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During the final testing, our bot started the wire meltdown process We had used 14-gauge wire in our robot too small for the current going through it We used 14-gauge wire since we had a lot of it lying around at work We planned on getting bigger wire but never got around to it As we drove the robot around, people kept saying, Someone s robot is burning up, and I would grin at them and say it was mine, telling them my 14-gauge isn t quite enough for the robot They all laughed Then the second part of the qualification round came up We had to drive around the figure-8 course and knock down as many cans as possible We knocked down the first set of cans, but the same side of the robot locked up again This time, there was no motion and lots of the magical gray smoke was escaping out of my robot It was a beautiful scene gray smoke, a shuddering robot, and the smell of burnt plastic Needless to say, we failed to qualify, and Live Wires failed to make it on the show The post-mortem on the robot showed that the 6-mm, left-hand-threaded screw sheared and caused the drill motor to seize up After the event, I ran a calculation and discovered that this screw would shear when the torque exceeded 120 in-lbs I should have run the calculations before the event Never simply assume a part will be strong enough for the competition Always test first! I would have discovered this problem if I had tested the robot more before the event, but six weeks really is not a lot of time to build and properly test a robot Live Wires didn t do well in its first competition, but it was a lot of fun to build and it was truly heartbreaking for us to watch it fail My experience with Live Wires is similar to many combat robot builders When you take a lot of shortcuts and don t allow enough time to build the robot properly, you will run into a lot of problems It is best to plan everything before you start, and allow plenty of time to build and test your robot By now, you should have enough information to get started building combat robots It is a fun and exciting world, so what are you waiting for Start building your robot!.

Once a telephone set has logged on, it will then scan the 21 channels set aside as control channels Upon scanning, the telephone will lock in on the channel that it is receiving the strongest It will then go into monitoring mode Although the set has nothing to send, it will continue to listen to the monitored channel in the event the mobile telephone switching office has an incoming call for it The telephone user has actually done nothing Upon power-up, the set immediately will log onto the network, identify itself, and go into the monitoring mode

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One can assume in vehicular communications that the vehicle will be in motion As the vehicle moves from cell to cell, it will move out of range from the first site, but come into range of the second site The received signal on the monitoring channel will begin to fail (get too weak to hear), as shown in Figure 20-3 Immediately the telephone will rescan all the monitoring channels and select a new one After the vehicle finds a new channel, it will continue to monitor that channel until such time as it rolls out of range again This concept of rolling from site to site allows the vehicle to be in constant touch with the mobile telephone switching office so long as the set is on

The internal process perspective focuses on internal business processes Not only are internal management processes examined, but so are customer management processes, such as maintaining an open and ongoing dialog with existing customers Processes such as research and development, quality control, and regulatory compliance are also covered here Finally, the learning and growth perspective covers the development of the people in the organization and the informational infrastructure This may include training of employees, satisfaction surveys, and the development of technology to support people in their work Note that training and internal systems might be designed to provide better customer service, but even systems that provide less tangible benefits may still be part of the overall strategy Part of the reason for the different perspectives is the belief that while financial information is often a lagging indicator, the other perspectives can be current or leading indicators Customer surveys are especially important to some companies in helping to determine product changes and future directions Sliding customer satisfaction in the same quarter as strong sales may foretell weaker future sales, so identifying these issues early can lead to proactive solutions to address issues In addition, high employee turnover might indicate problems with aspects of the corporate culture that can be addressed before the loss of experienced workers begins to affect product quality What makes a true Balanced Scorecard is the use of the four perspectives and the KPIs in each perspective representing the metrics that are driving the business Since Kaplan and Norton published their original Balanced Scorecard article, variations on the Balanced Scorecard theme have appeared, and the general term of scorecards has grown to encompass nearly anything with KPIs These general, or business, scorecards may have KPIs from only a single perspective or may include many perspectives, which may or may not be related to the four perspectives identified by Kaplan and Norton.