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Multiple robots working together in the real world and the virtual world

In the first topic I explained how one robot (robotA) is able to use the time machine and to extract information.  A more complex situation is when multiple robots living in the real world work together, using the time machine, to accomplish tasks.  FIG. 8 is a diagram of multiple robots, robotA, robotD and robotE, working together in the real world.  These robots can also work with other real human beings.  HumanB is a real human being in the real world and these robots have to understand that their work is based on time in the real world.

FIG. 8

 

The future United States government is one example.  Robot delegates that have the 6th sense will have to work with human delegates to pass laws they think will benefit the US.  Human delegates can’t jump into the time machine to extract information because their brain is based on organic components.  In other words, human beings can’t use the virtual world to do tasks quickly.

This may sound inefficient, however, citizens of the United States are human beings or robots with 5 senses.  They live in the real world and therefore laws that are passed should correlate with their time period.  These robots can’t pass laws that will benefit human beings in the distant future.  Also, governments exist to serve the people.  The people decide what laws should be passed or rejected.  The government is simply there to propose possible laws.  Representatives and senators “represent” regions of people and what they think about certain bills.  Even the president should hear the voices of the people and pass or veto bills according to their mentality in real time.

Each robot (robotA, robotD and robotE) will have full control of which tasks should be done in the real world and which tasks should be done in the virtual world.  Supervised learning in terms of input sequences and desired output will determine the “situation” and the “encapsulated work”.  Supervised learning can also be used in conjunction with the universal computer program to provide applications in the time machine so that a user can harness the work done by one or a team of virtual characters.  The universal computer program can only work if there are enough training examples stored in memory – similar work has to be learned numerous times, forming universal pathways.  These universal pathways will form computer programs that will cater to certain tasks.

The purpose of each robot is to find a balance between the real world and the virtual world.  They need to do as much tasks as possible in the virtual world and to minimize tasks done in the real world.  The reason is to save time.  However, they also have to understand that certain tasks can’t be done without other dependable tasks.  For example, a team of robots have to build a house, the roof can’t be built unless the foundation is built first.  The house can’t be painted unless the house is constructed first. So, even though certain tasks can be done in a virtual world, all tasks done by the team has to be synchronized.  If a team of robots have to build a concrete floor, a mixing machine has to pour concrete on the floor first before the robots can shape the floor.  The robots have to wait for the concrete to solidify before they can build the foundation of the house.  Thus, robots have to wait their turn to do certain tasks.  A manager is there to coordinate the team so that the job is done in an efficient manner.             

One way to synchronize the activities of each robot is through books.  People who build houses have to go through years of college and to understand the steps and procedures.  When a robot has enough knowledge then he can devote certain tasks to the real world and other tasks to the virtual world.  Handbooks about what tasks should be done in the virtual world and the real world can be created for any given task.  A handbook on brain surgery has different procedures compared to a handbook on building a house.  Just like all knowledge books, these books will go through trial and error to find out which are the most effective ways for these robots to do tasks.

Three examples will be given to illustrate my point about teams of robots working together in a dynamic environment; and how these robots work in an optimal manner.       

 

Building a house example

The first example will illustrate teams of workers that will build houses or bridges.  When a client decides to build a house, they have to contact a contractor (FIG. 12).  The contractor will have agencies at his disposal to hire the necessary people to accomplish the task of building a house.  First, an architecture must be hired to draft the house.  This architecture will meet with the client to work out the blueprint.  After the blueprint of the house is finalized the contractor will hire a team of construction workers to build the house.  Within the construction workers is a hierarchical structured team of people who are specialized in certain fields.  For example, the leader will coordinate tasks to individual workers and the supervisors check to make sure certain workers are performing their tasks correctly.  

FIG. 12

The people involved in building the house can be human beings or robots.  In this case, the client is a human being and the rest of the builders are robots (for simplicity purposes).  The architecture is a robot and the contractor is a robot.  All people involved are living in the real world; only robots with the 6th sense are able to utilize the virtual world. 

The purpose of the team of robots is to build the house in the fastest time possible and to follow the descriptions given by the client.  The satisfaction of the client is the main goal as well.  If the client wanted something at the beginning, but the end result was a disappointment, then the robots didn’t do a very good job, even if they followed every description given by the client.  I will be discussing interruptions and problems that will emerge when doing tasks in later examples.  For instance, the architecture’s blueprint might be wrong and the construction workers will notify the architecture to correct the problem.  Maybe, the client decides to change certain aspects of the house during the building phase?  These interruptions happen and they need to be either dealt with in a quick manner or minimized.    

The robots with the 6th sense (controlling the virtual world) have two options in order to do their tasks efficiently:  1.  follow instructions in books describing what tasks to do in the real world or in the virtual world.  2.  use its own judgments, based on certain limitations set by common knowledge, to decide which tasks should be done in the real world and which tasks should be done in the virtual world.  A process of trial and error is needed to write books that will instruct robots to optimize their work.  Years and years of building houses are needed in order to understand the best options workers need to do to build a house in the quickest time possible -- in the case of these robot workers, which tasks should be done in the virtual world and which tasks should be done in the real world. 

People, robot or humans, can also arrange a place and time to meet and discuss project affairs.  The word “place” is referring to the real world or the virtual world.  The human client can arrange to meet the contractor in the real world.  The contractor and the architecture, which are robots, can meet in the virtual world to discuss business.  The contractor and the architecture can also meet in the real world to make sure the physical house is built correctly.  The house can be simulated in the virtual world, so they can actually meet in the virtual world to analyze and discuss any potential problems.

FIG. 13A-B are two diagrams depicting the contractor and the architecture and what tasks they will do in the real world and the virtual world.  When the client goes to the contractor to build a house, they will discuss the project in detail.  The client will have to take home a series of forms to fill out and a program is given to the client to describe what kind of home he/she wants to build.  The client will give the contractor the description of the house and all specifications.  The contractor will take this information and enter the virtual world, wherein he will analyze the information, hire the necessary workers and do research related to the project (this saves time). 

FIG. 13A

 

FIG. 13B

While the contractor is inside the virtual world, he can hire robots in the real world.  Robots in the real world submit their resumes in the internet and robots in the virtual world can hire them.  The contractor can hire workers and arrange a meeting in the virtual world to discuss the specification of the project.  He can also assign each worker their tasks.  If the project is large the contractor can tell supervisors to do certain tasks and it’s up to each supervisor to distribute tasks to their respective workers. 

The process of:  doing research on a project, having the architecture create a blueprint, hiring construction workers, and distributing instructions to the team of construction workers, took less than 1 second to accomplish because everything was done inside a virtual world.  Since all these tasks are done in the virtual world, it has to be clear to the client that once a contract is signed that he/she can’t take it back and must follow the terms specified in the contract.  The reason why is because after the contract is signed 1 second later the job is done.  The only task left is building the physical house. 

It is very important to understand the time difference between the real world and the virtual world.  There has to be laws and limitations set forth for robots with the 6th sense.  There should be some tasks that need permission in order to do.  Building a bomb that will vaporize the entire universe is an obvious task that is forbidden.  In terms of building houses, a team of real construction workers, at an average, spends 5 months building a single house.  If we use these robots, the work can be narrowed down to less than a week.  Changing the blueprint of the house during the 5 months is easy, but trying to change the blueprint in 1 week is a little harder.  The client has to understand that tasks are done faster and that once they agree to something it can’t be changed. 

There can be common rules that can be set up in which during certain spaced out phases of a project, the client is able to see how the house will look like.  During each check phase, the contractor can suspend all team activities and allow the client to see the progress of the construction.  Using methods like a virtual tour at the beginning of the project is recommended.  Now, a more advance way is to manipulate objects in the real world using light speed.  Instead of 5 months or 1 week to build a house, the house can be built in less than 1 minute.  This technology would include using atom manipulators that will position atoms quickly and efficiently or change an atom from one type to another type.

These dynamic robots can work at the speed of light to manipulate physical objects using new technology.  They can do tasks in a virtual world as well.  So, with both factors working together, the robots are able to accomplish “any” task in the quickest way possible.  In other words, there is no other “faster” way of accomplishing these tasks.  This is one of the reasons why I call this technology:  dynamic efficient robots.

By building robots that can think faster and have special capabilities of moving objects in the environment faster, tasks in the real world can be done in an efficient manner.  Human beings think slowly and they act slowly as well.  If a gun was fired at a human being, they are not quick enough to move out of the bullet’s pathway.  On the other hand, when a gun is fired at these robots, they are able to observe every fraction of a nanosecond of the bullet being discharged and they have more than enough time to move out of the bullets pathway.  If these dynamic robots were to have the 6th sense, they can do miracles in the real world.  They can run into a classroom and out of the classroom without being detected. 

 

Sewing factory example 

In terms of a business environment (sewing business), workers are structured in a hierarchical manner and one business can have partnerships with any number of other businesses (FIG. 14).  In terms of robots with the 6th sense, each has to obey common rules that are set for them in text books.  These common rules are known to CEOs, managers, business people, workers, supervisors and anyone involved in the daily operations of a business.  These rules will be used to determine what tasks can and can’t be done in the virtual world.  They are also strategies to optimize how a business operates in an age where robots are involved in their business.     

FIG. 14

For sewing factories, certain tasks are done in the real world and other tasks are done in the virtual world.  The actual making of the clothing has to be done in the real world.  Things like planning business strategies, creating the design of the clothing, conducting business deals, holding meetings, researching the cheapest fabrics can all be done in the virtual world. 

 

Business interruptions

The company should work as a team and any problems that arise should be dealt with immediately so that it doesn’t disrupt future business activities.  Because the business is structured in a hierarchical manner, the disruption can happen at any level.  A small group of team in the lower level might run into problems and the supervisor might assist in solving the problem.  However, if a manager engages in illegal activities such as hiring illegal workers, then the entire company will be in jeopardy.  This interruption must be told to the highest representative of the business, the president.  He/she will decide what course of action to take. 

FIG. 15 is a diagram depicting how the interruption will be handled up the hierarchical tree.  The individual worker will notify his supervisor and the supervisor will notify the manager and the manager will notify the president. 

FIG. 15

FIG. 16 is a diagram depicting how the interruption will be handled in the case of an emergency.  The individual worker will directly notify the president.  There are laws that are set up in terms of how the business is run and each employee is aware of their roles.  In the case of an emergency, each worker will notify the president.  For example, if the individual worker sells a product to a customer and the customer dies from using the product and family members decides to sue the company, then this situation will be presented to the president. 

FIG. 16

Let’s present an example of an interruption in a sewing factory.  Sometimes, under rare conditions, a supervisor might interpret the manager’s instructions incorrectly.  The workers might have already finished 50 clothing before the mistake has been detected.  The manager finds out and orders the supervisor to correct the problem.  This will stop operation for the entire factory and all workers have to work together to fix the problem.  When there is a mistake they order individual workers to dig out every needle thread from the mistake areas for all copies incorrectly made.  Then they have to give these modified copies to the appropriate sewers to correct the mistake.  Other times, the mistake is so badly made that the copies mistakenly done are thrown away.

If we apply the interruption problem to dynamic robots working in a sewing factory, sections of the sewing factory will come to a screeching halt, depending on what the interruption is.  The manager might stop all workers, human or robot, and inform members of the company in the real world and the virtual world to stop all activities until this problem is resolved.    

I think that there should be some kind of “plan” of operations that synchronize all activities in the real world and the virtual world.  If there is an interruption, sections of the business, should stop all activities.  The manager or high officials will go into the virtual world and modify the plan to resolve the interruption and give new or modified instructions to all workers. 

Another idea is that if there is an interruption, a virtual business meeting will take place where all workers have to attend and discuss ways to solve the problem.  Then certain workers can modify the “plan” and distribute instructions to individual workers hierarchically.     

I realize that what I’m stating sounds a lot like regular knowledge from business school.  However, I’m including robot workers and workers that can do tasks in a virtual world and not the real world.  I’m trying to apply my technology into modern business and to make the business as optimal as possible.  For example, in modern business, when there is an interruption, the manager will immediately hold an executive meeting, where high officials will debate what the best possible solutions are to resolve the problem.  If this is done in the real world it will take hours, if not, days to resolve.  In my methods, high officials (most of them will be robots) will hold the debate inside the virtual world.  Instead of hours or days to resolve, the debate will take less than a second and each worker will have the instructions it needs in order to correct the interruption and to resume business.      

Referring to FIG. 14, the rules that are part of a business should be understood by all robot employees.  They decide how a robot should accomplish tasks (in the real world or virtual world).  There are rules that are strongly followed as well as rules that are versatile.  There should be sets of rules that are written to give individual workers freedom to decide how they will accomplish tasks.  In other words, they can pick which tasks should be done in the virtual world and which tasks should be done in the real world. 

FIG. 14

These rules also outline the structure of the business such as regular meetings and check-ups and interruption problems and so forth, not just for the real world, but also for the virtual world.  Laws are written for a business under many situations so that members of the business know how to act, what their objectives are, and what powers they claim.  These rules of business can also adapt to technological advances.  For example, business meetings in the old days require members to meet at a certain location and it takes time for all members to meet at certain places.  However, because we have teleconferencing, members of a business can attend the meeting anywhere in the world.  The business world adapts to technological and social changes and business people are aware of the changes by either communicating with each other or by reading business books.     

Multiple robots must work together in order to create the perfect timeline of planet Earth.  This timeline records all objects, events and actions.  The next problem is:  how do the robots collect information from the environment?  Every atom, electron and em radiation has to be tracked from the environment and this process has to be done in the quickest time possible.  The signalless technology is the tool used to track all objects in the current environment and input that information into the timeline.  This process has to be done quickly.  The signalless technology has to track every single atom, electron and em radiation as it occurs in the current environment.  The signalless technology will be explained in the next chapter.  

 

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