, of course. Yes. But the concept of human and machine, or machine in human touch or something like that. The concept can be in lean, I think. How about it, Mary? I don't know. It's different to lean, but the general concept of stopping. Yes, stopping. Yes. The loom, right? Automatically stopping loom device. Okay. And this is, I will talk this part a little bit first. This paper, the new, new product development game is like this. It's in 1986. It says, stop running the relay race and take up rugby. So, handing off batons to the next person. Stop that and take up rugby as a metaphor to push the ball into the goal together. And in this paper, this drawings is, to us, to us, it's like waterfall and scrum. But essentially, it says that this is a new product development phase, phase gate system here. This example was from NASA, PPP phase. I'm sorry, I forgot. But PPP, process of NASA. And this is, this kind of style is found in Fujitsu, Fujijerox. And this one is found in Honda. This means the person who, there is a gate here and hand off documents. But here, the people who made the concept stays in the process to push the ball to the goal together with the team as a vehicle of knowledge. Not document, human. Human itself is a vehicle of knowledge to push the ball into the goal. So, later, Jeff took this idea, I mean, took this concept to articulate his scrum idea into words. And luckily, I had this event with Nonaka-san Jeff in 2011. The event called Innovation Sprint, first met, the first timing where Jeff and Nonaka-san met. At this timing, Nonaka-san didn't know at all about agile. And he was so happy about to know that his idea is later now working in software very well and imported to Japan backwards. A little bit of history is like this, a new product development game. The word scrum is coined. And he also wrote books about knowledge creating, knowledge management model called Seki model, which I want to talk today, which I talked yesterday, so you missed it. And Jim Copleen wrote a pattern about a hyper-productive team. And the first, I interviewed with Jeff and found that first sprint of scrum was conducted by Jeff was 1994. He introduced the idea of scrum master. And then, second sprint, he introduced the idea of daily scrum from Jim Copleen's patterns. And 2001, the book is published by Kent Trevor and Mike Beedle. And the Ajamaon Festival was written. And now, this last year, Jeff wrote another book, Software in 30 Days. And Nonaka-san also wrote a book about US Marine. And another one is Managing Flow. He introduced the concept about leadership, which needs to maintain the field of knowledge creating system. So all those things are connected in his mind. So I decided to write a book to make a link from his idea to the software scrum and what's missing in the software world today. I don't talk about this book, I don't talk this one today, but I will talk about this Toyota production system today. It's about manufacturing. So it's very different from software development or product development. It's not the same, but you can find some parallel concepts from here. So I want to show you a video today and share and jointly find the concepts. I'm nervous because I speak Japanese all always and English is my second language. So am I doing well? I'm okay, thank you. Good, good. Okay, so I will show you a video which is a 10 minutes short video divided into five parts. After each part, I will discuss with you what's in there. Part one, waste. Part two, change. Part three, conflict. Part four, yatai. Part five, kaizen. Have you ever heard of any words you don't know? Maybe you, yatai. Yeah, I prepared one slide for you. I foresee this. This is a... Do you know what this is? Kiosk. Kiosk, yeah. I happened to take this picture in Toronto because I did this talk first in Toronto. In this system, one person doing everything, right? Not what for a way. Handing off, have done things around. Just one person doing one thing. So that person can see the whole. I mean, commit the quality of the whole. And if you do that way, one person can find any kaizen or improvements to get the higher quality of the whole. So what I'm showing you is to reconstruct a factory from waterfall type. I mean, belt conveyor type to this yatai type. Okay, video. It's a fun video. I hope you can understand Japanese. Okay, this video is about title is break the common sense barrier. Factory reformation by post mass production. Hitoshi Yamada is a famous Japanese TPS consultant. 61 years old. But this video is almost 10 years old. So he is 71 now. He is still alive. He is not a Toyota person. But he is a direct successor of Taichi Ono. Taichi Ono is the creator of TPS, the concept itself. And this person, Yamada, is called factory reconstructor. And he received requests and goes into the factory to undertake reformation of production line and education of managers. Education of managers, right? Not Genba people. Education of managers. He disapproves of division of labor. One person doing only one small part of the job. Assigning one task to one person make people gets bored and people stop thinking. He removes belt conveyors and change the line to yatai or work cell. Yatai is aimed at drawing out creativity from every workers. Okay. And I need a microphone. Yamada comes to the factory. The first place Yamada went to was the place from where products are shipped. Hey, how many products are shipped today? Well, I don't really know. Hey, you are the manager. You are saying that you don't know today's sales. That's your sales. The sales of this factory is the number of the products shipped from here, right? That's really wrong. If you don't know the number of today's shipment, waste of overproduction will occur. This is the first thing he's pointed out. Next, he comes to the production line. As soon as he approaches the line, he shouts. Those are all work in progress or whip. He's pointing out all those whips. Oh, these are all waste. Modern of waste. Those are modern of waste. Working progress is a bad thing. The very bad work in progress or whip are inventories hidden in the production line. Because if you divide work in the line, half done parts stagnates because each worker's speed is different. They are called working process or whip. As the line gets longer and the number of workers increase and work in progress increases, at the time when you decide to stop the production because of the market situation changes, the line continues to work until all the whip is done and overproduction occurs. Immediately, investigation of whip is started. Surprisingly, whip is found all over between workers. Okay, just stop here. What do you see? Waste, waste. Do you know the concept of waste? Waste is in TPS there are seven wastes called and overproduction or waste of inventory is the worst waste, it's called. And a line has lots of waste and when the production line stops because of the market situation all the whips are waste. So making whips smaller is the point of the changing market strategy to follow up the changing of the market. So waste, he first go to where? Yeah, shipping point. So he said that the sales of this factory is defined by the output, shipping of the factory. So first he always go backwards from the shipping point to the coming point. Okay, front. And then it's the point of pull production, shipping. The shipping number of ships defines the productivity of the factory. And if there's no order from downstream, the factory stops creating things to reduce whips all the way to the customer. And then he goes to production line and find whips. Why whips is bad, I explain. And commonality to agile or our world. Value is in output. I don't think it's articulated this well, but not the productivity, the output. So go to output first and produce only what your customer is waiting. TPS is all about it. If the car is sold, then it pulls, it triggers the manufacturing line. So no cars are sold, production line stops because Kanban system is working to connect those factories. Whip, it's in software, untested code or unimplemented requirements are parallels to our world. And anything between concept to cash, borrowing, marriage word are whips. Okay, I'll go on. So today, this day is the first day of factory construction. Sorry, he's leaving and he's coming back, January 13th. The plan has not been explained even to the management of the factory. He goes to the packaging line where the most whip was found last time. The first order he gave was removal of the belt conveyor. Oh, looks like Japanese, huh? The belt conveyor line is removed. The line of 20 meters which have worked for 30 years, the heart of the factory is gone. The production manager, Takatsuka, rushes to the place of the sudden removal. Hey, don't cry, don't cry, but you remove that sign. The manager of production section, Takatsuka, was ordered to remove the sign. He hasn't thought of this extreme reconstruction. Oh, it's like a typhoon. I don't know what's happening. Then he orders to review the assignment of work itself. This is his reconstruction. This is a cell phone line, assembly inspection packaging. There are three process for mobile phones and there are 57 workers in the line. He removed the packaging line, narrowed the gap between workers. But it still leaves the whip. So let one worker do more than one job and move the overflowing workers to the product development section from the production line. The number of workers decreases. The place of whip decreases. From today, do tasks by yourself, all the tasks by yourself. It says multi-skilled. Multi-skilled development starts. Workers who have worked on one job and skilled in one job were suddenly ordered to do more than one job. What do you think? I can't say anything. I can't see the future. You should learn other jobs. You will learn gradually. You can do that. Otherwise, all the jobs go to China. If you do only one job, Chinese will catch up very soon. You should learn more. Single-skilled jobs go to China very easily. Yamada-san explains that they will learn multi-skilled production soon, but workers are still worried. So what do you see? Change, yes. Change and conflicts here. First, he did the removal of the sign and the belt conveyor. The belt conveyor is a symbol of the sign production. First, he removed that symbol away. Takatsuka-san, the manager, was upset and sad. He reduced the place between workers that reduces the whip. He introduced multi-skilled development so that one person can do more than one job. So, commonality here. What did you see? Commonality in Ajao. Cross-functional, yes. Like vertical slice and one-piece flow. Thank you for mentioning it. Actually, the truth is the consultant, Yamada-san, always talked to the president or the CXO person first and allowed to reconstruct the factory and let the manager do the removal all the time. Very extreme way of changing things. Yes. In Ajao development, we do not make architecture first in layering things. We slice things, features or use a visible feature. So, one person, one thing, a hot dog stand. Yatai is use a visible thing, one person, not hot dog buns. So, I will move on to the funny part. February, still doesn't work well. Multi-skilled development production makes the factory confused. More than expected. Post it first. Post it first and then confirm. Did you say that? You didn't say that first. But you said last. Plan, actual, difference. The productivity goes down and there arises a possibility of missing the next delivery. The member of production section are discussing what to do later after work. If they missed the delivery, the impact of losing trust from customers is huge. The decision was made. Well, from now, we rearrange line. Members of production section make the line longer again and refill the workers. They understand the need of factory reconstruction but now delivery is the first priority. Well, we need to meet the delivery. I know we have to change our way but not this extreme. Customer is the most important thing to us. I am kind of upset but I'm going this revenge. Good morning, good morning. The next day, the line gets confused more and more. Hey, this is not easy to work. I don't understand. What is this? Why it changes so often? The reconstruction team knew this rearrangement after they came to the factory. They asked the production manager for explanation. The delivery date and quantity is all fixed by the customer. Even if you work all Sundays, you cannot catch up. Customer's trust is the most important I cannot give in. This is the production manager's decision. The reconstruction team has no words. We want to keep multi-skill development not all but small as a model line, just one. Please let us do that. They wanted to continue the new one and Takatsuka manager doesn't think it works better than before but finally he agrees one person for experiment bad mood of the meeting. What did you see? Conflict between reality and ideal. Reality always wins. What they did was they kept experiment just one Yatai need one success case for a start at least. Yatai is a Japanese word and a work cell may be a normal translation. Yatai Yes, it's actually called Yatai production. Yatai Seisan. Self production. Self production. I heard of that. I'll go on. The example or experiment is done. The assembly line. Assembly part. And six workers into one person. Ms. Horimuda-san. Horimura-san. Horimura-san is selected as a veteran worker. She's a most well-skilled veteran worker. I just try my best. I will translate a bit of a cultural thing. In Japan, it's like family. A factory. And all those areas are like family. Maybe you can see manager and worker but it's not like that. It's a team. He said to her that we will cooperate we will work together to make this experiment successful together. The reconstruction team is creating a Yatai or a work cell. A cell production system. Okay. And Yatai. One person. A whole product. She needs six skills to make one whole one whole product. And I'm continuing. He said Yatai, right? She already knows three jobs out of the six. She's a veteran worker. So the three jobs are new to her. A member of the reconstruction team measures the time. It's five minutes 36 seconds. The speed of the production line was three minutes 27 seconds. So she has to reduce two minutes time. So production line was five minutes 36. But the first try was three minutes 27 seconds. So there's two minutes to go. Next morning, Horima-san has been working here for 20 years. She earns half of the family income. This assembly line employees 1200 female workers here. And there is no other employment in this village. So Yatai experiment is the hope of all the employees. If it fails their jobs go to China. After two days, Horima-san starts Kaizen proposals. She analyzing her work herself. And she make proposals to this construction team. And she implement them immediately. Small changes are made to reduce hand movements. And those wisdom come from understanding of the whole assembly jobs. Not part of them. This and this and this. So this should be more here or like this. Small changes, small changes. Those wisdom are coming from the because she knows the whole. Good quality products and they say well I can work here longer. I think I can make it, she said. So small changes she can do the changes propose the changes because she understands the six skills hold the skills. And it looks like scientific management Taylor, Taylorism. But the difference is the scientist in the team not someone on the desk is designing the whole description of the work but the description is emerging, emerging, coming from doing it not just head. So thinking and doing cannot be separated to see the whole work. So I think it's important to make sense. Make sense? Good, thank you. And I will find some commonalities. One vertical slice at a time. One person doing one whole thing. No whip at all. No work in progress at all. And retrospective self-organizing team. As I said the team behind her is not very separated as you see. So they're self-organizing. So those are the commonalities I can find. Does any of you find any findings please point out so that I can learn from you. Later we will talk. Good one. Yes, scientists within the team. I will come back. Part 5, I will go into part 5. Yamada-san, this reconstruct coming again. Hey, Takasuka-san, follow me. This is the fifth day from the experiment. So this is the fifth day. 5 minutes, 36 seconds is now improved to 4 minutes and a half. But it was 3 minutes, 27 seconds by the production line. So there still is one minute to reduce. You like your job? But I'm doing my best. Oh, Japanese are always humble. So I'm great. They don't say I'm great. I'm doing my best all the time. Not being scolded. She was not scolded. She was just asked and replies humble in a humble way. Not pressured, too much pressure. Last time I did this in the United States a lot of misconception happened, so I'm very careful about this. Now you can do many jobs. You are doing really good, really good. And this afternoon, she reached 3 minutes and 30 seconds which is almost the same as last time. It's faster, faster. Hey, you are doing very well. Oh, she got faster. Today finally she did it. Yes, she did it. She's now faster than line. Hey, come here Takatsuka-san. Let's see what happened. She's real good. Takatsuka-san was skeptic, but he was surprised. He was surprised. Earlier, Hiromura-san Hori-mura-san proved that Yatai works. She proved that work-cell works better than the line. Works better because she did Kaizen a lot of times. So she gradually moved to the limit and finally exceed the production line. That's the point. Wow, just 5 days. I really believe in human power, human potential. You know, bad management stops human potential. That's bad management. Management is about fostering human potential. There are excellent workers here. We can survive. He's talking about multiple what, various types in one line. In one factory. When you use Yatai, you can do that. This product, this product, this product. But line is very difficult. Tota is doing that, but difficult. Those workers here are excellent. Let's believe them. Kaizen part. It's gradually and human potential, bad management cannot believe it, but good management believes in human potential and foster it. And the last part. One week after he comes to the factory for a party. One month after he first came to the factory. Horimura-san here, and she was asked for speech. Horimura-san was asked for speech. I'm so surprised and I don't know what to say for this sudden speech. But until today I have had hard days, really hard. But today I knew that everybody here supported me with me. So I feel like tomorrow I can do it still better. I am proud of delivering good quality Sanyo products to the market. I'm very proud of my company and Sanyo product. Okay, that's it. That's a very Japanese thing. So I'm not sure if I communicated well. But a final party, I love this. That's very common in Japan. When we do accomplish something with the party and not management, but Genba people are speaking to the public and they are still humble. So they are not proud of doing that. They are still humble and talk about the company's goal. It's very common. So they are proud of the quality and they are proud of the company. There is well-known stone cutter episode. There is a stone cutter working with the stone and I ask the stone cutter what are you doing. Stone cutter sometimes say I'm cutting stone. I will say I'm building the cathedral or something. Seeing the whole. The goal of the company. Not one small part of what you are doing. But the whole picture of what they are doing. The good point is to let people doing one whole thing which is visible or valuable to customer so that she can be proud of doing it and she can commit to the quality and work together and involve people and doing things. So the commonality respect for people and motivation and trust. I feel in this video a lot of motivation and trust. Some notes from me about Yamada san, the factory constructor. I'll tell you what he didn't. He did not do PowerPoint presentation. But he went to Genba the place workers are doing their job to solve the problems and context is everything. So go to see the place what's happening is the first thing he do. No PowerPoint presentation at all. And I visited him the factory constructor two years ago and he said that he does not write any quotes or estimates to the reward and no money is written there. Just they they give him the money. It's very rare in Japanese custom but he is well he's wealthy. And he didn't tell what to do. I didn't translate it well but most of the words from him was I ask people at Genba what are you doing or why are you doing? Asking people or asking managers what is this? How many ships from today? Something like that. And he made some sense of urgence. Really have to think and act. He removed the symbols. Is it time? Almost time? Okay, sorry. So I have to conclude my session here now. So that's it. The last message from me is I'm from Japan so let's make this world a better place for building people looking together. Thank you very much.


magazine and then hold on to the yellow part. Here's my suits with. Good blue, Tam. Some people can and some people can. Oh, okay. I just didn't know who can. If there's a problem. You could put my mic further back. I just think I might have something to write. Let me do it right now. That's okay. Any problem? Just going to get everything as in. You undid your life out and just stood on the one point. And that all worked okay. You could. It looked as if Shannon, once you started down, it looked like you went right on down.  So once it started moving, it seemed to be going every two weeks. Yeah, that's why I took it. I didn't have a problem. There's one thing that if you try to get down the hatch sideways. You make it gently. Down that ladder. I noticed that, so I had to turn to be with my back doors. Right. So pull back. Pull back.


Rhaea y bydd yn gwneud y tîm fod yn y bydd gwasgwlad a mae'r tîm fod yn yr ystafell yn y rhan, ynogi'r pan yw, Mike Gargrave, tîm fod yn yr ydydd y tyl celery bwrw deithas yng nghymru. Byddem. Mae hynny'n meddwl y disgwyl Scottish Parliament. Thank you for the opportunity to address you today. I'm the Minister of the Church of Scotland, minister of the I'm grateful to Jackson Carlaw for nominating me to deliver the time of reflection. I just wish my granny was here to see me, although I'm sure if she was she would be unbearable. I thought about what I wanted to say today and I think I'd like to express my admiration for you. I have a great respect for what you do for the commitment you have to the people you serve and I know that there are times as a parish minister when I can find the role challenging, especially when people have expectations of me based on their idea of what a minister should be and most people have these expectations. You too, in your service, will have to live with the expectations of your constituents and of the nation and each person will have different expectations. The criticism you receive at times is appalling and mostly unfair. People tend to forget that you entered politics to serve, not for anything you get but to serve and that's admirable. It's easy to criticise and I believe that we should stop and remember that there's always more that unites us than divides us and while we may have different opinions on political parties, football teams, religion and questions relating to other issues, we are all people sharing our communities together in the New Testament of the Bible, Galatians 3 verse 28 tells us that there's neither dwewn or gentile, neither slave nor free, there is neither male or female for you are all one and it ends with in Christ Jesus. If you're a Christian then the in Christ Jesus is relevant to you but if you have another faith or even none, this short verse makes this point. We're all one and while we have our differences surely we can learn to live and work together as one. We're living through ever changing times. As I get older, I find myself occasionally questioning the values of these days but there again I question some of the values of my youth and I recognise we live in better times with more understanding, more grace towards each other. Regardless of how we react to the changing values of our times, I hope we can still find a respect within us for the other and acceptance for the other. Through accepting and respecting the difference of others, we learn and we grow together and consequently we become better people. Through accepting and learning from others we develop characteristics that benefits our societies and our communities. I want to end with another short Bible passage from Matthew 25 40. The king will reply, truly I tell you, what you did for one of the least of these brothers and sisters of mine, you did for me. I pray that folk learn to be kinder, more respectful and accepting of others, especially the least of us. I also pray for each one of you here in this chamber that you remain strong as you continue to go through changes and serve our nation. Thank you for your time today.


Perfect. So welcome everyone. Thank you so much for attending our lighting talk. We're really excited to be presenting today at K native con and it's lighting talk on building machine learning inference with a K native service infrastructure and architecture. So without wasting any further time, let's get started. So quick introduction. Thank you so much for doing that already. But I'm sure I'm a research and I primarily focus a lot on rust and web assembly and machine learning inference with MLOps. I'm rich. So I was in high school. I just completed it. Okay. All right. So first, let's go over the standard infrastructure through which we operate and create a machine learning tech stack, right?  And then you're also running a lot of things such as from this metrics to be able to monitor your model post the deployment and when once it actually goes into the production. So there's a lot of things that goes into not just looking at once it has been like, you know, in the production, but there's this entire tech stack that you'll need to use in order to evaluate and, you know, like, you know, understand how is the machine learning inference going ahead and so basically that involves deploying your machine learning model scaling up your model and then also updating your model in case you require to change certain parameters. So you can see over here this kind of the standard tech stack where you can refer to any of the different types of machine learning model from coming from TensorFlow, PyTorps, or SQL and then you'll need all these things such as like, you know, Kubernetes, Istio for traffic management and K-Native which is the serverless infrastructure for being able to run a serverless functions. And if you take a look at how machine learning deployments are done on Kubernetes, you need to, you need expertise in all of these different things, right? That means being able to configure your HTTP and GRPC requests, then deployments and how you'll define your YAML files where you'll be defining your services, your pods. And then you'll also need persistent volumes for any kind of model updates and model changes and also of course where you'll require to save your model files themselves. And then you'll need things such as CPUs, TPUs, or GPUs for doing that inference on the go and you'll need dedicated model servers. So this to kind of deploy your machine learning model on Kubernetes, you'd require, you'll basically need to set up all of these things. And of course it can take a lot of time and especially if someone who is just getting into the machine learning world, right, were primarily focusing on using, let's say, data science. As data scientists, you don't want to really focus a lot on all of these, right? All of these are primarily focused on DevOps. So that's where we are going to be like, you know, going ahead and take a look at how we can add a layer on top of our existing inference stack and how we can reduce all of these dependencies that we just saw with the help of cave serving, which Rishith will talk about. Thank you. So I'll be talking more about cave serving, which is also bundled with Kubeflow and what you can do with cave serving is simplify this process of deploying your machine learning workloads easily on Knative. And both of us have actually been contributing quite a lot to Kubeflow and we have been using cave serving for quite some while. So some of the things that cave serving allows you to do right off the back is brings all the pieces together. So you have an intuitive and consistent environment. It's simple enough to deploy a machine learning model without having to worry about all the logistics or how something like scheduling or hardware would be given to run the machine learning jobs. Which is also a big problem at designating hardware for your machine learning jobs. What kind of hardware do you need? What what kind of processes in your model need? What kind of hardware? You might need to use a mix of GPUs and CPUs in a way that a lot of your data processing or data ingestion happens in the CPU. And all of these are problems even when you are running the model inferencing with the model, not just the training part where it is pretty apparent. So all of these are definitely problems when you are inferencing with the model as well. And what we'll try to do is because this is a short talk, I'll just try to give a quick overview of how cave serving works. And I'll also share a couple of demos which are pretty easy to run, but we'll not run them right now due to time constraints. So we just show a sample example of running a scikit-learn model and that's as basic as it can get. But you can also apply the same ideas or how are cave serving to pytorch models or TensorFlow models or to probably more complex models where you don't use your where you don't use custom where you don't use prebuilt layers at all too. But right now we'll start with a simple example. So we start with a scikit-learn example and I want to highlight some things because we don't have time to go through all of this. So some of the things this allows you to do and if you see this is very similar to the experience you have running workloads on Kubernetes as well. So many of the ideas are pretty similar to that as well and I just specify the minimum amount of hardware my model would need. I also specify the number of replicas I need and I also have the canary deployment options and all of this in a simple YAML file. So now you can do all of this with Kubernetes as well which is interesting right? If you can do all of this with Kubernetes as well in some way then why do you want to bring cave serving into the pytorch and why talk about all these YAML files and a new tech stack over there. So a lot of the things that I talked about even if you see the previous example they were machine learning focused ideas which you would have to go through a length to implement them with Kubernetes. Some of them something like replicas you can do it very easily but some of the machine learning specific ideas which are probably not very applicable for other kinds of softwares those are pretty well supported with cave serving. And this is also an example of using TensorFlow or pytorch and all I want you to see from your because this is quite some code is that we are simply changing the models we have over here. And another thing I showed is you can make canary deployments as easily in the context of machine learning with this and this is an example where I do it while also changing some of the things for the canary deployment customizing how I want my deployments to be. So I would you like to talk a bit about explainability sir and what you can also do is that when it comes to writing your models and then once you of course we are talking about inferencing. So another part of the inferencing is also the model explanation. You want to describe what what exactly does your model do and in terms of once you start to infer you can do that with the help of alibi explain which is by seldom. So q flow and the case serving was built with Google engineers Bloomberg and seldom as well. So you can use alibi explain to understand what are the model pattern model metrics and how does the model perform when you run these inferences. And you can also do post processing and pre processing of your model to understand more in depth about how the model behaves under a given load of data is being sent to. So all of these can be defined with the help of these simple email files with the help of case serving. So what you're seeing is that it supports multiple types of machine and models. It is able to do model explanation. You're able to do post processing and pre processing of your data with this and of course not having to worry too much about selling up up all of your infrastructure that you'll normally require with your communities architecture and then to kind of summarize. Okay, so we are almost at the end of a talk as you might have seen the time. So so we didn't go a lot into depth of how kf serving works. And we just wanted to give you a quick overview of what kf serving does and how it can be integrated. If you want to deploy machine learning on K native and we also talked a bit about explain ability which we think is pretty interesting how easily it can be done with kf serving. And some of the aspects of kf serving. We also talked a bit about canary deployments and that was what we did in the talk. So just going to summarize the ideas that kf serving has been built on top of k native framework. So where k native allows you to create these service functions and for your machine learning inferencing, the kf serving adds a layer on top of it to kind of give you an ability for the machine learning. Ability for very easy deployments of your machine learning model and infer from it with all these different functionalities that are provided to you with the help of kf serving. With that we'll conclude and thank you so much. You can connect with us and we'll be open to any questions. Thank you.


In the last video, we showed that Newtonian momentum, p equals mv, is not conserved in special relativity. Instead, we need to consider p equals gamma mv. So does this mean Newtonian momentum is wrong? Well, let's see what happens when v is much smaller than c. Well, in that case, gamma is approximately equal to 1, and our relativistic momentum reduces to p equals mv, the Newtonian case. So it's not that Newtonian momentum is wrong, per se. It's just that it's an approximation valid in a particular regime when our speed is much less than the speed of light. Relativistic momentum is also only valid in particular regimes. It works well in a lot of cases, but if you were to try and apply it to a black hole or to something on the quantum level where special relativity breaks down, then you'd find problems and you'd have to consider a different expression. So what about if your velocity approaches c? Well, in that case, gamma is equal to 1 on 1 minus v squared on c squared and approaches infinity. So in other words, if you're trying to move a massive object at the speed of light, you need to give it infinite momentum, which would require an infinite force. And this is why you can't accelerate anything to the speed of light. So now we know about relativistic momentum, let's derive an expression for relativistic energy. Force is defined as the rate of change of an object's momentum. Or writing that in terms of calculus, f equals dp by dt. So if you have an object with some initial momentum, and I apply a force to it for time t, its momentum at time t will be the initial momentum p0 plus the force times time. Substituting in our expression for momentum, that's the gamma at time t times n times the velocity at time t. Or expanding gamma. So now let's solve this for velocity. Now this would be very tedious and difficult to do by hand, so we just shove that all into a computer and it spits out this. So what does this mean? It means if we have an object of mass m and an initial momentum p0 and we apply a force f for a time t, we plug those values into the right hand side and then this tells us what velocity we end up with. Okay, so another expression you might remember is work is equal to force times distance. So now the work I do on an object is equal to the change in energy of that object. And the distance an object will travel is the integral of its velocity v over the time period. So we have delta e equals f times the integral of v. Or substituting in our expression for v, we get this. So let's assume we start off at time 0 and we finish at time capital T. Now to evaluate this integral, we just shove it into a computer and it gives us this. Now this term over here is the momentum at time capital T, the momentum the object ends up with. So change in energy of an object is its final energy minus its initial energy. So maybe the first term here represents the final energy of the object and the second term represents its initial energy. This would give us the formula that the energy at time t is the square root of m squared c to the 4 plus p squared c squared. Or in other words, squaring both sides and leaving the time dependence of energy and momentum implicit, e squared equals m squared c to the power 4 plus p squared c squared. So now we can't just directly believe this because we derived it using all sorts of things that we know from Newtonian mechanics. Work equals force times distance and f equals dp by dt. And at the moment we don't know if these hold up in special relativity or not. So what we do is we take this as a candidate and we go to experiment. We try and see does this equation seem to be valid? And what thousands and thousands of experiments have shown us is that yes, this is the equation for the energy of an object. So let's look at this expression. Suppose an object is stationary in your reference frame. So it's not moving and in that case its momentum is zero. Our expression says that the object will still have some energy and this is called the rest energy of the object. Now this energy is given by e equals mc squared, which is Einstein's famous equation. So what this tells us is that all matter, everything that we can see can be thought of as frozen energy. And the conversion factor of mass to energy is huge. It's c squared.  It is this principle that makes nuclear energy so powerful. You just need a little bit of mass to generate massive amounts of power. And for the same reason this is why atomic bombs are so frightening. The bomb dropped over Hiroshima in 1945, converted an amount of mass equal to about a fingernail into energy. But just that fingernail's worth of mass was enough to vaporize an entire city. So what about on the other hand, for something like a photon, a particle of light which has no mass. In this case we get the expression e is equal to pc. Or in other words, p momentum is equal to e divided by c. This tells us that something like a photon which has no mass can still have momentum. This seems really strange, but it's a prediction that also comes up in quantum mechanics. c is a very big number and so a single photon has only a tiny bit of momentum. But the cumulative radiation pressure from all the photons being emitted by the sun can have a considerable effect. And spacecrafts travelling to mass, for example, will typically displace by thousands of kilometers. And the effects of this have to be taken into account when planning that trajectory.