boomer brained judge

Boomer here. Don’t assume we all think the same. Determining behavior from age brackets is about as effective as doing it based on Chinese astrology (but I’m a Monkey so I would say that, wouldn’t I?)

The judge’s problem is being a nitwit, not what year they were born in.

The judge should have had the sense to keep this shitty craft project out of the courtroom. Victim statements should also be banned as manipulative glurge.

Has Musk ever met a dictator he doesn’t like?

Where would we be without predatory rent-seeking?

Someone’s going to make a fortune migrating firms off VMWare onto open-source VMs.

That should never be allowed in court. What a crock of shit.

1. It’s pretty straightforward to install PostgreSQL and its GIS extensions. Maybe not one line, but within the abilities of any semi-experienced Linux user.

2. If you want some visualization capability with your data, IBL Visual Weather (Go, Bratislava!) can also be made to be highly functional and performant, though it can be tricky to set up.

3. There’s no mention of EDR in the DuckDB blurb (which QGIS now has as a semi-mature plugin). EDR is a newish OCG standard that lets you do multidimensional GIS queries in a sensible way. This is especially useful for environmental data where you might want to query a large number of parameters in a region, a volume, or along a trajectory. Previous approaches to doing this in GIS systems were frustrating at best, and more often, nonexistent.

4. My job involves wrangling metric shit-tons of geo data and I know literally nobody who uses DuckDB. I’ll have a look in my copious free time, but if its main selling point is ease of installation, that one-time benefit means next to nothing compared to getting the DB (and its visualization capabilities, if any) to actually store and manipulate data in a useful way.

5. Having said all that, it’s nice that there are new entrants in the field. But please don’t make it end up like the situation with content management systems, where everyone thinks it’s a good idea to write a new CMS and 99% of them are crap.

“We lose value on every unit, but make it up through volume.”

The ultimate value of shares is in the dividends they represent, no?

No. The actual (and only) value of shares is investors’ expectation of the value of future appreciation in share value and of dividends. And there is not a constant relationship between share values and dividends: the price-to-earnings (P/E) ratio can vary hugely depending on the nature of the business and on investor sentiment-- for example, P/E can be massive during a speculative frenzy, with no underlying reason besides wishful thinking.

With the Winkie Magnification slider set to None.

Crushing the car into a 1-metre cube will equalise the pain.

Also assuming those human errors don’t bring them into contact with a driverless truck hurtling along at 70 mph.

I’d pay to see that movie.

Bring lots of aluminum foil to wrap it in.

This guy inductions.

Hmm, I thought they were using ligers. I’ll have to go back and read that again.

You’d think that, but you’re talking about Texas, where corporate profit always wins over people’s safety and well-being.

Something like 70% of transport-related particulate emissions (and microplastics) are from tire wear.

I’ve already commented on road damage, but yeah, trucking firms bear no costs for the congestion and other road hazards they bring with them. Society, as is so often the case, sucks up those externalities.

A 40 tonne lorry damages the motorway as much as 1000 passenger cars.

According to an old and well-attested empirical formula, road damage is proportional to the fourth power of vehicle weight. So if we make the pessimistic assumption that those passenger cars weigh 2 tons (pretend they’re all SUV-sized EVs), then the damage ratio is on the order of (40^4) / (2^4), which means your 40-ton lorry does as much damage as 160,000 cars.

Yeah, if you ever need stories on just how stupid senior managers can be, look at supply-chain case studies. And don’t blame the accountants: it’s their job to report costs, but it’s the job of the managers to deal with risk. And running ultra-lean JIT comes with the risk that a five-minute delay in delivery of some critical component can shut down your line. It’s not the beancounters’ job to have appropriate plans in place to prevent that from happening. It’s the biz-school bell-ends who are asleep at the wheel or thinking that they’ll just pretend there’s no risk and hope they’re lucky enough to translate those low running costs into their quarterly bonuses. And the contingency planning if the supply chain does glitch? Often it goes no deeper than having a scapegoat lined up.