Scene modelling using an adaptive mixture of Gaussians in colour and space

We present an integrated pixel segmentation and region tracking algorithm, designed for indoor environments. Visual monitoring systems often use frame differencing techniques to independently classify each image pixel as either foreground or background. Typically, this level of processing does not take account of the global image structure, resulting in frequent misclassification. We use an adaptive Gaussian mixture model in colour and space to represent background and foreground regions of the scene. This model is used to probabilistically classify observed pixel values, incorporating the global scene structure into pixel-level segmentation. We evaluate our system over 4 sequences and show that it successfully segments foreground pixels and tracks major foreground regions as they move through the scene

A spatially distributed model for foreground segmentation

Foreground segmentation is a fundamental first processing stage for vision systems which monitor real-world activity. In this paper we consider the problem of achieving robust segmentation in scenes where the appearance of the background varies unpredictably over time. Variations may be caused by processes such as moving water, or foliage moved by wind, and typically degrade the performance of standard per-pixel background models. Our proposed approach addresses this problem by modeling homogeneous regions of scene pixels as an adaptive mixture of Gaussians in color and space. Model components are used to represent both the scene background and moving foreground objects. Newly observed pixel values are probabilistically classified, such that the spatial variance of the model components supports correct classification even when the background appearance is significantly distorted. We evaluate our method over several challenging video sequences, and compare our results with both per-pixel and Markov Random Field based models. Our results show the effectiveness of our approach in reducing incorrect classifications

Bose-Einstein Condensates as a Probe for Lorentz Violation

The effects of small Lorentz-violating terms on Bose-Einstein condensates are analyzed. We find that there are changes to the phase and shape of the ground-state wave function that vary with the orientation of the trap. In addition, spin-couplings can act as a source for spontaneous symmetry breaking in ferromagnetic condensates making them sensitive probes for fundamental symmetry violation

Designing the Future of Banking: Lessons Learned from the Trenches

This case study in retail banking reviews the work of a Wharton School research team which has been tracking the process of change at one of the larger American commercial banks. The bank is referred to by the pseudonym "National Bank." The team's research focuses on how a bank chooses what changes to make and how to implement changes as new technologies, increasing competition, and more demanding customers force it to rethink product offerings and distribution channel design. In the case of "National," these forces resulted in a massive re-engineering effort designed to restructure the branch delivery system. The goal of the redesign was to streamline branch processes and relocate many administrative tasks and routine servicing of accounts to centralized locations. The physical layout of branches was changed so customers would be encouraged to use ATMs and call centers rather than consult with branch employees. Branch employees' efforts were to be directed toward sales rather than service and information systems and call centers were expanded. As pilot experiments developed and the project matured, the bank's initial focus on changes in physical layout of branches, information systems, and design of key business processes gave way to focus on changes in key jobs in the branch systems, human resource practices that supported these jobs, and on employees' reactions to the changes. As these changes were implemented, several problems arose and were addressed. First, rural branches in the early pilots felt that the new changes were inappropriate for their market, leading to a decision to abandon the original model of standardization across the entire system. Second, implementation of new technology proved a slower process than had been expected. Third, branch employees often found it difficult to successfully refocus on sales rather than service. Fourth, some customers were unhappy with changes that routed all their calls to a centralized location rather than to the their local branch. Finally, it was difficult to implement the human resource practices necessary to support the new organization. New position levels changed employee expectations of moving up in the hierarchy and caused some internal dissatisfaction and confusion. Employees feared layoffs. In dealing with these problems, a second pilot redesign was tested in urban and suburban markets, incorporating a number of process modifications to address these issues. New challenges have arisen, including introducing the changes to branches that have been acquired recently through mergers and acquisitions and introducing standardized innovations within a decentralized management system. These and a range of human resource issues continue to be addressed by the team. Despite the many challenges to implementing an effective new delivery paradigm at National, a number of the early pilots have demonstrated success in moving routine transactions to more official channels, while achieving the goals of increased sales and customer satisfaction. As a result of their ongoing analysis of National's redesign process, the authors have identified six key factors for success: Have a good phone center in place early and believe in it as a critical component of retail service delivery; Acknowledge the importance of human resource issues; Not only acknowledge but address the human resource issues early and clearly; Clarify employees' roles and develop new skills when needed; Not all employees need the same kinds of commitment; Be ready and willing to adapt your model, but be confident to resist attempts to maintain the status quo for the wrong reasons.

An FPGA-based infant monitoring system

We have designed an automated visual surveillance system for monitoring sleeping infants. The low-level image processing is implemented on an embedded Xilinx’s Virtex II XC2v6000 FPGA and quantifies the level of scene activity using a specially designed background subtraction algorithm. We present our algorithm and show how we have optimised it for this platform

Binary object recognition system on FPGA with bSOM

Tri-state Self Organizing Map (bSOM), which takes binary inputs and maintains tri-state weights, has been used for classification rather than clustering in this paper. The major contribution here is the demonstration of the potential use of the modified bSOM in security surveillance, as a recognition system on FPGA

FPGA-based Anomalous trajectory detection using SOFM

A system for automatically classifying the trajectory of a moving object in a scene as usual or suspicious is presented. The system uses an unsupervised neural network (Self Organising Feature Map) fully implemented on a reconfigurable hardware architecture (Field Programmable Gate Array) to cluster trajectories acquired over a period, in order to detect novel ones. First order motion information, including first order moving average smoothing, is generated from the 2D image coordinates (trajectories). The classification is dynamic and achieved in real-time. The dynamic classifier is achieved using a SOFM and a probabilistic model. Experimental results show less than 15\% classification error, showing the robustness of our approach over others in literature and the speed-up over the use of conventional microprocessor as compared to the use of an off-the-shelf FPGA prototyping board

Performance in Consumer Financial Services Organizations: Framework and Results from the Pilot Study

Financial services comprise over 4 percent of the gross domestic product of the United States and employ over 5.4 million people. By offering vehicles for investment of savings, extension of credit and risk management, they fuel the modern capitalistic society. While the essential functions performed by the organizations that make up the financial services industry have remained relatively constant over the past several decades, the structure of the industry has undergone dramatic change. Liberalized domestic regulation, intensified international competition, rapid innovations in new financial instruments and the explosive growth in information technology fuel this change. With this change has come increasing pressure on managers and workers to dramatically improve productivity and financial performance. This paper summarizes the first year of a multi-year effort to understand the drivers of performance in financial services organizations. Financial services are the largest single consumer of information technology in the economy, investing $38.7 billion dollars in 1991 (National Research Council, 1994). While this investment has had a profound effect on the structure of the industry and the products it provides, its effect on financial performance of the industry remains elusive. Why this "productivity paradox" (Brynjolfsson and Hitt,1993) exists is an important part of this project. The authors describe the differences in productivity in services from manufacturing. In the service world, the consumer co-produces the product with the firm, ofte nadding labor to the creation of the service. In addition, the scope of the service enterprise typically is quite vast, with components of the service production process being both producers and deliverers of the service. In addition, the quality of the services provided is forever changing. Thus, the authors suggest that productivity gains from human resource improvements or technology investments may not show up in standard performance measures, but may rather be used to improve the quality of the service provided. What appears to be a stagnation in productivity may actually be an increase in value delivered to the customer. Delivering value to the customer may provide the institution with sales opportunities and much needed information about the institution's customer base. The pilot survey conducted by the authors examines the relationship between technological advancement and the relational part of service delivery by studying time spent with the customer in relation to technological sophistication and time spent on the entire delivery process. The authors adopt the view that processes are the central "technology" of an organization. As with any technology, the process must be maintained. After a process has reached its useful life, it should be scrapped or rebuilt. Thus, the authors suggest that researchers should take a life-cycle view of processes when undertaking efficiency studies. The authors rely heavily on a process-oriented methodology in their analysis of performance drivers in financial services. The study does not focus on traditional measures of productivity or financial performance. Rather, the authors base comparisons on intermediary measures which evaluate the drivers of performance from the perspective of all participants in the co-productive process. This pilot study starts with consumer financial services and in particular, retail banking. The authors review the relevant literature on financial services performance and then propose a conceptual framework for the study. The framework assumes that industry conditions and firm strategy are given. The authors focus is to examine the components of performance that managers can affect, given a strategy and industry operating conditions. Thus, their initial focus is guided by their desire to direct attention to issues of implementation and their effects on performance. The authors attempt to bridge the gap between traditional productivity measures and difficult-to-measure financial performance by developing a set of value creation components as an intermediary set of performance indicators. Based on pilot interviews, these indicators reflect effective performance in ways that are more meaningful than the more traditionalmeasure of productivity, as they are the goals toward which bank management strives. The key values the study attempts to measure are customer convenience, precision, efficient cost structure, adaptability and market penetration. The survey conducted by the research team benchmarks two types of management decisions that are presumed to drive these outcomes. The first set of management choices are implementation choices, human resources choices, technology implementation processes and product/servicedelivery processes. The second set of choices relates to management infrastructure, resource management processes, the information architecture of the firm, the performance management and control systems and the organizational structure of the firm. Based on interviews and the work of previous productivity studies, the research team developed a pilot survey focused on the practices of the functional areas, business lines, product groups and the retail distribution network. The pilot measured the outcomes and choices made by managers in seven large commercial banks. The pilot results will lead to a large scale survey of practices for the entire retail banking sector. Based on early pilot results, the researchers concluded that managers in consumer financial services firms typically assume that improvement in one area of performance is largely at the expense of decreased performance in other areas. The authors believe this is only partly true. Based on the pilot results, the authors believe that better management practices can move outcomes in a number of areas simultaneously. Through effective process design, use of technology and management of human resources, institutions can improve performance in multiple categories. The successful financial services organizations will be those which find processes and practices that enhance multiple measures of performance. The results of the large scale survey of practices will be available in early 1996.

Inside the Black Box: What Makes a Bank Efficient?

A decade of econometric research has shown that X-efficiency dominates scale and scope as the drivers of inefficiency in the U.S. banking industry. However, this research falls short in explaining the causes of the high degree of X-efficiency in the industry. This paper summarizes a four-year research effort to understand the drivers of this inefficiency. Key findings from this research, based on the most comprehensive studies to date of management practices in the retail banking industry, give insight into the drivers of X-efficiency. The paper provides a comprehensive framework for the analysis of X-efficiency in financial services. This paper was presented at the Wharton Financial Institutions Center's conference onRetail Banking, Services, Efficiency, Technology Management, Human Resource Management