Generate an explanation for the given claim using the provided supporting material from the paragraph. Please consider the following points while generating an output. 1) The claim will always have supporting proof in the paragraph, and the paragraph will have a clear point of view supporting the claim. 2) There can be instances where direct correlation to the claim is not available. Make use of the sentences in the paragraph to provide a corresponding output supporting the claim. 3) The explanation should be at least one and at most twelve sentences long.

Input: Consider Input: Paragraph: Fitness experts say users of the fitness machine, which is a favorite among Army Rangers, Navy Seals, and "The Biggest Loser" television series, reap total body, calorie-busting rewards. "It's a great and tough cardio piece," said Neal Pire, an exercise physiologist with the American College of Sports Medicine. "Picture a step mill that combines the lower and upper body, and you have Jacobs Ladder. Except instead of steps, you have rungs." Because the user climbs with arms as well as legs more muscles are working and more calories are burned. "As a rule the more muscle mass you utilize during any activity, the greater the oxygen consumed, which is directly correlated to the calories you consumed," said Pire, president of Inspire Training Systems, in New Jersey. "Unlike stair climbers, you can't hold on to the sides." Jacobs Ladder was invented by Steve Nichols, a fitness champion who injured his knees and back, according to Bob Palka, president of Jacobs Ladder, LLC. "He wanted to come up with a good workout that didn't impact back and knees." said Palka, who bought the patent and assets from Nichols in 1994. "Effectively it's just climbing a ladder," Palka said. People using the machine are placed at a 40-degree angle to put the spine in a more neutral position, relieve the back of stress and engage core muscles. Palka said on Jacobs Ladder the person's body weight is lifted over a 12-inch (30.5-centemeter) step for fuller range of motion than the eight-inches of a step mill. "You control the speed," he said." The faster you go the faster the runners (on the ladder) come." Palka said about 50 to 60 percent of his Jacobs Ladders go to health clubs; some 10 to 15 percent go to the military and physical therapy facilities, respectively. Jacobs Ladder landed a recurring role on the TV show "The Biggest Loser" after trainer Jillian Michaels fell in love with it. "It tends to get your heart rate up," said Palka, adding that other users, such as the FBI and the Army Rangers, are drawn to the intensity of the workout. John Trail, general manager of a Fitness First health club in Arlington, Virginia, uses Jacobs Ladder in functional circuit and interval training. "You can go for time or you can go for feet," said Trail. "It's not a fast-moving piece, but the fact that you're using every muscle group means you can do 100 feet, rest, jump off, do 10 kettlebell swings, 10 short interval sprints, and burn a lot more calories than you would on an elliptical." Trail said a rock climbing buddy likes to climb Jacobs Ladder wearing a back pack for an endurance workout. A self-described competitive person, Trail has even raced with it. "We have two machines side-by-side, so we'll go for 1,000 feet as fast as possible," he said. "In under 10 minutes you can get a really good workout." He also uses it on clients with joint issues to get their heart rates up quickly. But despite its virtues, Pire said it's unlikely Jacobs Ladder will supplant the treadmill anytime soon. "The tougher the machine, the more seldom you see it," he said. "I haven't seen many seniors hop on. The older population is concerned about balance and falling. And there's some skill involved in climbing a ladder. But fans are ardent. "Those who use it are almost religious," he said. Claim: Jacobs Ladder climbers reap tough fitness rewards.

Output: Jacobs Ladder, a moving, angled, climbing machine, may be named after the Biblical stairway to heaven, but it packs such a challenging workout people have dubbed it the stairway to hell.

Input: Consider Input: Paragraph: The U.S. Forest Service's draft risk assessment suggests that even in a best-case scenario with social distancing followed and plenty of tests and protective equipment available nearly two dozen firefighters could be infected with COVID-19 at a camp with hundreds of people who come in to combat a fire that burns for months. The worst-case scenario? More than 1,000 infections. "The Forest Service is diligently working with partners to assess the risk that COVID-19 presents for the 2020 fire season," the agency said in a statement Wednesday. "It is important to understand that the figures in this report are not predictions, but rather, model possible scenarios." The Forest Service said the document was outdated and being redone, and the newest version wasn't yet ready to share. The AP obtained the draft from an official who has access to it and didn't want to be named. One of the authors of the risk assessment said Tuesday that in the new version, the infection rates remain the same. But while the draft originally said the death rate among infected firefighters could reach as high as 6%, that is being revised sharply downward, to less than 2%, to reflect newer data, said Jude Bayham, an assistant professor in the Department of Agricultural and Resource Economics at Colorado State University. He said the initial death rate was based on data from early in the pandemic, when testing was far more limited. Based on new data, firefighters who are largely healthy and young will likely fare far better if they contract COVID-19 than the general population, he said. For most people, the coronavirus causes mild or moderate symptoms, such as fever and cough that clear up in two to three weeks. For some, especially people who are older or have health problems, it can cause more severe illness, including pneumonia and death. Federal guidelines released last week reimagine how to combat wildfires to reduce the risk of firefighters getting the virus. The guidelines urge fire managers to use small crews that can have the close contact that firefighting and travel often require, while staying away from other groups. The guidelines recommend avoiding the traditional large camps and relying on military-issue ready-to-eat or bagged meals instead of catered buffet-style meals at campsites. Some fire managers also are told to take temperatures with their own touchless thermometers if possible. The guidelines say everyone should wear masks and other protective equipment when around those outside their immediate crew. Good cleaning and sanitation is recommended, as is isolating firefighters and potentially entire crews if COVID-19 is detected. A review of incident reports from wildfires so far this year show the guidelines are difficult, and sometimes impossible, to follow and could actually increase some risks to firefighters. "We have developed pinch-points that cause operational lapses in guidance that may very well get confused with policy and doctrine. This situation could result in injury or even unwanted death of our multiagency employees," Greg Juvan, a fire management officer with the Idaho Panhandle National Forests, wrote in a report from a small wildfire last month. Social distancing was difficult, and firefighters found it unrealistic to meet sanitation standards for truck radios, hand tools and other gear used in the initial attack on the Idaho wildfire, Juvan said. Social distancing guidelines call for more vehicles to transport crews, but that led to congestion on the narrow roads leading to the fire. The guidelines could raise one of the greatest risks to wildland firefighters traffic wrecks, Juvan said. Even something as basic as sanitizing vehicles proved problematic, with cleaning supplies difficult to find, the report said. In New Mexico, several agencies responded to a small wildfire last month, with some not practicing social distancing and other virus policies appearing to vary greatly, George Allalunis, a Carson National Forest engine captain, wrote in a report. For the Forest Service's draft risk assessment, researchers created scenarios using three actual fires from 2017 and applied disease modeling. They found testing every firefighter before they started work reduced the coronavirus risk most significantly for short, high-intensity wildfires, said Bayham, the professor. But for longer, drawn-out firefights, initial testing was less important than keeping firefighters spread out in small campsites. The models showed that even with strict pre-work testing and social distancing, about 21 COVID-19 infections could be expected in a large camp like that used for a 2017 fire in Montana. In the worst-case scenario, more than 1,000 firefighters would be infected. The problem could compound as fire crews are sent to new locations over the monthslong fire season, which has largely begun. The risk assessment will be updated throughout the season, the Forest Service said. The American West could see higher-than-normal levels of wildfire this year because of drought. Claim: US report indicates broad risk of COVID-19 at wildfire camps.

Output: Outbreaks of the coronavirus could sweep through large camps where crews typically stay as they fight wildfires across the U.S., according to a federal document obtained by The Associated Press, and the problem is likely to get worse the longer the fire season lasts.

Input: Consider Input: Paragraph: "Editor's note: This fact-check is a excerpt of a longer examination of Herman Cain's business accomplishments, including his work experience before and after Godfather's Pizza. Read the longer story here. Pizza is Herman Cain's biggest selling point. He says his track record running Godfather's Pizza, a chain that once billed itself as ""the cure for the pizza emergency,"" shows he has the ability to run the country. The 620-store chain was on the brink of bankruptcy when he arrived in 1986, he says, and he ""turned it around with common-sense business principles."" A PolitiFact examination of Godfather's, based on interviews with industry analysts and company officials, shows Cain is largely correct. The chain wasn't literally preparing paperwork for bankruptcy, but it was widely considered troubled. Cain changed that by uniting the franchisees, overhauling the chain's advertising, and getting his team focused on its core mission: pizza. 'They got what they paid for' Cain was an executive with The Pillsbury Co. when the company bought Godfather's in 1985. The purchase was almost incidental, according to press reports from the time. Godfather's was part of Diversifoods Inc., a conglomerate that included more than 300 Burger King franchises. Pillsbury wanted the Burger Kings, and the chain of more than 800 Godfather's pizza restaurants came with it. ""The value of Diversifoods was its ownership of the Burger Kings, and the deal made sense without Godfather's,"" John McMillin, an industry analyst, told the Chicago Tribuneshortly after the deal. ""Pillsbury got Godfather's for nothing, and some said they got what they paid for."" The chain's problems included franchisee lawsuits, an overly long menu and a dejected workforce. Even its TV ads seemed hapless, showing a car full of executives driving around, unable to find a Godfather's. (""Find one. It's worth it,"" the ad lamely concluded.) As Cain said later, the chain had ""had one foot in the grave and the other on a banana peel."" Cain attacked problems on every front. He declared the company's advertising account up for review, pitting ad agencies against each other in a bidding war. He trimmed the menu and enforced quality standards. He pushed more restaurants to offer delivery, and he closed low-performing franchises. He emphasized communication, giving speeches at important moments to employees and franchisees. After his first 60 days at Godfather's, he gave a speech he called ""get on the wagon,"" which he now uses in political speeches. When he was a boy, Cain said, his grandfather, a potato farmer, would hitch up his mules for the weekly trip to town. Any grandchildren who wanted to go could ride along. Cain would finish the story in his grandfather's thundering voice: ""Them that's going, get on the wagon! Them that ain't, get out of the way!"" 'Mesmerizing' Charles Henderson, who runs coffee kiosks in Pennsylvania, was Cain's director of marketing back then. He says Cain is ""probably the most inspirational person I've ever met in my life."" ""He can be mesmerizing. He's very dynamic. I'm not slamming our current president, but Herman Cain will give a 20- or 30-minute speech extemporaneously, and certainly without teleprompters. He is without a doubt the most dynamic speaker I've ever heard,"" Henderson said. Henderson said Cain succeeded because he immersed himself in all aspects of the business and wasn't afraid to get his hands into the dough. Cain baked pies on a weekly basis after he arrived in Omaha. ""He loved to make pizzas. We had a test store over on Pacific Street, which wasn't too far from Godfather's, and once a week, he'd round us all up and we'd go make pizzas,"" Henderson said. Cain directed an overhaul of the Godfather's television ads that focused on Godfather's ""hot slice,"" a customized pizza slice aimed at the lunch crowd and intended to compete with Pizza Hut's Personal Pan Pizza. The new ads showed a secretary at a desk about to have a ""pizza emergency."" Godfather's, of course, was the cure. Later commercials tended toward attention-getting and even bizarre humor. The ""Studney twins"" an old white guy and a young black guy in garish blue and green tuxedos promoted Godfather's two-for-one specials. Another ad featured attorney-turned-actor Ben Stein of Ferris Bueller's Day Off as a burned-out hipster needing pizza. Cain himself even appeared in a series that Advertising Age named one of the best campaigns of 1989. In one ad, Cain told viewers Godfather's has conducted exhaustive research to find out why customers preferred Godfather's pizza. He introduced his director of research, who unveiled the results by unfolding a piece of paper and reading two words: ""More topping."" ""Enjoy your Godfather's pizza, and take life one bite at a time,"" Cain concluded. 'Steady the course' Jeff Campbell is the retired Pillsbury executive who selected Cain to run Godfather's. Reached by PolitiFact at his home in San Diego, he said there was no doubt in his mind that Cain turned Godfather's around. ""He was the best thing that happened to Godfather's in a long time,"" Campbell said. Cain has said that the chain returned to profitability within 14 months of his arrival. That number wasn't possible for PolitiFact to independently confirm because the chain did not report its profits as a stand-alone unit, but industry analysts do not dispute that Cain stabilized the company. Technomic, a research and consulting firm focused on the restaurant industry, has research data on Godfather's going back to the 1970s. At PolitiFact's request, vice president Darren Tristano examined the revenues and franchise numbers for Godfather's during the time Cain headed it from 1986 to 1995. It's not possible to determine profitability from those numbers, but they do show Godfather's place in the market, particularly in comparison with its competitors. ""It's really hard from that period to find a strong positive or a strong negative. It's more like 'steady the course,' "" Tristano said. Still, ""steady the course"" isn't bad for a company that was troubled to start out with and in an industry that's punishingly competitive, analysts said. Godfather's position was particularly perilous. It wasn't as big as chains like Pizza Hut and Domino's, and it also had to compete with locally owned mom-and-pops in just about every market. ""They had to be very innovative to compete with the big three and with the little guys. They couldn't rest on their laurels,"" said John Correll, a Michigan-based pizza industry consultant. ""For a number of years, Herman Cain and his management team were able to pull that off."" Pizza Hut, the industry leader at the time, was a particularly difficult foe. After Godfather's launched its ""pizza emergency"" campaign in 1986, Pizza Hut matched it with ads imitating the emergency broadcast system. In the event of a real pizza emergency, ""you should go directly to Pizza Hut and order their famous pan pizza,"" the ad said. Pizza Hut executives said the similarity was coincidence. Cain said the alleged thievery wouldn't matter in the end, and he wouldn't pursue legal action. ""It's not a big deal to us,"" Cain told AdWeek, which documented the feud. Godfather's never grew fast enough to outpace giants like Pizza Hut and Domino's, but today it still claims about 620 franchises across the country. John Chisholm was a Godfather's franchisee who owned 90 restaurants in five states when Cain arrived to run the company. ""His leadership and his ability to deal with people were just outstanding. I have nothing but the highest praise for Herman Cain,"" Chisholm said. Cain's primary accomplishment was motivating the people who worked for Godfather's, Chisolm said. The turn-around happened ""mostly through motivation and talking to people and getting people to work as a team."" Chisholm recalled Cain's first speech to the entire company as one of the ""most charismatic"" he ever heard. Cain included a copy of the speech in his 1999 book, Speak as a Leader. ""Sixty days ago I came to Godfather's with a curiosity about what I would find. I had already accepted my newly bestowed responsibilities even before I stepped foot on Nebraska soil and before I met or knew anyone or anything about Godfather's. Sixty days ago, I came to Godfather's anxious to tackle a situation considered by some of our external constituencies to be irreversible. I came without a golden parachute because I never entertained the idea that the situation was irreversible. I came committed to prove the skeptics wrong because I have a personal, fundamental belief in the power of human determination. I came to Godfather's believing in you even before I met you. I challenge you to commit and believe in yourself and Godfather's pizza as a system."" Two years after Cain was named chief executive officer, Pillsbury decided to get out of the pizza business and sell Godfather's. Cain and his management team decided to buy the chain in a leveraged buyout for an undisclosed sum. Cain left the position in 1996 when he went to work for the National Restaurant Association. Cain now says of his time at the pizza chain,""When I became president and CEO of Godfather's Pizza, it was supposed to go bankrupt . . . We turned it around with common sense business principles."" Our ruling A thorough review of business records and interviews with executives who worked with Cain show that the chain was widely considered troubled when he arrived. It's a slight exaggeration to say it was supposed to go bankrupt. But from all accounts, Cain's performance as CEO is widely considered a success." Claim: When I became president and CEO of Godfather's Pizza, it was supposed to go bankrupt . . . We turned it around with common-sense business principles.
Output: A thorough review of business records and interviews with executives who worked with Cain show that the chain was widely considered troubled when he arrived. It's a slight exaggeration to say it was supposed to go bankrupt. But from all accounts, Cain's performance as CEO is widely considered a success.