Modeling the PDF of shotgun pellets at a Skeet/Trap range

Who is up for an interesting intellectual exercise?

Let's model the distribution of shotgun pellets at skeet and trap ranges.  I've started developing a model to predict the probability density solely based on the geometries involved.  

What is the probability of finding a pellet during a field sampling event? 

The image below shows the preliminary output of a single shot fired from each skeet (blue) and trap (red) position.  I've also incorporated an algorithm to randomly select the number of pellets to strike the target, thus falling out of the trajectory early in the field. 

Distribution of pellets:  A unique pellet distribution pattern was built for each shooting position.  From each skeet position, I modeled one shot trajectory for each target from the HH and LH.  This allowed me to use a Normal (Gaussian) distribution of pellets between the two trajectories, at 125 yards from each skeet-shooting position.  This was replicated for trap-shooting at 175 from the position.






How many pellets will drop early after striking the target?

Using a 30" circle at 21 yards, 85% of pellets would travel through.  This provides a general spread of the pellets as they travel from the gun bore.  Pellet density as a function of radius was calculated based on these parameters.  By comparing the pellet density at radius to the profile area of a standard clay target (4.43 in^2), I'm able to estimate the number of pellets to strike the target as a function of the distance from the center of the shot cloud.  I've created a random number generator to select the distance from the center for each shot between 0 and 30 inches, which supplies the number of pellets to strike the target. 

Then I weighted the number generator to provide more center-strikes than edge-strikes. The histogram below shows that the most strikes will drop 70 pellets.  In reality, the number of pellets that will strike a clay target are dependent upon the size, shape, and overall length of the 'Shot String'.  Here, I'm developing based on a 2D planar model of the shot string.  This complexity of a shot string is not time or cost effective at this time.  However, it seems that a range between 0 and 3% of the total pellet count would be sufficient to model the breaking zone due to the inherent complexities of the (football shaped) shot-string.

Where will these pellets land?
It was estimated that 90% of the pellet's kinetic energy would dissipate after striking the target, allowing for approximately 80 horizontal feet of additional travel for skeet-shots fired from positions 1-7, and 125 feet from position 8, and 60 feet for all trap-shots.  These distances provided a based from which distributions were developed for pellets that would fall out early from the trajectory after striking the target
The current probability distribution is coming along nicely.  I'll continue to develop this model and compare it against field evaluations.  The next steps will be to use multiple sizes of shot and incorporate potential PAH exposure from the clay targets.  Thank you all for helping to build these pieces.  The latest update includes an option for multiple/overlapping ranges.  Below is a point distribution of 4 ranges.

The Up Side of Down

"Write what you know," says Megan Mcardle, in her 2014 book - The Up Side of Down: Why Failing Well Is the Key to Success.  Positive growth in both her professional life, as well as the relationships in her personal life, represent gifts from her previous failures.  Not just a string of bad-luck, she's talking about the deep, soul-crushing periods of misery that follow the stupid mistakes, leading to sleepless nights, anxiety, dread, and regret. 

It's only after these experiences, can the wreckage of previous hopes become the foundation for something bigger and better.  We dislike failure, we're trained to by our parents, teachers, coaches, and friends.  It feels bad, which gets worse when we think others can see it.  That perception is highlighted in the example of public speaking, our collective #1 fear.  So we spend a large portion of our daily lives trying to arrange things to keep failure from happening. 

The assumption is that a failure means we've done something wrong, when the fact is that a failure is often the first result of doing something right; something we've never done before and maybe something that nobody has ever done before.  Focusing on engineering failure from our lives prevents us from embracing it, smartly.  There is a 'technocratic fallacy' in that we can remove the risk from our lives.  Failures are learning opportunities, not catastrophes. 

We can learn to identify mistakes early, so they can be corrected.  Some kinds of mistakes require punishment; others are just the natural errors that we'd expect to occur as the result of doing something we're not very good at yet.  Mistaking one for the other can be disastrous. 

My students will often hide their mistakes, cheat on an exam, or allow someone else to complete their assignments.  These are symptoms of a disastrous mechanism in education that provides no-value to our student's academic and future careers.  Failure is how we learn.  Becoming more risk-averse undermines our ability to cope with life's inevitable setbacks. 

I'll be reading this one twice, and handling out a few copies to my students.  Thank you Megan for sharing your time with us today. 

Megan McArdle is a Washington-based journalist who writes about economics, business, and public policy for Bloomberg View as a full-time blogger on July 15th. Her work has appeared in Newsweek, The Economist, The Atlantic, The New York Times, the Wall Street Journal, Time, Newsweek, and numerous other outlets.  To find more, please visit her website http://meganmcardle.com/ and follow her on Twitter (@asymmetricinfo).

Dead Men Ruling

To open the 2015 discussion series, I had the great pleasure to meet C. Eugene Steulerle about his most recent book, Dead Men Ruling: How to Restore Fiscal Freedom and Rescue Our Future. 

With the gross domestic product per household nearing $145,000 and government spending per household around $55,000 annually, we are not in a time of austerity - but one of extraordinary possibility.  We are however, constrained by a disease unique to our time - the culmination of decades of political effort to gain control over an uncertain future.  Like most chronic diseases, resources are begin wasted through misdiagnosis and treatment of symptoms: Deficits.

Deficit reduction is not enough.  It's comparable to keeping our windows and doorways open, then setting traps for unwanted animals.  Isn't it finally time to close the windows and close the doors by limiting the automatic spending increases for government programs that were designed to fulfill the legacy of politicians, now dead or long-retired. 

This leaves our newly elected representatives with an increasingly smaller amount of discretionary spending, and a lower capacity to implement the changes upon which they were elected.  Let's take a look at the Steuerle-Roeper Fiscal Democracy Index, which depicts the percentage of federal revenues remaining after mandatory spending.  Nearly all dollars are spent prior to the start of the congressional session.  This fact effectively removes decision-making capability and decreases the flexibility of our government to respond to new issues. 

Consistent misinformation, fear, and emotional reactions discourage intelligent conversation.  Let's reintroduce ourselves to the concepts of 'money', 'uncertainty', and 'long-term', to grasp a real understanding of the current fiscal climate and the opportunities that lay ahead.  Speak with your spouse, friends, colleagues, children, and students - it's their opportunity too.
____________________________________
Thank you for an enlightening discussion today.  Please find more by @EugeneSteuerle from his blog, "The Government We Deserve." 

Mr Steuerle is the Richard B. Fischer Chair and Institute Fellow at the Urban Institute, and former Deputy Assistant Secretary of the Treasury, Fellow at the American Enterprise Institute and Brookings Institution, and a columnist for the Financial Times.  He serves on advisory panels for the Congressional Budget Office, Government Accountability Office, and the Joint Committee on Taxation.  An engaging man, and outstanding scholar - thanks for stopping in.

How We Got To Now

Thank you Steven Johnson for coming by to discuss your latest book:  How We Got to Now: Six Innovations That Made the Modern World.

   •   Clean   •   Time   •   Glass   •   Light   •   Cold   •   Sound   • 

I'm seeing a consistent theme of innovation through hardship.  That itself is not a difficult idea whereas many of us still claim that necessity, is the mother of invention.  But in this case, I'm referring to a more socially tragic phenomenon, where the story of our progress actually requires that good ideas, and the men and women who inspire them, are to expect ridicule and obscurity – only until later when the idea is revived.  We then publicly celebrate the revivalist and not the originator.  This seems consistent with the narrative of your ‘Sleeper Curve’ (Everything Bad is Good for You). 

The path to innovation starts with a desire to know, a curiosity toward an otherwise meaningless result.  Meaningless, only to most, but not to those few who would slowly build a misunderstood idea into a revolutionary technology.  These ideas build from extremely humble beginnings, and are inconsistently built upon through multiple generations of tinkerers.  Each tinker has a blind spot, a direction for the technology, totally clear to you and I today, but unforeseen at early stages.  This is what causes the tragedy of ridicule and obscurity.  Generation after generation, we're guilty of these same mistakes.

Thank you Steven (@stevenbjohnson) for coming by, this was a wonderfully enlightening discussion.  I'm looking forward to your next project How We Get To Next.  Please be certain to check out the PBS series to wet your appetite for this text. 

Leading Digital

I just had the opportunity to sit with George Westerman and speak about his new book - Leading Digital: Turning Technology into Business Transformation.

Throughout our discussion, he introduced and refined the concept of Digital Mastery, which requires both a Leadership Capability as well as a Digital Capability, enabling our businesses to to invest in digital capabilities, and advice toward leading that transformation:
   •  Engaging with your customers
   •  Digitally enhancing operations
   •  Creating a digital vision
   •  Governing digital activities

Thank you Geroge (@gwesterman) for stopping in.  This was a fascinating conversation and I'm looking forward to the rest of the text.

Code Halos

Amazon, Netflix, Apple, and the rise of Google, LinkedIn, and Pandora are not isolated or random events. Today’s outliers in revenue growth and value creation are dominating by managing the information that surrounds us, our organizations, processes, and products - what our guest Paul Roehrig calls a 'Code Halo'.  Thank you Paul (@PaulRoehrig) for stopping by to discuss your new book - Code Halos: How the Digital Lives of People, Things, and Organizations are Changing the rules of Business.

Going beyond “Big Data” and analytics. Code Halos spark new commercial models that can dramatically flip market dominance. In this book, Paul and his colleagues show leaders how digital innovators and traditional companies can drive success by recognizing and bulding solutions around a Code Halo. An explosion of digital information now surrounds each of us.  Paul examines the profound impact this is having on individuals, corporations, and societies.  With reasoned insight, new data, real-world cases, and practical guidance, Code Halos shows how to master the new rules of the Code Halo economy. 

This was an extremely interesting conversation and topic.  I cannot wait to contact you again after completing the book.  There will be many more questions for you.  Thank you for stopping in this afternoon.

 

The Glass Cage

What kind of world are we building for ourselves? That’s the question Nicholas Carr tackles in this important and fascinating book - The Glass Cage: Automation and Us.  Thank you Mr Carr for opening this series of conversations.  I'm truly greatful for the conversation.

Digging behind the headlines about factory robots and self-driving cars, personalized software and computerized medicine, Carr explores the hidden costs of the rush to automate our jobs and our lives. Drawing on science, economics, and philosophy, he makes a compelling case that the dominant Silicon Valley design ethic is sapping our skills - limiting our possibilities.

The Glass Cage is a riveting story of humankind’s entanglement with machines. From 19th century textile mills to the cockpits of modern jets, from the frozen hunting grounds of Inuit tribes to the bloody battlefields of video games, this is an unforgettable voyage of discovery.  How we can use technology to expand life’s possibilities rather than narrow them?

I'm blown away by this one.  A full notebook of ideas, questions, and conversation topics were jotted down while reading.  There's so much work to do.  Thank you Nicholas for stopping in.  More from the author can be found on his blog http://www.roughtype.com/