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If the Motorola Droid Razr Maxx ($300 with a two year contract from Verizon; price as of 1/27/12) looks familiar, that’s because it is virtually identical to theDroid Razr. The big difference between the Razr Maxx and the Razr is battery life: Motorola claims that the Razr Maxx gets 21 hours of talk time on a charge. One of the weaknesses I found with the original Razr is that battery life drained rapidly over Verizon’s LTE, a common problem among the carrier’s fleet of 4G phones. Are Motorola’s claims true? Does the Droid Maxx’s battery hold up over 4G? While we didn’t finish talk time testing in time for this review (we will update once it is complete), the Razr Maxx’s handled video streaming and gaming over LTE with very little strain on the battery.

(Editor’s Note: The Software, Display and some of the Design sections of this review were taken from the original Droid Razr review as the phones are almost identical).

Design

The Droid Razr Maxx is pretty much identical to the Droid Razr in design however it is slightly thicker and heavier. But really, the difference isn’t too noticeable. The Razr Maxx weighs 5.11 ounces and measures 0.35 inches thick while the Razr weighs 4.48 ounces and measures 0.28-inches thick. The Razr Maxx is still incredibly thin and is on par in slimness with the Samsung Galaxy Nexus, also on Verizon.

The soft-touch back is made out of Kevlar, a material found in high-end speedboats, bulletproof jackets, and bicycle tires. According to Motorola, Kevlar is five times stronger than steel. Using Kevlar on a phone seems a bit, well, weird, but I was surprised with how delicate it felt and how attractive it looked.

The solid feel comes from the Droid Razr’s stainless steel core. It also has splashguard technology, which will protect it if you happen to get caught in the rain or spill something on your phone.

Super AMOLED Display

We’ve knocked other Motorola smartphones, such as the Photon (Sprint) and the Droid Bionic (Verizon) in the past for its PenTile displays. The Droid Razr, however, ships with a 4.3-inch qHD (Quarter High Definition), 960-by-540-pixel Super AMOLED display. According to Motorola, the Super AMOLED technology should solve some of the battery issues associated with LTE phones. This technology has lower current consumption, which helps to conserve battery life.

The Droid Razr’s display has excellent viewing angles and visibility outdoors, two trademarks of Super AMOLED technology. Blacks are very deep and whites are bright, but colors look a bit oversaturated (another trademark of Super AMOLED display technology.

I did a side-by-side comparison of the Droid Razr against the iPhone 4S. The iPhone 4S has a slightly higher resolution at 960-by-640, with a pixel density of 330 pixels per inch (I could not find any pixel density information for the Razr). While I appreciated the extra screen real estate on the Razr, the iPhone 4S’s 3.5-inch display looked sharper, with better color accuracy.

Performance

As I mentioned previously, we haven’t yet lab tested Motorola’s claims that the Droid Maxx can withstand 21 hours of talk time. I did some informal tests over 4G, however and was quite impressed with the Droid Maxx’s battery life. After playing Minecraft for 20 minutes, battery life decreased only 5%. I also ran the State of the Union address on YouTube (which runs for 1:05:13) in HQ (high quality) and battery life only dropped by 20%. I played the game Madden NFL 12 (which comes preloaded on the Razr Maxx) for 10 minutes and the battery didn’t drain at all.

Not only did battery life hold strong in these games, but performance was excellent. The graphics look terrific on the Razr Maxx’s display and gameplay was smooth without any glitches. Overall, this is an excellent gaming phone. The Razr’s 1.2GHz dual-core TI OMAP 4430 processor scored a notable 1040 on the Vellamo mobile benchmarking app for Android (made by Qualcomm).

Call quality was very good over Verizon’s network in San Francisco. I got coverage almost everywhere I went and never experienced any dropped calls. My friends and family sounded loud and clear, with no static or distortion.

Software

The Droid Razr runs Android 2.3.5. It isn’t a pure version of Android, but it isn’t Motorola’s busy (and often annoying) custom overlay/service, MotoBlur. It does retain some of the MotoBlur widgets. The interface is almost identical to that of the Droid Bionic, but with a few tweaks. The widgets are resizable, and you can scroll through them; in the calendar widget, for example, you can scroll through a whole day’s worth of events rather than viewing one event at a time.

Like the Bionic, you get the ZumoCast app/service, though here it has been renamed MotoCast. MotoCast lets you access remote files on your PC without having to upload or sync your files. You can access everything from PowerPoint files to your iTunes playlists on your Razr. Even though the Razr has plenty of capacity (1GB of RAM, 16GB of on-board storage, and a preinstalled 16GB MicroSD card), I find it nice to be able to access videos, documents, photos, and other media files without having to download them to the device or upload them to a cloud service.

Motorola is determined to solve the LTE battery life situation. Smart Actions, a new app, lets you set reminders to notify you when you should recharge your phone (for example, when you go to bed). If you forget to plug your phone in, you can set a Smart Action called “Nighttime Battery Saver,” which adjusts your phone’s network and screen settings to make your battery last longer the next day.

Smart Actions aren’t just about saving battery life. You can create different profiles (Work, Home, Workout, and so on) and set rules for each scenario. If you don’t want your phone to ring out loud when you’re at work, you can set a rule called Quiet Location so your phone automatically goes into silent mode during work hours. Overall, Smart Actions is an easy-to-use, clever app. Although you’ll have to spend a bit of time setting up the rules for each profile, once that’s done, Smart Actions will make all the adjustments for you.

Camera

The 8-megapixel camera on the Razr Maxx is identical to the original Droid Razr. And unfortunately, image quality isn’t the best. All of my photos seemed to have a bit of a dark cast to them–even photos taken in natural light. Details weren’t as sharp as I would have liked, either. The flash tends to blow out colors and details quite a bit, so use it only when absolutely needed.

Accessories and Webtop

Like the Droid Bionic and the Photon, the Droid Razr is compatible with a slew of accessories, such as the LapDock 500 Pro, a laptop-like portal for the phone. The LapDock 500 Pro has a 14-inch display and a front-facing camera. When you connect to the Webtop dock, you can access the full Firefox browser as well as lots of specially made productivity apps. Other accessories include an HD Station, a vehicle navigation dock, and a standard dock.

Bottom Line

The Droid Razr Maxx greatly improves upon what was perhaps the biggest weakness of the Droid Razr: battery life. If you plan on watching a lot of video or doing some heavy duty gaming on your phone, the Razr Maxx is a good match for you. If you’re looking to save money, however, you might opt for the original Razr; it costs $100 less than the Razr Maxx.

taken from: http://www.pcworld.com/article/248900/motorola_droid_razr_maxx_review_now_with_more_battery_life.html

Related articles

• It’s official: Motorola Droid Razr Maxx runs forever (cnet.com)
• Review: Motorola Droid RAZR MAXX for Verizon Wireless (phonescoop.com)
• Verizon Motorola Droid RAZR and RAZR Maxx Share Same Software (pocketnow.com)

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The explosion ripped through Building A5 on a Friday evening last May, an eruption of fire and noise that twisted metal pipes as if they were discarded straws.

When workers in the cafeteria ran outside, they saw black smoke pouring from shattered windows. It came from the area where employees polished thousands of iPad cases a day.

Two people were killed immediately, and over a dozen others hurt. As the injured were rushed into ambulances, one in particular stood out. His features had been smeared by the blast, scrubbed by heat and violence until a mat of red and black had replaced his mouth and nose.

“Are you Lai Xiaodong’s father?” a caller asked when the phone rang at Mr. Lai’s childhood home. Six months earlier, the 22-year-old had moved to Chengdu, in southwest China, to become one of the millions of human cogs powering the largest, fastest and most sophisticated manufacturing system on earth. That system has made it possible for Apple and hundreds of other companies to build devices almost as quickly as they can be dreamed up.

“He’s in trouble,” the caller told Mr. Lai’s father. “Get to the hospital as soon as possible.”

In the last decade, Apple has become one of the mightiest, richest and most successful companies in the world, in part by mastering global manufacturing. Apple and its high-technology peers — as well as dozens of other American industries — have achieved a pace of innovation nearly unmatched in modern history.

However, the workers assembling iPhones, iPads and other devices often labor in harsh conditions, according to employees inside those plants, worker advocates and documents published by companies themselves. Problems are as varied as onerous work environments and serious — sometimes deadly — safety problems.

Employees work excessive overtime, in some cases seven days a week, and live in crowded dorms. Some say they stand so long that their legs swell until they can hardly walk. Under-age workers have helped build Apple’s products, and the company’s suppliers have improperly disposed of hazardous waste and falsified records, according to company reports and advocacy groups that, within China, are often considered reliable, independent monitors.

More troubling, the groups say, is some suppliers’ disregard for workers’ health. Two years ago, 137 workers at an Apple supplier in eastern China were injured after they were ordered to use a poisonous chemical to clean iPhonescreens. Within seven months last year, two explosions at iPad factories, including in Chengdu, killed four people and injured 77. Before those blasts, Apple had been alerted to hazardous conditions inside the Chengdu plant, according to a Chinese group that published that warning.

“If Apple was warned, and didn’t act, that’s reprehensible,” said Nicholas Ashford, a former chairman of the National Advisory Committee on Occupational Safety and Health, a group that advises the United States Labor Department. “But what’s morally repugnant in one country is accepted business practices in another, and companies take advantage of that.”

Apple is not the only electronics company doing business within a troubling supply system. Bleak working conditions have been documented at factories manufacturing products for Dell, Hewlett-Packard, I.B.M., Lenovo, Motorola, Nokia, Sony, Toshiba and others.

Current and former Apple executives, moreover, say the company has made significant strides in improving factories in recent years. Apple has a supplier code of conduct that details standards on labor issues, safety protections and other topics. The company has mounted a vigorous auditing campaign, and when abuses are discovered, Apple says, corrections are demanded.

And Apple’s annual supplier responsibility reports, in many cases, are the first to report abuses. This month, for the first time, the company released a list identifying many of its suppliers.

But significant problems remain. More than half of the suppliers audited by Apple have violated at least one aspect of the code of conduct every year since 2007, according to Apple’s reports, and in some instances have violated the law. While many violations involve working conditions, rather than safety hazards, troubling patterns persist.

“Apple never cared about anything other than increasing product quality and decreasing production cost,” said Li Mingqi, who until April worked in management atFoxconn Technology, one of Apple’s most important manufacturing partners. Mr. Li, who is suing Foxconn over his dismissal, helped manage the Chengdu factory where the explosion occurred.

“Workers’ welfare has nothing to do with their interests,” he said.

Some former Apple executives say there is an unresolved tension within the company: executives want to improve conditions within factories, but that dedication falters when it conflicts with crucial supplier relationships or the fast delivery of new products. Tuesday,Apple reported one of the most lucrative quarters of any corporation in history, with $13.06 billion in profits on $46.3 billion in sales. Its sales would have been even higher, executives said, if overseas factories had been able to produce more.

Executives at other corporations report similar internal pressures. This system may not be pretty, they argue, but a radical overhaul would slow innovation. Customers want amazing new electronics delivered every year.

“We’ve known about labor abuses in some factories for four years, and they’re still going on,” said one former Apple executive who, like others, spoke on the condition of anonymity because of confidentiality agreements. “Why? Because the system works for us. Suppliers would change everything tomorrow if Apple told them they didn’t have another choice.”

“If half of iPhones were malfunctioning, do you think Apple would let it go on for four years?” the executive asked.

Apple, in its published reports, has said it requires every discovered labor violation to be remedied, and suppliers that refuse are terminated. Privately, however, some former executives concede that finding new suppliers is time-consuming and costly. Foxconn is one of the few manufacturers in the world with the scale to build sufficient numbers of iPhones and iPads. So Apple is “not going to leave Foxconn and they’re not going to leave China,” said Heather White, a research fellow at Harvard and a former member of the Monitoring International Labor Standards committee at the National Academy of Sciences. “There’s a lot of rationalization.”

Apple was provided with extensive summaries of this article, but the company declined to comment. The reporting is based on interviews with more than three dozen current or former employees and contractors, including a half-dozen current or former executives with firsthand knowledge of Apple’s supplier responsibility group, as well as others within the technology industry.

In 2010, Steven P. Jobs discussed the company’s relationships with suppliers at an industry conference.

“I actually think Apple does one of the best jobs of any companies in our industry, and maybe in any industry, of understanding the working conditions in our supply chain,” said Mr. Jobs, who was Apple’s chief executive at the time and who died last October.

“I mean, you go to this place, and, it’s a factory, but, my gosh, I mean, they’ve got restaurants and movie theaters and hospitals and swimming pools, and I mean, for a factory, it’s a pretty nice factory.”

Others, including workers inside such plants, acknowledge the cafeterias and medical facilities, but insist conditions are punishing.

“We’re trying really hard to make things better,” said one former Apple executive. “But most people would still be really disturbed if they saw where their iPhone comes from.”

The Road to Chengdu

In the fall of 2010, about six months before the explosion in the iPad factory, Lai Xiaodong carefully wrapped his clothes around his college diploma, so it wouldn’t crease in his suitcase. He told friends he would no longer be around for their weekly poker games, and said goodbye to his teachers. He was leaving for Chengdu, a city of 12 million that was rapidly becoming one of the world’s most important manufacturing hubs.

Though painfully shy, Mr. Lai had surprised everyone by persuading a beautiful nursing student to become his girlfriend. She wanted to marry, she said, and so his goal was to earn enough money to buy an apartment.

Factories in Chengdu manufacture products for hundreds of companies. But Mr. Lai was focused on Foxconn Technology, China’s largest exporter and one of the nation’s biggest employers, with 1.2 million workers. The company has plants throughout China, and assembles an estimated 40 percent of the world’s consumer electronics, including for customers like Amazon, Dell, Hewlett-Packard, Nintendo, Nokia and Samsung.

Foxconn’s factory in Chengdu, Mr. Lai knew, was special. Inside, workers were building Apple’s latest, potentially greatest product: the iPad.

When Mr. Lai finally landed a job repairing machines at the plant, one of the first things he noticed were the almost blinding lights. Shifts ran 24 hours a day, and the factory was always bright. At any moment, there were thousands of workers standing on assembly lines or sitting in backless chairs, crouching next to large machinery, or jogging between loading bays. Some workers’ legs swelled so much they waddled. “It’s hard to stand all day,” said Zhao Sheng, a plant worker.

Banners on the walls warned the 120,000 employees: “Work hard on the job today or work hard to find a job tomorrow.” Apple’s supplier code of conduct dictates that, except in unusual circumstances, employees are not supposed to work more than 60 hours a week. But at Foxconn, some worked more, according to interviews, workers’ pay stubs and surveys by outside groups. Mr. Lai was soon spending 12 hours a day, six days a week inside the factory, according to his paychecks. Employees who arrived late were sometimes required to write confession letters and copy quotations. There were “continuous shifts,” when workers were told to work two stretches in a row, according to interviews.

Mr. Lai’s college degree enabled him to earn a salary of around $22 a day, including overtime — more than many others. When his days ended, he would retreat to a small bedroom just big enough for a mattress, wardrobe and a desk where he obsessively played an online game called Fight the Landlord, said his girlfriend, Luo Xiaohong.

Those accommodations were better than many of the company’s dorms, where 70,000 Foxconn workers lived, at times stuffed 20 people to a three-room apartment, employees said. Last year, a dispute over paychecks set off a riot in one of the dormitories, and workers started throwing bottles, trash cans and flaming paper from their windows, according to witnesses. Two hundred police officers wrestled with workers, arresting eight. Afterward, trash cans were removed, and piles of rubbish — and rodents — became a problem. Mr. Lai felt lucky to have a place of his own.

Foxconn, in a statement, disputed workers’ accounts of continuous shifts, extended overtime, crowded living accommodations and the causes of the riot. The company said that its operations adhered to customers’ codes of conduct, industry standards and national laws. “Conditions at Foxconn are anything but harsh,” the company wrote. Foxconn also said that it had never been cited by a customer or government for under-age or overworked employees or toxic exposures.

“All assembly line employees are given regular breaks, including one-hour lunch breaks,” the company wrote, and only 5 percent of assembly line workers are required to stand to carry out their tasks. Work stations have been designed to ergonomic standards, and employees have opportunities for job rotation and promotion, the statement said.

“Foxconn has a very good safety record,” the company wrote. “Foxconn has come a long way in our efforts to lead our industry in China in areas such as workplace conditions and the care and treatment of our employees.”

Apple’s Code of Conduct

In 2005, some of Apple’s top executives gathered inside their Cupertino, Calif., headquarters for a special meeting. Other companies had created codes of conduct to police their suppliers. It was time, Apple decided, to follow suit. The code Apple published that year demands “that working conditions in Apple’s supply chain are safe, that workers are treated with respect and dignity, and that manufacturing processes are environmentally responsible.”

But the next year, a British newspaper, The Mail on Sunday, secretly visited a Foxconn factory in Shenzhen, China, where iPods were manufactured, and reported on workers’ long hours, push-ups meted out as punishment and crowded dorms. Executives in Cupertino were shocked. “Apple is filled with really good people who had no idea this was going on,” a former employee said. “We wanted it changed, immediately.”

Apple audited that factory, the company’s first such inspection, and ordered improvements. Executives also undertook a series of initiatives that included an annual audit report, first published in 2007. By last year, Apple had inspected 396 facilities — including the company’s direct suppliers, as well as many of those suppliers’ suppliers — one of the largest such programs within the electronics industry.

Those audits have found consistent violations of Apple’s code of conduct, according to summaries published by the company. In 2007, for instance, Apple conducted over three dozen audits, two-thirds of which indicated that employees regularly worked more than 60 hours a week. In addition, there were six “core violations,” the most serious kind, including hiring 15-year-olds as well as falsifying records.

Over the next three years, Apple conducted 312 audits, and every year, about half or more showed evidence of large numbers of employees laboring more than six days a week as well as working extended overtime. Some workers received less than minimum wage or had pay withheld as punishment. Apple found 70 core violations over that period, including cases of involuntary labor, under-age workers, record falsifications, improper disposal of hazardous waste and over a hundred workers injured by toxic chemical exposures.

Last year, the company conducted 229 audits. There were slight improvements in some categories and the detected rate of core violations declined. However, within 93 facilities, at least half of workers exceeded the 60-hours-a-week work limit. At a similar number, employees worked more than six days a week. There were incidents of discrimination, improper safety precautions, failure to pay required overtime rates and other violations. That year, four employees were killed and 77 injured in workplace explosions.

“If you see the same pattern of problems, year after year, that means the company’s ignoring the issue rather than solving it,” said one former Apple executive with firsthand knowledge of the supplier responsibility group. “Noncompliance is tolerated, as long as the suppliers promise to try harder next time. If we meant business, core violations would disappear.”

Apple says that when an audit reveals a violation, the company requires suppliers to address the problem within 90 days and make changes to prevent a recurrence. “If a supplier is unwilling to change, we terminate our relationship,” the company says on its Web site.

The seriousness of that threat, however, is unclear. Apple has found violations in hundreds of audits, but fewer than 15 suppliers have been terminated for transgressions since 2007, according to former Apple executives.

“Once the deal is set and Foxconn becomes an authorized Apple supplier, Apple will no longer give any attention to worker conditions or anything that is irrelevant to its products,” said Mr. Li, the former Foxconn manager. Mr. Li spent seven years with Foxconn in Shenzhen and Chengdu and was forced out in April after he objected to a relocation to Chengdu, he said. Foxconn disputed his comments, and said “both Foxconn and Apple take the welfare of our employees very seriously.”

Apple’s efforts have spurred some changes. Facilities that were reaudited “showed continued performance improvements and better working conditions,” the company wrote in its 2011 supplier responsibility progress report. In addition, the number of audited facilities has grown every year, and some executives say those expanding efforts obscure year-to-year improvements.

Apple also has trained over a million workers about their rights and methods for injury and disease prevention. A few years ago, after auditors insisted on interviewing low-level factory employees, they discovered that some had been forced to pay onerous “recruitment fees” — which Apple classifies as involuntary labor. As of last year, the company had forced suppliers to reimburse more than $6.7 million in such charges.

“Apple is a leader in preventing under-age labor,” said Dionne Harrison of Impactt, a firm paid by Apple to help prevent and respond to child labor among its suppliers. “They’re doing as much as they possibly can.”

Other consultants disagree.

“We’ve spent years telling Apple there are serious problems and recommending changes,” said a consultant at BSR — also known as Business for Social Responsibility — which has been twice retained by Apple to provide advice on labor issues. “They don’t want to pre-empt problems, they just want to avoid embarrassments.”

‘We Could Have Saved Lives’

In 2006, BSR, along with a division of the World Bank and other groups, initiated a project to improve working conditions in factories building cellphones and other devices in China and elsewhere. The groups and companies pledged to test various ideas. Foxconn agreed to participate.

For four months, BSR and another group negotiated with Foxconn regarding a pilot program to create worker “hotlines,” so that employees could report abusive conditions, seek mental counseling and discuss workplace problems. Apple was not a participant in the project, but was briefed on it, according to the BSR consultant, who had detailed knowledge.

As negotiations proceeded, Foxconn’s requirements for participation kept changing. First Foxconn asked to shift from installing new hotlines to evaluating existing hotlines. Then Foxconn insisted that mental health counseling be excluded. Foxconn asked participants to sign agreements saying they would not disclose what they observed, and then rewrote those agreements multiple times. Finally, an agreement was struck, and the project was scheduled to begin in January 2008. A day before the start, Foxconn demanded more changes, until it was clear the project would not proceed, according to the consultant and a 2008 summary by BSR that did not name Foxconn.

The next year, a Foxconn employee fell or jumped from an apartment building after losing an iPhone prototype. Over the next two years, at least 18 other Foxconn workers attempted suicide or fell from buildings in manners that suggested suicide attempts. In 2010, two years after the pilot program fell apart and after multiple suicide attempts, Foxconn created a dedicated mental health hotline and began offering free psychological counseling.

“We could have saved lives, and we asked Apple to pressure Foxconn, but they wouldn’t do it,” said the BSR consultant, who asked not to be identified because of confidentiality agreements. “Companies like H.P. and Intel and Nike push their suppliers. But Apple wants to keep an arm’s length, and Foxconn is their most important manufacturer, so they refuse to push.”

BSR, in a written statement, said the views of that consultant were not those of the company.

“My BSR colleagues and I view Apple as a company that is making a highly serious effort to ensure that labor conditions in its supply chain meet the expectations of applicable laws, the company’s standards and the expectations of consumers,” wrote Aron Cramer, BSR’s president. Mr. Cramer added that asking Apple to pressure Foxconn would have been inconsistent with the purpose of the pilot program, and there were multiple reasons the pilot program did not proceed.

Foxconn, in a statement, said it acted quickly and comprehensively to address suicides, and “the record has shown that those measures have been successful.”

A Demanding Client

Every month, officials at companies from around the world trek to Cupertino or invite Apple executives to visit their foreign factories, all in pursuit of a goal: becoming a supplier.

When news arrives that Apple is interested in a particular product or service, small celebrations often erupt. Whiskey is drunk. Karaoke is sung.

Then, Apple’s requests start.

Apple typically asks suppliers to specify how much every part costs, how many workers are needed and the size of their salaries. Executives want to know every financial detail. Afterward, Apple calculates how much it will pay for a part. Most suppliers are allowed only the slimmest of profits.

So suppliers often try to cut corners, replace expensive chemicals with less costly alternatives, or push their employees to work faster and longer, according to people at those companies.

“The only way you make money working for Apple is figuring out how to do things more efficiently or cheaper,” said an executive at one company that helped bring the iPad to market. “And then they’ll come back the next year, and force a 10 percent price cut.”

In January 2010, workers at a Chinese factory owned by Wintek, an Apple manufacturing partner, went on strike over a variety of issues, including widespread rumors that workers were being exposed to toxins. Investigations by news organizations revealed that over a hundred employees had been injured by n-hexane, a toxic chemical that can cause nerve damage and paralysis.

Employees said they had been ordered to use n-hexane to clean iPhone screens because it evaporated almost three times as fast as rubbing alcohol. Faster evaporation meant workers could clean more screens each minute.

Apple commented on the Wintek injuries a year later. In its supplier responsibility report, Apple said it had “required Wintek to stop using n-hexane” and that “Apple has verified that all affected workers have been treated successfully, and we continue to monitor their medical reports until full recuperation.” Apple also said it required Wintek to fix the ventilation system.

That same month, a New York Times reporter interviewed a dozen injured Wintek workers who said they had never been contacted by Apple or its intermediaries, and that Wintek had pressured them to resign and take cash settlements that would absolve the company of liability. After those interviews, Wintek pledged to provide more compensation to the injured workers and Apple sent a representative to speak with some of them.

Six months later, trade publications reported that Apple significantly cut prices paid to Wintek.

“You can set all the rules you want, but they’re meaningless if you don’t give suppliers enough profit to treat workers well,” said one former Apple executive with firsthand knowledge of the supplier responsibility group. “If you squeeze margins, you’re forcing them to cut safety.”

Wintek is still one of Apple’s most important suppliers. Wintek, in a statement, declined to comment except to say that after the episode, the company took “ample measures” to address the situation and “is committed to ensuring employee welfare and creating a safe and healthy work environment.”

Many major technology companies have worked with factories where conditions are troubling. However, independent monitors and suppliers say some act differently. Executives at multiple suppliers, in interviews, said that Hewlett-Packard and others allowed them slightly more profits and other allowances if they were used to improve worker conditions.

“Our suppliers are very open with us,” said Zoe McMahon, an executive in Hewlett-Packard’s supply chain social and environmental responsibility program. “They let us know when they are struggling to meet our expectations, and that influences our decisions.”

The Explosion

On the afternoon of the blast at the iPad plant, Lai Xiaodong telephoned his girlfriend, as he did every day. They had hoped to see each other that evening, but Mr. Lai’s manager said he had to work overtime, he told her.

He had been promoted quickly at Foxconn, and after just a few months was in charge of a team that maintained the machines that polished iPad cases. The sanding area was loud and hazy with aluminum dust. Workers wore masks and earplugs, but no matter how many times they showered, they were recognizable by the slight aluminum sparkle in their hair and at the corners of their eyes.

Just two weeks before the explosion, an advocacy group in Hong Kong published a report warning of unsafe conditions at the Chengdu plant, including problems with aluminum dust. The group, Students and Scholars Against Corporate Misbehavior, or Sacom, had videotaped workers covered with tiny aluminum particles. “Occupational health and safety issues in Chengdu are alarming,” the report read. “Workers also highlight the problem of poor ventilation and inadequate personal protective equipment.”

A copy of that report was sent to Apple. “There was no response,” said Debby Chan Sze Wan of the group. “A few months later I went to Cupertino, and went into the Apple lobby, but no one would meet with me. I’ve never heard from anyone from Apple at all.”

The morning of the explosion, Mr. Lai rode his bicycle to work. The iPad had gone on sale just weeks earlier, and workers were told thousands of cases needed to be polished each day. The factory was frantic, employees said. Rows of machines buffed cases as masked employees pushed buttons. Large air ducts hovered over each station, but they could not keep up with the three lines of machines polishing nonstop. Aluminum dust was everywhere.

Dust is a known safety hazard. In 2003, an aluminum dust explosion in Indiana destroyed a wheel factory and killed a worker. In 2008, agricultural dust inside a sugar factory in Georgia caused an explosion that killed 14.

Two hours into Mr. Lai’s second shift, the building started to shake, as if an earthquake was under way. There was a series of blasts, plant workers said.

Then the screams began.

When Mr. Lai’s colleagues ran outside, dark smoke was mixing with a light rain, according to cellphone videos. The toll would eventually count four dead, 18 injured.

At the hospital, Mr. Lai’s girlfriend saw that his skin was almost completely burned away. “I recognized him from his legs, otherwise I wouldn’t know who that person was,” she said.

Eventually, his family arrived. Over 90 percent of his body had been seared. “My mom ran away from the room at the first sight of him. I cried. Nobody could stand it,” his brother said. When his mother eventually returned, she tried to avoid touching her son, for fear that it would cause pain.

“If I had known,” she said, “I would have grabbed his arm, I would have touched him.”

“He was very tough,” she said. “He held on for two days.”

After Mr. Lai died, Foxconn workers drove to Mr. Lai’s hometown and delivered a box of ashes. The company later wired a check for about $150,000.

Foxconn, in a statement, said that at the time of the explosion the Chengdu plant was in compliance with all relevant laws and regulations, and “after ensuring that the families of the deceased employees were given the support they required, we ensured that all of the injured employees were given the highest quality medical care.” After the explosion, the company added, Foxconn immediately halted work in all polishing workshops, and later improved ventilation and dust disposal, and adopted technologies to enhance worker safety.

In its most recent supplier responsibility report, Apple wrote that after the explosion, the company contacted “the foremost experts in process safety” and assembled a team to investigate and make recommendations to prevent future accidents.

In December, however, seven months after the blast that killed Mr. Lai, another iPad factory exploded, this one in Shanghai. Once again, aluminum dust was the cause, according to interviews and Apple’s most recent supplier responsibility report. That blast injured 59 workers, with 23 hospitalized.

“It is gross negligence, after an explosion occurs, not to realize that every factory should be inspected,” said Nicholas Ashford, the occupational safety expert, who is now at the Massachusetts Institute of Technology. “If it were terribly difficult to deal with aluminum dust, I would understand. But do you know how easy dust is to control? It’s called ventilation. We solved this problem over a century ago.”

In its most recent supplier responsibility report, Apple wrote that while the explosions both involved combustible aluminum dust, the causes were different. The company declined, however, to provide details. The report added that Apple had now audited all suppliers polishing aluminum products and had put stronger precautions in place. All suppliers have initiated required countermeasures, except one, which remains shut down, the report said.

For Mr. Lai’s family, questions remain. “We’re really not sure why he died,” said Mr. Lai’s mother, standing beside a shrine she built near their home. “We don’t understand what happened.”

Hitting the Apple Lottery

Every year, as rumors about Apple’s forthcoming products start to emerge, trade publications and Web sites begin speculating about which suppliers are likely to win the Apple lottery. Getting a contract from Apple can lift a company’s value by millions because of the implied endorsement of manufacturing quality. But few companies openly brag about the work: Apple generally requires suppliers to sign contracts promising they will not divulge anything, including the partnership.

That lack of transparency gives Apple an edge at keeping its plans secret. But it also has been a barrier to improving working conditions, according to advocates and former Apple executives.

This month, after numerous requests by advocacy and news organizations, including The New York Times, Apple released the names of 156 of its suppliers. In the report accompanying that list, Apple said they “account for more than 97 percent of what we pay to suppliers to manufacture our products.”

However, the company has not revealed the names of hundreds of other companies that do not directly contract with Apple, but supply the suppliers. The company’s supplier list does not disclose where factories are, and many are hard to find. And independent monitoring organizations say when they have tried to inspect Apple’s suppliers, they have been barred from entry — on Apple’s orders, they have been told.

“We’ve had this conversation hundreds of times,” said a former executive in Apple’s supplier responsibility group. “There is a genuine, companywide commitment to the code of conduct. But taking it to the next level and creating real change conflicts with secrecy and business goals, and so there’s only so far we can go.” Former Apple employees say they were generally prohibited from engaging with most outside groups.

“There’s a real culture of secrecy here that influences everything,” the former executive said.

Some other technology companies operate differently.

“We talk to a lot of outsiders,” said Gary Niekerk, director of corporate citizenship at Intel. “The world’s complex, and unless we’re dialoguing with outside groups, we miss a lot.”

Given Apple’s prominence and leadership in global manufacturing, if the company were to radically change its ways, it could overhaul how business is done. “Every company wants to be Apple,” said Sasha Lezhnev at the Enough Project, a group focused on corporate accountability. “If they committed to building a conflict-free iPhone, it would transform technology.”

But ultimately, say former Apple executives, there are few real outside pressures for change. Apple is one of the most admired brands. In a national survey conducted by The New York Times in November, 56 percent of respondents said they couldn’t think of anything negative about Apple. Fourteen percent said the worst thing about the company was that its products were too expensive. Just 2 percent mentioned overseas labor practices.

People like Ms. White of Harvard say that until consumers demand better conditions in overseas factories — as they did for companies like Nike and Gap, which today have overhauled conditions among suppliers — or regulators act, there is little impetus for radical change. Some Apple insiders agree.

“You can either manufacture in comfortable, worker-friendly factories, or you can reinvent the product every year, and make it better and faster and cheaper, which requires factories that seem harsh by American standards,” said a current Apple executive.

“And right now, customers care more about a new iPhone than working conditions in China.”

 Gu Huini contributed research.

taken from: http://www.nytimes.com/2012/01/26/business/ieconomy-apples-ipad-and-the-human-costs-for-workers-in-china.html?_r=1&pagewanted=all

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Image via CrunchBase

With a name that sounds like something you’d use at a sporting event, the BlackBerry PlayBook is the latest – and most unique – Apple iPad 2 challenger.

Running a new OS called QNX, with quirky features like bridging to a BlackBerry phone for secure email and an oddly confusing initial setup, the PlayBook is a stark departure from the more iPad-like Motorola Xoom. Business-minded features such as built-in viewers for spreadsheets and word processing files are welcome, and the PlayBook gets extra credit for being fast and nimble on a dual-core 1GHz processor.

Throw in a 3MP front-facing camera, a 5MP rear-facing one, a bright and crisp 1200×600 resolution screen, a light 425g body and all the typical gyro, accelerometer and GPS sensors and you have the makings for a powerful 7-inch tablet.

As we discovered in our first hands on test, the PlayBook is sorely lacking third-party apps, but does show promise.

The powerful multi-tasking, where you can run a video in one window and play a game in another with both apps running concurrently, is a first of its kind for a mainstream tab.

File storage capabilities, support for an HDMI connection for playing 1080p video and a slick interface make the PlayBook an interesting anomaly. Unfortunately, the overall experience can’t compete with either the iPad 2 or the Xoom, and even falters compared to the original Samsung Galaxy Tab.

Yet, we’re still hopeful that Research in Motion (RIM) will keep working with developers (it gave them free PlayBooks if they created an app) and boost the device out of niche territory.

At $500 (£300) for the 16GB model we tested (there are also 32GB and 64GB versions available), the PlayBook is the same price as the entry-level 16GB Apple iPad 2.

The BlackBerry PlayBook is designed to be mobile and business-friendly. That means, at 130x194mm, the device is small enough to hold with one hand, slip in a laptop bag side pouch, and even carry around all day to meetings. The smaller screen does make movies look less than thrilling, and there’s not much space for more complex tablet apps.

Like the 730g Motorola Xoom and 599g Samsung Galaxy Tab, the PlayBook feels a little heavier than its actual weight of 425g. That’s probably due to its solid construction: it feels rigid and durable, as though you could drop it and not cause too much damage. The tablet is easy to grip and looks bright and crisp. The dual-core 1GHz processor, made by Texas Instruments, and 1GB of RAM add some muscle to the PlayBook, running most of the apps we tested smoothly and quickly.

Early reports claimed that the BlackBerry PlayBook is crash-prone and has trouble with basic web browsing, especially when you open multiple tabs. We had very few problems with the latest OS 1.0.1.1710, which is now a required update. We even stress-tested the unit with five to six websites, the email client and Doodle Blast open, and rarely noticed slowdowns.

Like the Motorola Xoom, the dual-core processor handles multiple tasks and delegates processing to open apps. We shot an HD video with the Camera app while running Doodle Blast at the same time.

You can swipe between the two apps or view both of them at the same time. When watching HD videos alongside another app, the audio keeps playing but the video shows a blank screen.

The BlackBerry PlayBook doesn’t support external storage, but does have a micro USB port you can use to connect the tablet to your computer. Once you do, you can configure the PlayBook so that it shares files over Wi-Fi. This means copying files to and from the tablet without having to connect is possible.

Configuring this option was very simple: we enabled Wi-Fi sharing, installed a BlackBerry Device Manager driver and opened the Network section under My Computer (or you can use SMB://playbook on a Mac).

Otherwise, the PlayBook offers the standard power, volume up and down and play/pause buttons. These buttons are exceptionally small and hard to find. The power button is so small that you have to look at it, tilt your finger and press it in just the right way.

taken from:

http://www.techradar.com/reviews/pc-mac/tablets/blackberry-playbook-947731/review

 

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Cover via Amazon

Why the Kindle Fire Succeeds Where Honeycomb Tablets Fail

The Kindle Fire overcomes one of the major hurdles for Android tablets: It tells us what we’re supposed to do with it.

By Sascha Segan

This holiday season, most Americans won’t be buying Samsung Galaxy Tabs or Acer Iconias. They’ll be buying Amazon Kindle Fires. That’s because Amazon has learned a lesson other Android tablet manufacturers haven’t: Tell buyers what you’re supposed to do with the darn thing.

The Fire’s $199 price will be a big component of its success, but it’s not the only thing that makes the Fire compelling. If you’re trying to introduce a new product category to Americans—and even with the iPad around, tablets are a new product category—you have to explain to people why they want it, in clear terms and without overwhelming them.

This has been a big problem for Android tablet vendors so far because Android tablets do everything, and they appear to be marketed by engineers. Take this Samsung Galaxy Tab commercial.

“It’s time for an optimized email environment. Augmented reality and navigation services with a large display. A full Web browsing experience. E-reading solutions, and a complete communications solution.”

Really? Is it really time for an optimized environment with solutions? No. It is time to get your e-mail and read books. Also, nobody knows what “augmented reality” is.

The Tyranny of Choice

I love the Acer Iconia Tab A100, but when you boot it up, it isn’t clear what you’re supposed to do with it. The standard Android Honeycomb home screen is pretty bare; it’s yours to configure, which means it’s yours to sit stupefied in front of while you’re overwhelmed by the tyranny of choice.

Yes, yes, I know that none of you reading this column are ever overwhelmed by the tyranny of choice. You exhilirate in choice and are angered when anyone restricts your choice. But you are the early-adopter elite. Most people want more hand-holding than you do.

It says something that the most successful Android tablet so far in the U.S. has been the Barnes & Noble Nook Color. At $249, the Nook Color isn’t the cheapest Android tablet; you can get less-expensive tablets at your local general store. But the Nook Color explains its purpose clearly: Now it’s time to read some books.

Here’s What to Do

The Kindle Fire does the same thing. When you start it up, here’s what you see: the words “Newsstand, Books, Music, Video, Docs, Apps, Web.” There are seven things to do here, and the list starts with the least perplexing and abstract. I can use this for news, books, and music. Great! I’ll get some color picture books for my kid. Maybe eventually I’ll buy an app. Apple’s iPad commercials have explained apps to me.

Every one of those words ties directly into a store, so it’s easy to get content for the tablet, another strike against most Android tablets, which at best separate their stores and players into different apps. And Amazon, as many people have said, probably already has your credit card on file.

The Kindle Fire has a very smooth purchase-and-use path. Boot, choose from a curated list of options, buy something, enjoy. It’s different enough from the successful iPad in size, usage and price that this holiday season may finally see us go from a one-tablet nation to a two-tablet zone. Anyone else trying to break through with a tablet should take a lesson from Amazon here. Tell us what it’s for.

taken from:

http://www.pcmag.com/article2/0,2817,2393768,00.asp

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Image via Wikipedia

Hey, Steve Jobs, where’s my iPhone 5?

by Charles Arthur

For the past two years, Apple has launched a new iPhone at WWDC. So why didn’t it do that this time? And what does the wait until September for iOS 5 indicate? A whole new mobile strategy from Apple, that’s what

So where - where - is the iPhone 5? (Or, as we’ve been hearing from informed sources, what will actually be called the iPhone 4GS/iPhone 4G?)

Obvious answer: not at WWDC.

Second obvious answer: it’s coming in September/October, and will be right up there when iOS 5 comes out of beta and is released properly.

This might seem blindingly obvious, but lots of people were hanging on to the hope that Apple would launch the iPhone 5/4GS/4G on Monday. The fact that it hasn’t – unlike the past two years, when it has announced new versions of the iPhone at, guess where, WWDC – indicates that Apple is shifting its strategy in phones.

Presently, Apple’s phone market segmentation strategy is to sell the newest model (the iPhone 4, now around a year old) at the highest price, and the second-oldest model (the 3GS, two years old) at a lower price. Hence you can find carriers such as Orange selling the 3GS for free with a £25 per month contract, while the iPhone 4 is still has an upfront price plus a £30+/month contract.

Presently this is as much segmentation that Apple is able to achieve, because it was locked into the yearly release schedule. That’s not surprising; Apple was a comparative newcomer to the mobile phone industry. Remember how the original iPhone couldn’t forward SMS or send MMS? How we laughed.

Now Apple is a serious player. And (we’re hearing from the supply chain) it is shifting the release date of the newest phone to September/October, which means a lot can change.

Why the iPhone is not like the iPod

A few months back there was lots of talk about Apple working on an “iPhone nano” which would cost £125. This was nonsense (not that this stopped lots of sites from writing it; wheat, chaff, who cares) but the reason that some were taken in by the idea of a “low-end iPhone” was that this sort of segmentation – start at the top (iPod classic) and own it, and then diversify down to the middle (iPod mini) and finally scoop out the low end (iPod shuffle).

Great strategy if you dominate the market and plan to continue doing so; it worked for a long time for Nokia until smartphones arrived in force, when suddenly it stopped working.

But Apple has nothing like a commanding share of the overall mobile market, nor of the smartphone market. (In the first quarter, when it had the largest revenue in the entire mobile market, it had a 17% share of the worldwide smartphone market, and about 4% of the entire 428m mobile phone market.)

So what can it do? An “iPhone nano” won’t work, partly because it just can’t segment the market into “featurephone” and “smartphone” in the way that Nokia has.

Why the iPhone 5 will be like the iPhone 4

Instead, look to Apple to consider iPhone updates on a six-monthly basis. One model in September/October; another in March/April. That allows for incremental differences between versions which provides the updraft for sales, which carriers will like. But it also means that Apple doesn’t have to sweat too hard on how different to make the next handset – unlike the present situation, where every new model has to blow the bloody doors off.

Yet it also means that it will have a wider range of handsets to offer over time because of the natural segmentation of age: the iPhone 4, iPhone 4GS, some time next spring, the iPhone 5; in the autumn, the iPhone 5G (or whatever). And so on. The ages of the devices will create the tiers, which will allow it to slice the market into different price tiers and compete with Android – and more importantly RIM, which Apple cl

Image via CrunchBase

By James Kendrick

I have been all over the Android platform since the first phone hit the scene. I saw the potential of Android on phones and have followed its evolution through Froyo, Gingerbread, and now Honeycomb.

My current phone is the Gingerbread-packing Nexus S 4G (which I dearly love) and my original Galaxy Tab (also running Gingerbread) has more miles on it than my car. I have used more tablets with Honeycomb than anyone I know, and after hundreds of hours of use I still find Honeycomb tablets to be totally frustrating to use.

Last week I outlined my dream tablet, and detailed what I need to make a tablet a key part of a productive system. These needs are uniquely my own, I freely admit, but they are what it will take for a tablet to fit in my work day. I realized after publishing that article that the Logitech/ZAGG keyboard I like for the iPad is now available for the Galaxy Tab 10.1 I own. I know two tech journalists I respect (@harrymccracken and @EdFrmBrighthand) who swear by the ZAGG with the iPad for use as a laptop replacement, and having seen this in action it got me to thinking that the Tab 10.1 with this keyboard would be worth trying first-hand.

This weekend I dropped $100 on one for my Tab, which should be here in a few days. I am going to make a serious attempt to use the Tab 10.1 as a work system using this Logitech keyboard. To that end, I spent the last few days with the Tab getting it ready for the experiment. It didn’t take long before the frustration level with Honeycomb raised its ugly head yet again.

My buddy Dwight Silverman of the Houston Chronicle and Techblog summed things up with this tweet over the weekend:

This conversation on Twitter was part of my grousing about how frustrating I was finding Honeycomb yet again. My ranting was the result of the inconsistent interface that is Honeycomb, no matter the particular tablet. Frequently accessed controls are sometimes in the upper right of an app window, and other times in the lower left (appended to the main Honeycomb system controls).

This makes switching from one app to another in Honeycomb, something Android excels at given good multitasking, less than intuitive. I constantly have to stop and think about what I want to do next, which should be a fluid operation if the interface was well designed. You can blame the app developer for putting these controls in different places, but something that affects operation at this level should be controlled by the OS. If certain controls would be better in one particular place then the OS should force that.

Google has left too much control over the interface in the hands of app developers no doubt to be “open”. That is not a good thing in this case as the result clearly demonstrates. Frustration should not be caused by simply using a system.

Android is a great platform with tremendous potential, but Honeycomb falls short in too many areas. In addition to the frustrating interface, the confusing update system hits the user in the face all the time. My Tab 10.1 is running Honeycomb 3.1 which was just released by Samsung, yet 3.2 is the most current release. I have no idea if this Tab will ever get 3.2, which addresses problems some owners of other tablets report with 3.1. If an app is giving me trouble on the Tab running Android 3.1, it is not uncommon to find that the problem goes away with 3.2.

This leaves the Honeycomb tablet owner in a real bind, as the app developer has no desire to address a problem that exists while running 3.1 that disappears with 3.2. The customer is thus left in the lurch created by the abysmal update system that is Android. Differences in the Honeycomb implementation on different tablets further muddies the waters.

This situation was demonstrated this weekend given a problem I am having with the Tab 10.1. I need to run the remote desktop app LogMeIn Ignition (LMI) on my tablet to address particular needs the tablet alone cannot handle. I have used LogMeIn on the iPad, iPod Touch, and my original Galaxy Tab running Gingerbread with no problems. It is a great solution for those needing remote access to a Mac or Windows PC. The problem is it doesn’t work on the Tab 10.1 at all.

I can run LMI on the Tab 10.1, but it crashes with an “out of memory” error immediately. Online searches about the problem showed that the situation has existed on the Tab 10.1 for a few months. They also showed that LMI worked fine on the ASUS Transformer when it was running Honeycomb 3.0.x, but when that tablet was updated to 3.1 and 3.2 the app stopped working. More disturbingly, owners of the new Toshiba Thrive tablet, which comes with LMI pre-installed by the OEM, can’t run LMI without the errors.

This compatibility problem with apps and OS version is behind Silverman’s “slate of FAIL” comment. The average consumer has no desire to troubleshoot errors of this type, and often has no ability to deal with all these different OS versions anyway. Honeycomb gives an inconsistent user experience from the interface controls to the ability to run all apps on any given tablet. That is more frustration than most users are willing to bear.

taken from:

http://www.zdnet.com/blog/mobile-news/the-frustrating-experience-that-is-android-honeycomb-on-tablets/4365

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Image via CrunchBase

By Gary D Stuart

This review is from: Samsung Galaxy Tab (T-Mobile) (Wireless Phone Accessory)

As a current iPad owner who also uses the Droid X, I must say that after spending 15 minutes with this thing I absolutely love it. The size is fantastic in that its a signifcantly improved viewing experience over the 4.3 inch Droid X screen (which is also great) and it is easy to hold with one hand and navigate with the other – an added bonus is that it also fits in a suit coat pocket.
The Microsoft Exchange integration with email/calendar/contacts is seemless and allows for almost all of the functionality provided via a laptop. One of the drawbacks of the iPad is its poor integration with Outlook (couldn’t delete, move emails while one a plane working offline – not a problem with the Tab).

The screen is gorgeous, speed is quick and the Google location services (GPS, Latitude, Maps, Place and the list goes on and on) are fantastic.
I would highly recommend this product.

Update – after 1 week of ownership, I love it even more. As someone who travels (4 cities over last 5 days), I’m considering leaving my notebook home on business travel with future trips. The benefits of the form factor can’t be overstated – it fits in my jeans pocket when out casually and in my suit jacket during business. It also smartly switches from WiFi to 3G when a WiFi network is not within reach and vice versa (so that you don’t unnecessarily consume data via your cellular carrier). I also watched a movie on my East to West coast trip – 3 hour and 13 minute move burned less than half the battery time. It’s also great to be able to modify .xls documents when needed – seamless integration with outlook / attachments.

Absolutely love this thing…

Taken from :

http://www.amazon.com/review/R2JOEPD6D2OBX2/ref=cm_cr_rdp_perm?ie=UTF8&ASIN=B00480P67K&nodeID=&tag=&linkCode=

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