Homeopathy and Avogadro's number, Beyond science!

Homeopathy's "Law of Infinitesimals"
http://www.homeowatch.org/basic/infinitesimals.html

Sensational study of University of Leipzig
http://www.quantec.ch/english/biocommunication/biocommunication_homeopathy_quantec.html

Evidence profile for the efficacy of homeopathy – A new paradigm for medical sciences:
“The Body Information Theory”.
http://www.vhan.nl/documents/ScientificReportECHNov04.pdf

communications between man and plants
http://www.quantec.ch/english/books/books_secret_life_plants.html

Homeopathy: The Ultimate Fake
http://www.quackwatch.org/01QuackeryRelatedTopics/homeo.html

Bharat Singh | rathorebharat

Homeopathy and Avogadro's number, Beyond science!

Homeopathy's "Law of Infinitesimals"
http://www.homeowatch.org/basic/infinitesimals.html

Sensational study of University of Leipzig
http://www.quantec.ch/english/biocommunication/biocommunication_homeopathy_quantec.html

Evidence profile for the efficacy of homeopathy – A new paradigm for medical sciences:
“The Body Information Theory”.
http://www.vhan.nl/documents/ScientificReportECHNov04.pdf

communications between man and plants
http://www.quantec.ch/english/books/books_secret_life_plants.html

Homeopathy: The Ultimate Fake
http://www.quackwatch.org/01QuackeryRelatedTopics/homeo.html

Logical Puzzle: 4 theifs and black/white hats.

4 criminals are caught and are to be punished. The Judge allows them to be freed if they can solve a puzzle. If they do not, they will be hung. They agreed.


The 4 criminals are lined up on some steps (shown in picture). They are all facing in the same direction. A wall seperates the fourth man from the other three.

So to summarise :-
Man 1 can see men 2 and 3.
Man 2 can see man 3.
Man 3 can see none of the others.
Man 4 can see none of the others.

The criminals are wearing hats. They are told that there are two white hats and two black hats. The men initally don't know what colour hat they are wearing. They are told to shout out the colour of the hat that they are wearing as soon as they know for certain what colour it is.

They are not allowed to turn round or move.
They are not allowed to talk to each other.
They are not allowed to take their hats off.

Who is the first person to shout out and why?

PS: There is no trick to the question, just logical deduction.

What is EDA? Video! and Others!

EDA : Nice and simple video!
Want to see the electrical signal travelling?
http://semizone.stanford.edu/eda/English_low.wmv

- Bharat Singh / rathorebharat

What is AMBA Bus? and Experiments on it!

AMBA bus verification using Vera: Paper from Synopsys.
http://www.synopsys.com/designware/docs/vip/amba/latest/doc/apbvipdb.pdf

- Bharat Singh / rathorebharat

Testbenches using SystemVerilog

Book: "SV for Verification" by Chris Spears. recommended by Andreas Zinn!

better than "Writing testbenches: using SystemVerilog" by Janick Bergeron.

mentor graphics tutorial for SV verification methodology. it accompanies
nice cookbook with small and simple examples too.
You will need a password and ID for accessing it.

http://www.mentor.com/supportnet/member/tutorials/tuto
rial.cfm?movie=10192&snw_source=CAMP86

- Bharat Singh / rathorebharat

SelfDev: Swanson's unwritten rules!

These were forward to me by Pankaj Singh sometime back:

http://sixdisciplines.blogspot.com/2005/10/swansons-unwritten-rules-of-management.html

Going over them once in a while, gives you a feeling of unkown satisfaction ;)

- Bharat Singh / rathorebharat

Emotional intelligence (EQ) by Burkhard Stubert ;)

Excerpts from Burkhard Stubert's Letter dated 4th Sept 2006:
--------------------------------------------------------------------------
There was a story about Tunisian Student; This story pinpoints : emotional intelligence (EQ).
I think the student will make his way, because he is emotionally
intelligent - not only rationally intelligent. EQ is a much better
predictor for future success at school, university, or work than IQ is.
Numerous studies show this. There is a simple experiment with four year
olds. They are given a choice. They can eat a chocolate right now or
they can do something for 15 minutes (e.g., building a house with Lego
bricks or listening to a story) and get two chocolates. Guess! Those who
take the second choice with the two chocolates have much better grades
at schools. Well, school is a lot about delayed gratification: learn for
hours, days, or even months to get the gratification for your work much
later. But it will also give you a big boost forward in your career or
life. Isn't this amazing?

If you want to learn more about EQ, you should read the two books by
Daniel Goleman: "Emotional Intelligence" and "Working with Emotional
Intelligence". I have read the first one in India already. I am
currently reading the second one and drawing a lot of comparisons with
my working life. The second book also points out why trust and faith is
so essential.

I have another very interesting reading for you: James Surowiecki, "The
Wisdom of Crowds. Why the Many AreSmarter than the Few and How
Collective Wisdom Shapes Business, Economies, Societies, and Nations."
This one will change your thinking and your acting completely. Fill a
glass with candies and let some 30 or more people estimate how many
candies are in the glass. The people are only allowed to look through
the glass. They are, of course, not allowed to take out any candies. The
average of the estimates will be very close to the real number if not
exactly right. If you repeat this experiment several times, you will
also find out that no individual is constantly better than the group and
that typically no individual gives a better estimate than the group.
This kind of group IQ works only if the members of the group work
independently. It does not matter whether all the members are experts in
the subject matter.

A group of 25 people somewhere in Idaho was better in guessing the
results of US federal and state elections over the last years than any
professional institution. They were just normal people. The number of 25
people is far from being representative. But nevertheless, their guesses
are more accurate than that of the professional augurs. Amazing, or?
With lots of examples, Surowiecki explains the consequences for daily
working life and how to exploit these findings about group IQ.

End of excerpts from Burkhard Stubert's email.
-------------------------------------------------------------

With my limited knowledge; when i thought in similar direction; extrapolating this concept for generation of better ideas within the team. I found that best ideas can be genertaed within the team or project by brain storming sessions by team members.
The most important prerequisit and also the assumption behind is that all team members should be brought to a common platform. Only then we can really achieve
the best solutions and products and concepts.

- Bharat Singh / rathorebharat

EDA: Tutorials Web Seminars Demos: Sharpen the saw

Some of the demos, web seminars and very good for kick start ;)

http://www.demosondemand.com/dod

Web seminar on Verification using SystemVerilog and comparison with 'e'.

http://www.demosondemand.com/dod/feat_cont/seminars/systverilog.aspx

- Bharat Singh / rathorebharat

Specman Verification

http://www.specman-verification.com/

Here you will find lots of basic material about 'e' and specman:

Specman Tutorial
Methodology Guide

Specman And SystemVerilog
Work Interview Questions

Specman 'E' reference card
www.geocities.com/deepakgeorge2000/vlsi_book/quick_reference4.0.4.pdf


Understanding the "e" verification language: By it's creators:
http://www.eetimes.com/story/OEG20030529S0072

Other references are:

Specman documents coming with Specman.
/opt/specman_5.1/docs/SpecmanDocs/VerisityHelp.htm

Books:

Design Verification with 'e' by Samir Parnitkar.

Small memory eVC example in Cadence Incisive newsletter.
http://www.cadence.com/newsletters/incisiveplatform/Incisive_Specman.pdf?CMP=EMC-4NJ239202048

SystemVerilog for e Experts: Understanding the Migration Processhttp://www.techonline.com/learning/webinar/200010

A fresh spereation of contents: Good paper!http://www.cadence.com/whitepapers/e_aspect.pdf

- Bharat Singh | rathorebharat

SelfDev: Rudyard Kipling

Very interesting prose; about life by Rudyard Kipling.....

If you can keep your head when all about you
Are losing theirs and blaming it on you,
If you can trust yourself when all men doubt you,
But make allowance for their doubting too...

If you can talk with crowds and keep your virtue,
Or walk with Kings — nor lose the common touch,
If neither foes nor loving friends can hurt you,
If all men count with you, but none too much;
If you can fill the unforgiving minute
With sixty seconds' worth of distance run,
Yours is the Earth and everything that's in it,
And — which is more — you'll be a Man, my son!
-- Rudyard Kipling
(http://en.wikiquote.org/wiki/Rudyard_Kipling)

- Bharat Singh | rathorebharat

Clearcase verses others?

http://svn.haxx.se/users/archive-2005-07/0287.shtml

- Bharat Singh | rathorebharat

When real mux is infered by synthesis?

with SEL select
DOUT <= DI_SCAN when '1',
DIN when others;

Or a case statement

case SEL is
begin
when '1' => DOUT <= DI_SCAN;
when '0' => DOUT <= DIN;
when others => DOUT <= '0';
end case;

What could be the probelm with if/else;

mux_scan: process(DI_SCAN, DIN, SEL)
begin
if (SEL = '1') begin
DOUT <= DI_SCAN;
else
DOUT <= DIN;
end if;
end process;

- Bharat Singh | rathorebharat

Create a set latch from a reset latch?

- Bharat Singh | rathorebharat

What are JTAGs? using Boundary scans?

Simple definitions or concepts:
http://en.wikipedia.org/wiki/JTAG
http://en.wikipedia.org/wiki/Boundary_scan
http://www.inaccessnetworks.com/projects/ianjtag/jtag-intro/jtag-intro.html

Nice manual about JTAG + DFT from Texas Instrument
http://www.xess.com/faq/M0000297.HTM
http://focus.ti.com/lit/an/ssya002c/ssya002c.pdf

more details and interesting facts later....

- Bharat Singh | rathorebharat

Lock up latches? Common uses?

Stitching of multiple scan chains. (multiple clock domains).
(different clock enable, posedge, negedge).

Automatically generated by the Test compiler for scan chains.

10 tips for successful scan design: part one & two - 2/17/2000 - EDN
http://www.edn.com/article/CA46603.html
http://www.edn.com/article/CA46604.html

www.evaluationengineering.com/archive/articles/0997dft.htm

-- Bharat Singh | rathorebharat

HW:Launch and capture shift clocks for delay tests? double pulse?

This concept is used for finding transition delay (rise fall) faults:
http://www.soccentral.com/results.asp?CatID=488&EntryID=13069

This explains the basics of launch capture and double pulse:
http://www.iec.org/events/2005/euro_designcon/pdf/6-ta1.pdf

Slow speed clock is required to launch (load unload) the scan flops
or chains and then the faster PLL clock is used generate 2 or 3
pulses of at-speed of internal clock (given to scan flops). The data
is then compared. This is the delay test for the chip.

Nice PPT about delay tests with scan (some algorithms).
www.eng.auburn.edu/~xugefu1/D&TSeminar/files/VLSI07.ppt

At-Speed Structural Test:
ieeexplore.ieee.org/iel5/6540/17459/00805810.pdf

- Bharat Singh | rathorebharat

How to make multiple chains work effectively?

Need of compression logic for scan. EDT compactor.
Collectively feeding multiple scan chains in the design.

For basics:
www.mentor.com/products/dft/news/articles/upload/06_TM_test_compression.pdf

Advanced stuff:
www.mentor.com/products/dft/upload/ITC2005_Compressed_Pattern_Diagnosis_30_3.pdf

More test strategies for testing memories:
http://www.elecdesign.com/Articles/Print.cfm?ArticleID=9527

Multiple short scan chains could be connected to single
big scan chain. Only care is required to see if the connection
is done to correct edge triggered scans. Output of one scan chains
becomes input of another scan chain.

Multiple clock domains might require lockup latches for connecting
mutiple smaller scan chains to one scan chain

- Bharat Singh | rathorebharat

SD:Where British and French management differ?

A amulgam of good traits of all management styles is being Roman in Rome.

Excerpts from the below article on internet.
http://www.mngt.waikato.ac.nz/ejrot/cmsconference/2005/proceedings/criticalresearch/Boussebaa.pdf

Upon 'colonizing' firms, the former become cadres. The term 'cadre' originated from the military and, at the beginning of industrialisation, the French firm hierarchy model presented strong similarities with that of the French army (Poirson, 1993: 54).

The term 'cadre' denotes the dominating managerial class, and althoug h graduates from the university system may also establish themselves as cadres, they lack the status and authority of the graduates of the Grandes Écoles. The term 'cadre' differs from the Anglo-Saxon term 'manager' in that the latter focuses on the management of people whereas the former has a more strategic, planning role (Gordon, 1996).

http://www.mngt.waikato.ac.nz/ejrot/cmsconference/2005/proceedings/criticalresearch/Boussebaa.pdf

French management tends to
conform to Trompenaar's (1993) 'Eiffel Tower' model of corporate organisation, whereby French firms tend to be hierarchical, with a rigid, bureaucratic and well-defined division of labour imposed by the upper echelons of the hierarchy (see also Hofstede 1980). State dirigisme is reflected in management in that the latter is characterised by a centralisation of decision-making that is unquestioned, attaching great importance to the principle of the 'Unity of Command' (Fayol, 1970). Thus, French management is based on the principle of control with power concentrated at the top of the hierarchy (Lane, 1994; van der Klink and Mulder, 1995). Cadres are viewed as autocratic, directive. They see the firm as an elite school in which they are the most intelligent and subordinates, therefore, cannot conceivably have valid ideas. Cadres are, therefore, more possessive of their individual autonomy. Their reaction is: "I know my job; if I am controlled, this means they have no confidence in me" (Poirson, 1993). In contrast, British managers attach less importance to being authoritarian and hence have a more participative, democratic managerial style (Lane, 1989: ch. 4).

http://www.mngt.waikato.ac.nz/ejrot/cmsconference/2005/proceedings/criticalresearch/Boussebaa.pdf

Accor: Story of the merger of american and french company

Franck's book details many other experiences in addition to that of Rhone Poulenc. One of the
successes is that of Accor, the hotel chain. It initially got itself into a bad situation by offering the managers of Motel 6, the company it bought out, a handsome benefits package based on maintaining quarterly and yearly profits over a three-year period, by which time the managers on board at the time of acquisition would leave the company. Introducing a theme which runs throughout the book, Franck details this example of "moral hazard" : the American managers of Motel 6 immediately stopped managing in the interests of the shareholder and ran the company solely to increase short-term bottom-line profits to reward themselves with the highest possible bonuses. Capital investment came to a halt, preventive maintenance vanished, rooms were no longer redecorated. In fact, in many motels, the rooms were no longer even swept or cleaned. Regular clients began to prefer to sleep in their cars in the parking lot when faced with the alternative of a louse and rat-ridden room in a Motel 6 which had become known as a hang-out for drug-dealers.

When Accor realised what was happening they sent Georges Le Mener to turn the situation around. He had come to them after leaving vocational school with only a flimsy hotel management certificate. However he had later graduated with honors from the internal Accor training system, one of the best in France. As Guillaume Franck writes in his book, Le Mener arrived at Motel 6 knowing he had confidence in himself, but knowing precious little about the U.S. and even less about the American budget hotel market. He succeeded against all odds. In making a success of Motel 6, Le Mener handsomely paid back the training and confidence Accor senior management had vested in him. Without him Accor would never have made another acquisition in the U.S., but because of him they later purchased Red Roof Inns and they now have more than 10% of the budget hotel market in the U.S.

Accor brings its managers up through a tough corporate university just outside Paris in which the client is king. The company recruits its staff from outside the elite French management schools (les grandes écoles). Pechiney, on the other hand, used the old boy network to a maximum. Pechiney bought American Can in a famously corrupt deal and is a perfect example of all that can go wrong with the French management style. Le Mener bore more of a resemblance to the typical American manager than to any other French manager mentioned in the book. Many of the other French managers mentioned were incapable of functioning six thousand miles away from their "grande école" support networks and they had to be ignominiously repatriated, in a number of cases because their American subordinates
and colleagues perceived so much arrogance that they just couldn't work with them.

- Bharat Singh | rathorebharat

SD:Does Science and Spirituality Converge at 'c' (Speed of Light)?

More story to come later.

- Bharat Singh | Prashanth | rathorebharat