colossus Archives - usatoday24

United Kingdom will be just the first client. Spain raises a colossus in Galicia to build war ships like churros

September 24, 2025 by usatoday24

While Spain does not count With f-35 fighterssoon he will do it with what will be a source of pride for the nation: The Bonifaz frigatefirst of the F110 class, whose launch took place in the navantia shipyards in Ferrol. In fact, Navantia has received a commission that will place her in the world showcase as a reference construction: United Kingdom has asked her to do her Your next frigate. In the background: a plan to become the elite of the sector. A naval milestone from Spain. Navantia is carrying out in Ferrol the largest investment of the last hundred years in a shipyard in Spain: the creation of the Digital Block Factory (FDB) conceived to place military naval construction in the world technological avant -garde. With a budget of 110 million eurosan area of 45,000 square meters, 500 meters in length and 90 wide, the plant will double the productive capacity of the Galician shipyard and mark the final step towards the model of shipyard 4.0where automation, artificial intelligence and robotization will be protagonists. The day. Its inauguration is scheduled for the First quarter of 2026after a construction process that began in March 2024 and has included the creation of a digital twin to monitor in real time the progress of the works, control cost deviations and anticipate failures. Unpublished productive capacity. The new factory will allow Navantia to manufacture in Only one year the blocks equivalent to a air holder such as Juan Carlos Itwo F-18 frigatesfour European corvettes EPCfour maritime action ships (BAM) or up to two combat supply ships (BAC), in addition to logistical support ships such as the FSS that already produces For the Royal Navy. In practical terms, the plant may generate simultaneously The blocks of two frigates, with a production cadence of one section every ten days (about 26 per year), which will reduce construction deadlines by 20-25%. In the case of the F-110, about 85% From the structure of each unit it will be manufactured in the FDB, while the singular blocks (such as the dome of the sonar or the multimission mast) will continue to be built in the traditional workshops. This scheme will simultaneously add the commitments to the Spanish Navy and the eventual Export contractsa strategic aspiration in the current context of International Rearme, where the armed demands to have their ships in the shortest possible time. Automation, AI and Robotics. The factory has been designed under an optimized workflow scheme, divided into three major areas: steels, prearmament and flip. In the first they will be installed Robotized welding lines Equipped with hybrid laser technology, guaranteeing higher structural dimensional precision and robustness. In the prearmament phase, the subblocks will be transferred autonomously by vehicles not manned with IoT sensors, and robots will be integrated for welding, manipulation and palletization that will work collaboratively with the operators. Finally, in the voltage zone, the blocks will be assembled with subcomponents previously manufactured in an automated assembly system that combines speed, flexibility and reliability. The whole process will be supported by a system of Complete digital traceability: Each piece will generate information associated with its digital twin, which will automatically readjust the following phases and detect real -time deviations using smart cameras connected to 3D models. The Innovation and Robotics Center. Navantia digital transformation is not limited to the plant itself. He Innovation and Robotics Center (CIR), directly linked to the factory, acts as technological nucleus where the latest innovations in automation, automatic inspection, advanced welding and dimensional control are tested and validated. The CIR not only develops solutions applicable to immediate production, but also works as Training and Transfer Space of knowledge, ensuring that advances are quickly integrated into productive processes. The ecosystem, reinforced With collaborations With the University of La Coruña and with specialized consultants, it guarantees, a priori, that the Ferrolano shipyard remains on the border of naval innovation. Labor impact. From the company it has been ensured that, despite the high level of automation, the factory will not involve a template reduction. On the contrary, it will maintain a volume of Between 270 and 400 workers In turn, including both direct employees of Navantia and personnel from auxiliary companies. In each turn they will operate Between 300 and 325 peopleconfirming that robotization is raised as a tool for support to human capital and not as a substitute. The combination of specialized manual labor and intelligent systems ensures that flexibility is maintained to meet specific demands of each naval program. Reference at the military plane. Once finished, the FERROL FDB It will not have equivalent in the world of military construction. The only comparable reference is the Alemán Meyer Werft Shipyarddedicated to luxury cruises and has been gradually applying automated systems for fifteen years. Navantia, however, will be the first company to move this industrial logic War shipswhich, according to the company, will allow you to offer a competitive, sustainable and higher quality product in a sector where the speed of delivery is practically a strategic requirement. In addition, the possibility of producing blocks to Other international shipyardsexpanding his role as a key actor in the global naval supply chain. New era in the estuary. If you want also, with this bet, Navantia aims to turn Ferrol into a World Reference Pole For military naval construction, combining tradition and modernity in a project that represents a before and after in Spanish industrial history. As Rafael Morgade underlinedresponsible for the digital transformation of the company, it is an authentic “new era” in which the Galician shipyard will go from a disorderly growth accumulated in a century to a concentrated, efficient and technologically advanced model. In a marked geopolitical context For the rearmethis megafactoría not only reinforces the capacities of the Spanish Navy, but also positions Navantia as a industrial partner in the elite of the international defense market. Image | Navy In Xataka | The United Kingdom wants to remain one of the great powers. So he will not … Read more

For years the Airbus A380 symbolized European power against Boeing. Today it survives as a colossus without the kingdom

September 1, 2025 by usatoday24

The Airbus A380 was born as a huge dream, almost a declaration of intentions of the European industry in front of the Boeing’s historical domain. It was the passenger plane bigger in the worldwith two full plants, space for bars and suites, and a silence in cabin that turned the flight hours into a different experience. For Airbus, the program was not just a commercial project: it was the tangible proof that Europe could look in front of the United States in the field of civil aviation, raising a colossus capable of marking a before and after in the heavens. For a while he got it. Each A380 landing turned an airport platform into a show. Thousands of curious people came to see that mole of 73 meters long and 24 meters higha building with wings that imposed only with its shadow. It was a continental pride, an engineering triumph and a symbol of what could be achieved when several countries align resources, knowledge and ambition. However, that same pride soon began to live with an uncomfortable question: how is it possible that a plane that seemed perfect has had such a short tour? The dream of the global hub and the change of the market direction When Airbus conceived the A380, he did it under a clear premise: the future of aviation would go through increasingly saturated Megahubs. His strategy bet on a “Hub-And-Spoke” model in which passengers would come together in large airports and then distribute on connection flights. The A380 was the key piece of that puzzle: a gigantic plane capable of reducing congestion by transporting more than 500 people at once. In theory, the business was solid. Airbus estimated that more than one thousand units of very large capacity aircraft would be sold in the following two decades. But reality was very different: The market was fragmented towards more frequencies and smaller airplanesweakening at the root the argument that justified the European giant. At the same time, the technical revolution changed the rules of the game. The advance of long -range bimoretores, with increasingly wide ethops certificationsallowed to fly virtually any intercontinental route with only two engines. The Boeing 777 and, later, the 787 and he demonstrated that the same autonomy could be offered as a four -way, but with less consumption, less maintenance and greater operational flexibility. That remained attractive to an airplane that, although efficient per seat in high occupation conditions, depended on filling hundreds of places to be really profitable. In a market that preferred more daily flights with smaller airplanes, the A380 began to run out of hole. The infrastructure also played against. The A380 was classified as aircraft F code (65-80 m of wingspan)which forced many airports to invest in specific positions, double catwalks and adapted filming streets. The compatibility manuals of A380 itself They detail those demands. For Hubs like Heathrow or Dubai, those investments made sense; For the rest, they were a difficult expense to justify. Even in prepared airports, rotation times were more complex than with other airplanes, and that remained efficiency against models that could operate with less conditions. Thus, the one who should be the undisputed king of the skies ended up being an exclusive guest in a few airports on the planet. The operational economy did not help either. With occupancy rates close to 100%, the A380 offered a cost per competitive seatbut when the demand went down the model became a heavy load. In addition, its load capacity in the cellar was not as flexible as that of rivals as the 777-300er or the A350-1000, which combined better passengers and goods. In practice, the A380 was a technical prodigy but too sensitive to occupation factor already variables that escaped the control of the airlines. Despite these difficulties, the program resisted thanks to a main client: Emirates. The Gulf airline turned the A380 into its flagship and accumulated more than a hundred units. But that dependency was lethal. In 2019, Emirates drastically reduced his A380 request To bet on A350 and the A330neo. Airbus officially assumed it With a overwhelming statement: without that support there was not enough request for request to keep production alive. The decision was irreversible: on February 14, 2019, the end of the program was announced, and In 2021 the last unit was delivered. The two -storey giant had come to an end with just 251 copies manufacturedfar from the initial forecasts. The outcome left an obvious paradox. The passengers worshiped the A380, their flight experience was unsurpassed and their presence generated expectation where it flew. But the airlines, in general, did not want it in their balances. The liquidity problems in the second -hand market confirmed it: The first A380 returned by Singapore Airlines ended up scrapped for piecesa curious outcome for such a young plane. The outbreak of the pandemic in 2020 seemed to seal the fate of the A380. The majority of airlines sent it to prolonged storage, and some even They announced their final withdrawal. However, the recovery of international demand and delays in the deliveries of new wide fuselage aircraft, such as the Boeing 777xThey changed the script. Emirates invested billions in reconditioning its fleet With new cabins, Lufthansa recovered some units and Qantas, Singapore or Etihad They also reactivated part of their planes. The A380 thus found a second life, although much more limited: it is still useful in high demand routes and in airports with slots problems, but its long -term future remains marginal. The A380 is not the only one to live this transition. The Boeing 747, which for decades was the real “Jumbo Jet”, closed its production line. The difference is that 747 has found a stronger niche in the cargo market, thanks to The Morro Gate of 747-8F and its volume capacity. In passengers, a few units are barely survived in the hands of Lufthansa and Korean Air, but their time also seems told. The relay is already underway: the … Read more

After the surprise, ‘La Revuelta’ is discovering to what extent ‘El Hormiguero’ is a complicated colossus to win

May 8, 2025 by usatoday24

Although in its first months of life the fight between ‘El Hormiguero’ and ‘La Revuelta’ He was fiercewith victories in audience almost alternating Mathematical, the situation has changed. David Broncano has not advanced ‘El Hormiguero’ for weeks, which puts the star program of the Nights of La1 in a hurry: he needs to find a way of counterattacking. A 2025 fall. The competition during the first months of ‘La Revuelta’ resulted at the end of last year with A tight victory: 15.7%against 15.6%, with Broncano beating more clearly in the strip of strict coincidence (16.3%/15%). But Something seems to be failing in 2025: The first quarter 46 days of ‘La Revuelta’ and 47 of ‘El Hormiguero’ were issued, and Antena 3 imposed on LA1: it obtained an average of 14.8% compared to 13.4%. In 35 days he won ‘El Hormiguero’. Second quarter with a clear winner. But in the April months And May the thing has not gone much better: in these five weeks, only three days got ‘the revolt’ to beat ‘El Hormiguero’ (April 2, 3 and 15, the last one being the motorcycle program a replacement). That is, the Broncano program has been advancing its rival for more than a month, with figures that are close to 10% of Shareeven often without exceeding it, while ‘El Hormiguero’ is accommodated closer to figures around Share 13-15. That is, not only does it advance to his rival, but his audience has dropped: he is far from that 14.8% he averaged in 2025. Is it a ‘the revolt’ disaster? Actually, they are not bad figures, especially if we compare with the average audience that La1 made in that strip of Access before the arrival of Broncano (for example, in the first half of 2024 the 1 averaged 9% share). Thanks to Broncano the 1 passed in the annual ranking of Ser the third most watched chain of 2024 to be the second (With the additional impulse, yes, of the Eurocup and the Olympic Games in June and July: it was in those months the most watched chain, after 12 years without leading a month). The figures of ‘La Revuelta’, as a whole, are not disastrous, but Broncano resists leadership. There is no surprise anymore. There is another possible reason for this fall: the known as “wow effect” (that is usually used in marketingbut it also serves any content proposal for the general public, such as television programs) is no longer that of the early days. Gone were the reaction to the theft of a guest with a Documentary about the Berrea del Ciervo By way of response, the splendid Amaia’s performance which closed 2024 or how two icons of the program, such as Broncano and Lalachús, attracted the attention in the New Year’s Eve bells. Since then, few actions in the program have achieved that effect: perhaps the Short around the lottery raffle or the striking LEIVA LIVE performance With numerous invited stars. Little thing for a program that has not been assigned to Trends of social networks, something that A few months ago I got almost daily. ‘La Revuelta’ no longer surprises the same. A formula that accuses tiredness. What could happen? One possibility is the exhaustion of the surprise effect: ‘La Revuelta’ started as ‘the resistance’ in Movistar Plus+ in February 2018, which is seven years in which the formula has barely experienced variations. It is an exhaustion that It does not affect the much more veteran motorcycle program: The solid but well -founded structure in some collaborators and sections that have been among the most watched on television make not evolving a problem for Broncano. For motorcycles, however, and as it has demonstrated by liquidating A rival behind another, His monolithic scaffolding is his main weapon. The TV family does not take off. It is not the only proposal of the renewed TVE that Sergio Calderón directs that does not finish finding its space before the competition. On its third day on antenna, after a Dubitative start with a ride‘The family of TV’ It fell yesterday to a very lazy 6.2%with only half of the fee that the winner, an increasingly grown Jorge Javier with 12.1% of Share. It was the most ambitious bet of this first half of 2025 for RTVE and the return of Belén Esteban to the front line awakened expectation, but the result does not seem to be convinced in its week of debut to the public. Header | Atresmedia / RTVE In Xataka | Broncano, Giró and Buenafuente: the plan of the new director of TVE to put the audience war upside down

The secrets of the port of Shanghai, the colossus of international trade where automation reigns

February 24, 2025 by usatoday24

Check out around you. The screen you are looking at, the clothes you wear or even your coffee maker have probably crossed the ocean in a container before reaching you. It is not a simple random assumption. About 80% of the goods travel by boat, which makes maritime transport into the backbone of the World Trade. Without this machinery running precisely, getting many of the things we use every day would be little less than an odyssey. A key piece of this system is the sea ports. We are talking about the nerve centers that not only receive and dispatch millions of containers a year, but also coordinate a millimeter logistics that allows goods to circulate fluently between continents. It is no secret that this world is in constant movement, but there is a title that has not changed hands for a long time: the port of Shanghai has been the most active in the world for 14 years. The port of Shanghai is also a port megaciudad After a long time, In 2024 the port of Shanghai became In the first in the world to handle more than 50 million teu in a single year. And when we talk about TEU, we refer to the standard container unit of 20 feet (6.1 meters) long. This port did not begin its rise to the throne yesterday. One of his first great achievements occurred in 1994, when he first exceeded the million TEU. Since then, its performance has grown exponentially, multiplying by 50 in three decades. There is no doubt that this reality is directly related to China’s industrial muscle, which has established itself as The greatest manufacturing power in the worldand with the spirit of the Asian giant for developing ambitious works. The port of Shanghai has not stopped evolving during the last decades. Automated terminals have gained ground to improve efficiency and security drastically. Less people work and everything becomes much faster. The port has completely automated terminals where tasks such as goods discharge, stacking and output are controlled by the “brain” of the management system. Sun Jinyu, one of the leaders of the Shangdong terminal, had in 2021 that The cranes needed about 108 operators in the past, but automation had allowed the same tasks With only 7 operators. And, because of that was not enough, most of the work was done through remote operation. But an impressive infrastructure would not be enough without strategic ties. The port of Shanghai began to handle containers in the 1970s and it was not until 1978 that he opened his first international route, one that joined China with Australia. At present, it is linked to almost 350 international routes, connecting more than 700 ports in more than 200 countries and regions of the world. Internal level, it also has 22 ports distributed by various Chinese provinces, consolidating its role as a key node in global trade. Images | Shanghai International Port (1, 23) | Reb42 In Xataka | Chinese submarines are authentic crickets: a new generation promises to change the rules of the game

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