Real Time Motion Detection Using Dynamic Camera

Real Time Motion Detection Using Dynamic Camera Abstract— nowadays, security of valuable and secret assets is very important for large organisation companies. Due to limitation of human resources and man power we need an efficient and reliable security system. To overcome this limitations and errors we will implement high level surveillance system for security. In our system, we will use dynamic camera for video surveillance which will feed video stream to system. System will perform various image processing operations to detect the object. Index Terms — Image processing, voting based motion estimation algorithm, Priority based spatial coding algorithm, content based temporal sampling algorithm, Video Surveillance system. Introduction Video surveillance systems are a very important in the modern times. Although some people don’t like the idea of being watched, surveillance systems improve the public security, allowing the system to detect dangers and the security forces to react in time. Surveillance systems developed in the recent years from simple surveillance systems into complex structures, containing multiple cameras and high end monitoring centers, armed with elegant hardware and software. However, the future of surveillance systems belongs to automatic tools that assist the system operator and notify him on the detection of security threats. It is important, because in complex systems consisting of multiple cameras, the operator cannot notice all the events. For efficient and reliable surveillance system, we need high detection rates and low false alarm rates, both of these ordinary methods most of the time does not work in turbulent territory. To eliminate such difficulties, we will be using different algorithms for camera motion estimation, capturing target frame and object detection. Our goal is to detect objects in motion reliably. Literature Survey [1] Feng-Li Lian, Yi-Chun Lin,Chien-Ting Kuo, and Jong-Hann Jean,moving object detection using mobile In this method, using moving camera the video is captured. The reference frame is taken first when the camera starts then current frame and the previous frame both are compared. Utilizing the frame differencing technique first the change detection from the captured images can be performed so the binary image can be generated by this technique that can be used to identify the area with significant difference between two frames or from the current frame to the background frame. [2] D.Wu,Y.T.Hou, Y. Q. Zhang,Real Time transmission of Video The video data from these cameras should be transmitted in real time to the control room or end-users for further analysing surveillance-related information. However, transmitting real-time video over a network is a challenge task because video data usually contain large amount of information quantity and the transmission channel might have limited bandwidth. When the transmission amount of video data exceeds the available bandwidth, excessive video flow in the network might lead to time delay and or packet loss, and further, the real-time performance of video transmission would be degraded. [3]J. M. Shapiro, B. Andersson, N. Pereira, W. Elmenreich A key solution to video transmission is to reduce the quantity and complexity of original videos but simultaneously preserve the most important message within the original image content. The development of image compression is to reduce the data quantity at the spatial scale for successful transmission. Based on the characteristics of the objects of interest existing in the video images, embedded coding algorithms are well-known techniques for image compression by generating variable bit-rate streams for progression transmission. I. block diagram The following block diagram represents the working of real time motion estimation by using dynamic camera. The diagram is divided into two parts. First one is capturing of frame and second part is comparison and object detection. At first, based quality image frame is captured from data stream of multiple frames using some frame grabbing algorithm. Then that frame is names as a recent or current image. The recent or current image is in RGB format which then converted into grey scale image. After RGB to grey scale conversion Gaussian blur technic is used to reduce noise and sharpness in the image. After above process the recent image is compared with background image. Background is image that if image that captured and updated by camera for every particular time frame .for comparison of this two image we need to subtract recent image to background image after subtraction we use threshold technique on resultant image. After threshold technique we get the binary image. We use blob detec tion algorithm on binary image which help us to detect object in that image .after the object detection object is registered and track. Fig. 1:Block diagram I.Camera Motion estimation In voting based mechanism image processing technique is used for motion estimation and edge detection. Image is necessary in tracking, detecting and recognition applications. There are two types’ image features Frequency features and amplitude features. Edge information of object is usually use for detect the location of moving object. Voting base mechanism edge detection of object plays very important role .In dynamic camera surveillance system as camera is always moving, the objects in captured images also look like moving objects, even though they are not. We can obtained correct edge information of moving object and still object by subtracting to successive frames .Estimation of camera motion is very important for identifying visual information of moving object. Therefore motion of camera should be estimated first using estimated motion of camera output of edge detection is calculated .The morphological erosion dilation are used to get correct and enhance outcome of moving edges. II. Content Based Temporal Sampling In surveillance system with high end camera devices frame rate is high and change of view cause by motion of dynamic camera is very small due to that consecutive captured images are almost identify .Hence transmitting this identical frames on limited bandwidth is not efficient utilization of bandwidth. Due to this problem the content based temporal sampling method is used. In content based temporal sampling only one image from n number of consecutive frames is selected. The selected images are selected on basis of content of image .Image containing more information is selected compare to image with less information. Image having more edges having more information .Therefore while selecting images blur images are given least preference over sharp images for frame selection canny edge detection is performed to locate edge pixel then number of are count for changing edges on each frame .according to content based temporal sampling algorithm the most important information would be save and less important an identical frame would be removed. III. Priority based spatial coding Usually, an image frame can be divided into important and unimportant parts in spatial domain. The importance can be decided based on the outcome of the moving edge detection. For example, moving objects can be considered as the most important information compared with other static objects and background. Hence, the result of the edge detection can also be used to specify the regions with or without moving objects. Therefore, the spatial coding algorithm can be used to encode the region with important information into a frame of higher visual quality and the region without important information into a frame of lower visual quality. Furthermore, an embedded coding algorithm, such as the set partitioning SPIHT, can be used to progressively encode the visual quality based on the currently determined importance and available bandwidth. IV. CONCLUSION In this paper we will be implementing a smart surveillance system which will detect moving object as well as abandoned object with dynamic camera. We will be using motion detection algorithm and various images processing technique for detection of objects in video stream. The surveillance system we are going to implement is low cost, efficient and highly reliable. This system will give common man access to use sophisticated security system. V. REFERENCES [1] G. L. Foresti, C. S. Regazzoni, and R. Visvanathan, â€Å"Scanning theissue/technology—Special issue on video communications, processingand understanding for third generation surveillance systems,† Proc.IEEE, vol. 89, no. 10, pp. 1355–1367, Oct. 2001. [2] S.Misra,M. Reisslein, and G. Xue, â€Å"A survey ofmultimedia streamingin wireless sensor networks,† IEEE Communications Surveys Tutorials,Fourth Quarter, vol. 10, no. 4, pp. 18–39, 2008. [3] Y. Si, J. Mei, and H. Gao, â€Å"Novel approaches to improve robustness,accuracy and rapidity of iris recognition systems,† IEEE Trans. IndInf., vol. 8, no. 1, pp. 110–117, 2012. [4] P. N. Huu, V. Tran-Quang, and T. Miyoshi, â€Å"Image compressionalgorithm considering energy balance on wireless sensor networks,in IEEE Int. Conf. Industrial Informatics (INDIN), Osaka, Japan, Jul.13–16, 2010, pp. 1005–1010. [5] A. Hampapur,L.Brown, J.Connell,A.Ekin, N. Haas,M. Lu,H.Merkl,S. Pankanti, A. Senior, C.-F. Shu, and Y. L. Tian, â€Å"Smart video surveillance:Exploring the concept of multiscale spatiotemporal tracking,†IEEE Spatial Process. Mag., vol. 22, no. 2, pp. 38–51, Mar. 2005. [6] D.Wu,Y.T.Hou, andY. Q. Zhang, â€Å"Transporting real-time video overthe internet: Challenges and approaches,† Proc. IEEE, vol. 88, no. 12,pp. 1855–1877, Dec. 2000. [7] C. Caione, D. Brunelli, and L. Benini, â€Å"Distributed compressivesampling for lifetime optimization in dense wireless sensor networks,†IEEE Trans. Ind. Inf., vol. 8, no. 1, pp. 30–40, 2012. [8] M. Garcà ­a-Valls, P. Basanta-Val, and I. Està ©vez-Ayres, â€Å"Adaptive realtimevideo transmission over DDS,† in IEEE Int. Conf. Industrial Informatics(INDIN), Osaka, Japan, Jul. 13–16, 2010, pp. 130–135.180 IEEE TRANSACTIONS ON INDUSTRIAL INFORMATICS, VOL. 9, NO. 1, FEBRUARY 2013 [9] H. Koto, Y. Hiehata, S. Uemura, and H. Nakamura, â€Å"Analysis of controlaccuracy for access control method based on sample monitoringin interactive tv services,† in IEEE Int. Conf. Industrial Informatics(INDIN), Osaka, Japan, Jul. 13–16, 2010, pp. 991–998. [10] F.-L. Lian, J. K.Yook,D.M. Tilbury, and J. R.Moyne, â€Å"Network architectureand communication modules for guaranteeing acceptable controland communication performance for networked multi-agent systems,†IEEE Trans. Ind. Inf., vol. 2, no. 1, pp. 12–24, Feb. 2006. [11] B. Andersson, N. Pereira,W. Elmenreich, E. Tovar, F. Pacheco, and N.Cruz, â€Å"A scalable and efficient approach for obtaining measurementsin CAN-based control systems,† IEEE Trans. Ind. Inf., vol. 4, no. 2, pp.80–91, May 2008. [12] J. M. Shapiro, â€Å"Embedded image coding using zerotrees of wavelet coefficients,† IEEE Trans. Signal Process., vol. 41, no. 12, pp.3445–3462, Dec. 1993.

Wolf Motors Success Story

John Wolf, president of Wolf Motors, had just returned to his office after visiting the company’s newly acquired automotive dealership. It was the fourth Wolf Motors’ dealership in a network that served a metropolitan area of 400,000 people. Beyond the metropolitan area, but within a 45-minute drive, were another 500,000 people. Each of the dealerships in the network marketed a different make of automobile and historically had operated autonomously. Wolf was particularly excited about this new dealership because it was the first â€Å"auto supermarket† in the network.Auto supermarkets differ from traditional auto dealerships in that they sold multiple makes of automobiles at the same location. The new dealership sold a full line of Chevrolets, Nissans, and Volkswagens. Starting 15 years ago with the purchase of a bankrupt Dodge dealership, Wolf Motors had grown steadily in size and in reputation. Wolf attributed this success to three highly interdependent factors . The first was volume. By maintaining a high volume of sales and turning over inventory rapidly, economies of scale could be achieved, which reduced costs and provided customers with a large selection.The second factor was a marketing approach called the â€Å"hassle-free buying experience. † Listed on each automobile was the â€Å"one price–lowest price. † Customers came in, browsed, and compared prices without being approached by pushy salespeople. If they had questions or were ready to buy, a walk to a customer service desk produced a knowledgeable salesperson to assist them. Finally, and Wolf thought perhaps most important, was the after-sale service. Wolf Motors had established a solid reputation for servicing, diagnosing, and repairing vehicles correctly and in a timely manner—the first time.High-quality service after the sale depended on three essential components. First was the presence of a highly qualified, well-trained staff of service technic ians. Second was the use of the latest tools and technologies to support diagnosis and repair activities. And third was the availability of the full range of parts and materials necessary to complete the service and repairs without delay. Wolf invested in training and equipment to ensure that the trained personnel and technology were provided. What he worried about, as Wolf Motors grew, was the continued availability of the right parts and materials.This concern caused him to focus on the purchasing process and management of the service parts and materials flows in the supply chain. Wolf thought back on the stories in the newspaper’s business pages describing the failure of companies that had not planned appropriately for growth. These companies outgrew their existing policies, procedures, and control systems. Lacking a plan to update their systems, the companies experienced myriad problems that led to inefficiencies and an inability to compete effectively.He did not want tha t to happen to Wolf Motors. Each of the four dealerships purchased its own service parts and materials. Purchases were based on forecasts derived from historical demand data, which accounted for factors such as seasonality. Batteries and alternators had a high failure rate in the winter, and air-conditioner parts were in great demand during the summer. Similarly, coolant was needed in the spring to service air conditioners for the summer months, whereas antifreeze was needed in the fall to winterize automobiles.Forecasts also were adjusted for special vehicle sales and service promotions, which increased the need for materials used to prep new cars and service other cars. One thing that made the purchase of service parts and materials so difficult was the tremendous number of different parts that had to be kept on hand. Some of these parts would be used to service customer automobiles, and others would be sold over the counter. Some had to be purchased from the automobile manufactur ers or their certified wholesalers, and to support, for example, the â€Å"guaranteed GM parts† promotion.Still other parts and materials such as oils, lubricants, and fan belts could be purchased from any number of suppliers. The purchasing department had to remember that the success of the dealership depended on (1) lowering costs to support the hassle-free, one price–lowest price concept and (2) providing the right parts at the right time to support fast, reliable after-sale service. As Wolf thought about the purchasing of parts and materials, two things kept going through his mind: the amount of space available for parts storage and the level of financial resources available to invest in parts and materials.The acquisition of the auto supermarket dealership put an increased strain on both finances and space, with the need to support three different automobile lines at the same facility. Investment dollars were becoming scarce, and space was at a premium. Wolf wonde red what could be done in the purchasing area to address some of these concerns and alleviate some of the pressures. How can supply-chain management concepts help John Wolf reduce investment and space requirements while maintaining adequate service levels?

Program Evaluation for Non-Profit Organization

An organization needs to put in place an evaluation process to ascertain whether it is accomplishing its goals or not. Such evaluation would then become a very important part of the ensuing planning process. There are two ways in which an organization conducts an evaluation. One is intended to proceed with the evaluation through the goals established by the organization. The other is to conduct the evaluation through the processes in place in the organization. With goal-based evaluation, the organization seeks to understand whether the avowed goals have been achieved or exceeded. It has an emphasis on outputs instead of processes. Even with limited resources and difficult situations, the goal-based evaluation looks at the outputs based on the inputs and other raw materials put into the process. It is usually useful for organizations that are beating deadlines, or seeking to meet targets given limited resources, time, and manpower. Results are given primacy in this kind of evaluation (Edvardsson & Hansson, 2003). Process-based evaluation focuses on efficiency and effectiveness. It is geared towards minimizing costs while ensuring that the goals are achieved. With this kind of evaluation, the goals to be achieved are given and are expected to be delivered. In doing so, the organization is freed from looking at the achievement of the goals because such is expected. What the organization is focusing on, however, is the way that the goals are being achieved. Are they effective and efficient? Are they contributing to the overall objectives of the organization? Is there a way that such processes could be improved and geared to help the organization achieve more? Are the policies of the organization sound and the different departments coordinating smoothly with each other? Through these questions, the organization is taking a look at the way in which it can achieve its goals by improving its processes. The goals are important but processes are more important in certain respects because of their systemic nature. Depending on the circumstances, however, a goal-based organization may be more important than a process-oriented one (Ott, 2001). In addition to this, process-based evaluation takes a look at the policies, programs, coordination systems, and other processes at work in the organization. It makes use of a systemic view of the organization and seeks to integrate every important aspect of the organization in the evaluation process. It is more comprehensive than goal-based evaluation as it may take more time to be completed (Ott, 2001). Application of Evaluation Styles Goal-based evaluation may be more appropriate in situations where the non-profit organization is evaluating together with their clientele. In the case of an organization dedicated to community development, a goal-based evaluation would be suitable for a discussion with the community regarding the achievements of the goals. Usually, if the goals are not accomplished or achieved, the people, together with the non-profit organization can brainstorm on the problems that are being faced by the community. In addition to this, it would be important to evaluate themselves about the hindrances that they face in accomplishing the goals identified during the planning phase. Goal-based evaluation also looks at the actual outputs of the organization’s project. If the project is about reducing the number of substance addicts in the neighborhood, then a goal-based evaluation would say that the program is successful if there is a significant decline in the number of offenders. On the other hand, process-based evaluation would take a look at the overall systemic performance of the organization. Even if the results are phenomenal if the processes are not firmly in place, then such an evaluation would be careful in proclaiming success. It would look at the coordination systems, the teamwork of the organization, as well as the ethical side of things. With such an evaluation, it becomes important to look at the overall strategy of the organization instead of simply focusing on achieved goals (Ott, 2001). Establishing the Framework of a New Nonprofit Organization As a new Executive Director of a nonprofit organization, there are several things I need to do in order to ensure that the organization is setup and would thrive in the process. Without the necessary legal and financial framework, the nonprofit organization is bound to fail. The following strategies outline what needs to be done for this organization. The first step, of course, would be to define what the organization is all about—the kinds of services to be offered and the way it will be structured. The vision, mission, and goals of the organization have to be defined. The structure, on the other hand, would enable the organization to achieve its goals. Registration and Legal Personality The nonprofit organization should acquire its legal personality by being registered with the Securities and Exchange Commission or its equivalent. Through this, the nonprofit organization will be able to transact legally under the laws of the country and will be able to purchase property and open accounts under its own name. This also prevents unscrupulous persons to setup accounts and secure properties in their own names at the expense of the organization. With a legal personality, however, also comes responsibility. As such, the organization may sue persons and it can also be sued. It therefore needs to comply with legal requirements of organizations. Securing Advisers The nonprofit organization also needs legal and financial advisers so that it would not violate any law or ordinance even accidentally. A legal counsel would be needed. Although there are lawyers offering pro-bono services, it would also be a good idea to include the lawyer’s fee in the budget of the organization. Securing Funding As part of the strategy of the organization, the Executive director also needs to look for sources of funding from different organizations. Private corporations and even countries do fund initiatives for development. It takes a careful research of these organizations. Without a steady source of funding, the organization will not prosper and will only flounder if there is no steady funding. As part of the financial framework of the organization, there should also be a means to ensure transparency and accountability. This would be important in ensuring that the donors trust the organization and for the organization to adhere to governmental rules such as Sarbanes-Oxley. Although SOX, as Sarbanes-Oxley is called, was meant for companies for profit, it has provisions for non-profit organizations. Adhering to these accounting regulations can also help in enhancing the overall strategy, integrity, and transparency of the organization. Reference Edvardsson, K. & Hansson, S. O. (2003). When is a goal rational?. Social Choice and Welfare, 24 (2), 343-361. Ott, J. S. (2001). The Nature of the Nonprofit Sector. New York: Westview Press. Â   Â  

Anita Roddick - 809 Words

2. How do you evaluate Anita Roddick’s management philosophy and style? How important a contribution did she make to the creation of The Body Shop? How important is her role in its ongoing management? Anita Roddick’s Management Philosophy amp; Style 1. PHILOSOPHY The 4 basic management functions of Planning, Organizing, Leading amp; Controlling can be analyzed in detail for drawing a picture of Anita Roddick’s Management Philosophy for The Body Shop. 1. Planning * First major obstacle since she didn’t know anything about the cosmetics industry or running a business * Sourcing products from around the world 2. Organizing * Knowledge of finances was unknown and her husband Gordon Roddick helped her with this†¦show more content†¦Eccentricity/Being different (Body Shop was positioned as a simple trading place rather than a sophisticated store) c. Bold/Radical (Supporting highly politically sensitive issues like environment conservation, animal testing, Third World economy job creation etc) d. Cared about people (Day care centers for employees) e. Risk Taking (Entered the communications-intensive US market with the same no-advertising strategy. However, her environment friendly business positioning was easily replicated by competitors like Estee Lauder and Revlon) f. High personal values (However, she herself says that this might have been a problem ‘...........I have never been able to Body Shop values from my own personal values’) g. Customer Focus (She says ‘†¦..The trouble with marketing is that consumers are hyped out†¦Ã¢â‚¬â„¢) All of these points to an inspirational/motivational and transformational leadership/management style with a focus on being different and innovative and at the same time holding humane values as the highest goal of business. Through the Body Shop she has used the ‘Environmental Product Differentiation’ Strategy to market the brand/product. Contribution to creation of Body Shop In 1976 an inexperienced Anita Roddick got tired of unsubstantiated management and The Body Shop claims of the cosmetics industry that their products couldn t deliver. She decidedShow MoreRelatedBroken Promises - `Aid Not Trade, a Play on the Body Shop `Trade Not Aid Slogan. Body Shop Gets the Aid in the Form of Native Images, Says Dr. Terence Turner. In Return, Natives Get Almost No Trade.2669 Words   |  11 Pages is a specialist on image rights. Pykati-re is an elder of Pukanu village, which along with Aukre village in remote northern Brazil, processes the oil. His image was featured in an American Express advertisement alongside Body Shop founder Anita Roddick. It was also used in publicity to raise funds in Europe to help the Kayapo. Village elders complain that much of that money never made it to the communities. Problems with the Kayapo have been simmering for years. In 1993, Body Shop was showeredRead MoreManagement and the Body Shop1476 Words   |  6 Pagesthe functions of management where the basics of planning, organizing, leading, and controlling apply to The Body Shop. In 1976 an inexperienced Anita Roddick got tired of unsubstantiated Management and The Body Shop claims of the cosmetics industry that their products couldnt deliver. She decided to make a decision that would change her life forever. Anita became a manager of her own small business in Brighton England. Selling the natural secrets found throughout the world; learned from extensiveRead MoreThe Body Shop, Corporate Social Responsibility Essay6824 Words   |  28 Pagesdistinct from it, although the main themes and issues will be drawn together to expose areas of concern and signpost future courses of action. Introduction The Body Shop International PLC is a global cosmetics company launched in 1976 by Anita Roddick and her husband Gordon, which was predicated on ethical principles and the values of environmental sustainability. Generally known as The Body Shop, the company has 2400 stores in 61 countries, two thirds of which are franchised, selling a rangeRead More Management And The Body Shop Essay1455 Words   |  6 Pagesthe functions of management where the basics of planning, organizing, leading, and controlling apply to The Body Shop. In 1976 an inexperienced Anita Roddick got tired of unsubstantiated Management and The Body Shop claims of the cosmetics industry that their products couldnt deliver. She decided to make a decision that would change her life forever. Anita became a manager of her own small business in Brighton England. Selling the natural secrets found throughout the world; learned from extensiveRead MoreThe Body Shop And The Beauty And Cosmetics Industry2407 Words   |  10 Pagesthevision to sustain in global arena with strong ethical values. Dame Anita Roddick, established a unique example of entrepreneurship in 1976 when she initiated the operations of The Body Shop in Brighton, England. When Anita began her journey, little did she imagine The Body Shop would grow into Global Business with thousands of stores spread across the world.(The Body Shop International Plc., 2014). 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The Body Shop’s headquartered are located in Littlehampton, England, and was founded by the late Dame Anita Roddick. The Body Shop is now part of the LOrà ©al corporate group since March 2006. The Body Shop is well known for its social and environmental values and campaigns. An example is the community trade reflecting its avowed practice of trading with communitiesRead Morecase study 3 Essay examples839 Words   |  4 Pagescommunity (ies), the environment, shareholders, vendors, franchisees. Assess how Anita did in serving each of these constituents after going public. Be specific. Its constituents after going public altered from the time The Body Shop just started. After going public, its employees are not hired directly by founder herself but her franchises owner. By appointing a head franchisee in each major national market, Roddick was able to concentrate on the development of new product lines and the company’s