The Individual is Nothing, the Class Everything: Psychophysics and Modeling of Recognition in Obect Classes

Most psychophysical studies of object recognition have focussed on the recognition and representation of individual objects subjects had previously explicitely been trained on. Correspondingly, modeling studies have often employed a 'grandmother'-type representation where the objects to be recognized were represented by individual units. However, objects in the natural world are commonly members of a class containing a number of visually similar objects, such as faces, for which physiology studies have provided support for a representation based on a sparse population code, which permits generalization from the learned exemplars to novel objects of that class. In this paper, we present results from psychophysical and modeling studies intended to investigate object recognition in natural ('continuous') object classes. In two experiments, subjects were trained to perform subordinate level discrimination in a continuous object class - images of computer-rendered cars - created using a 3D morphing system. By comparing the recognition performance of trained and untrained subjects we could estimate the effects of viewpoint-specific training and infer properties of the object class-specific representation learned as a result of training. We then compared the experimental findings to simulations, building on our recently presented HMAX model of object recognition in cortex, to investigate the computational properties of a population-based object class representation as outlined above. We find experimental evidence, supported by modeling results, that training builds a viewpoint- and class-specific representation that supplements a pre-existing repre-sentation with lower shape discriminability but possibly greater viewpoint invariance.

Region-Based Feature Interpretation for Recognizing 3D Models in 2D Images

In model-based vision, there are a huge number of possible ways to match model features to image features. In addition to model shape constraints, there are important match-independent constraints that can efficiently reduce the search without the combinatorics of matching. I demonstrate two specific modules in the context of a complete recognition system, Reggie. The first is a region-based grouping mechanism to find groups of image features that are likely to come from a single object. The second is an interpretive matching scheme to make explicit hypotheses about occlusion and instabilities in the image features.

View-Based Strategies for 3D Object Recognition

A persistent issue of debate in the area of 3D object recognition concerns the nature of the experientially acquired object models in the primate visual system. One prominent proposal in this regard has expounded the use of object centered models, such as representations of the objects' 3D structures in a coordinate frame independent of the viewing parameters [Marr and Nishihara, 1978]. In contrast to this is another proposal which suggests that the viewing parameters encountered during the learning phase might be inextricably linked to subsequent performance on a recognition task [Tarr and Pinker, 1989; Poggio and Edelman, 1990]. The 'object model', according to this idea, is simply a collection of the sample views encountered during training. Given that object centered recognition strategies have the attractive feature of leading to viewpoint independence, they have garnered much of the research effort in the field of computational vision. Furthermore, since human recognition performance seems remarkably robust in the face of imaging variations [Ellis et al., 1989], it has often been implicitly assumed that the visual system employs an object centered strategy. In the present study we examine this assumption more closely. Our experimental results with a class of novel 3D structures strongly suggest the use of a view-based strategy by the human visual system even when it has the opportunity of constructing and using object-centered models. In fact, for our chosen class of objects, the results seem to support a stronger claim: 3D object recognition is 2D view-based.

3D Object Recognition: Symmetry and Virtual Views

Many 3D objects in the world around us are strongly constrained. For instance, not only cultural artifacts but also many natural objects are bilaterally symmetric. Thoretical arguments suggest and psychophysical experiments confirm that humans may be better in the recognition of symmetric objects. The hypothesis of symmetry-induced virtual views together with a network model that successfully accounts for human recognition of generic 3D objects leads to predictions that we have verified with psychophysical experiments.

An Assessment of the Degree of Implementation of the Lean Aerospace Initiative Principles and Practices within the US Aerospace and Defense Industry

This report is a formal documentation of the results of an assessment of the degree to which Lean Principles and Practices have been implemented in the US Aerospace and Defense Industry. An Industry Association team prepared it for the DCMA-DCAAIndustry Association “Crosstalk” Coalition in response to a “Crosstalk” meeting action request to the industry associations. The motivation of this request was provided by the many potential benefits to system product quality, affordability and industry responsiveness, which a high degree of industry Lean implementation can produce.

Applying the Lessons of “Lean Now” to Transform the US Aerospace Enterprise

Lean is common sense and good business sense. As organizations grow and become more successful, they begin to lose insight into the basic truths of what made them successful. Organizations have to deal with more and more issues that may not have anything to do with directly providing products or services to their customers. Lean is a holistic management approach that brings the focus of the organization back to providing value to the customer. In August 2002, Mrs. Darleen Druyun, the Principal Deputy to the Assistant Secretary of the Air Force for Acquisition and government co-chairperson of the Lean Aerospace Initiative (LAI), decided it was time for Air Force acquisitions to embrace the concepts of lean. At her request, the LAI Executive Board developed a concept and methodology to employ lean into the Air Force’s acquisition culture and processes. This was the birth of the “Lean Now” initiative. An enterprise-wide approach was used, involving Air Force System Program Offices (SPOs), aerospace industry, and several Department of Defense agencies. The aim of Lean Now was to focus on the process interfaces between these “enterprise” stakeholders to eliminate barriers that impede progress. Any best practices developed would be institutionalized throughout the Air Force and the Department of Defense (DoD). The industry members of LAI agreed to help accelerate the government-industry transformation by donating lean Subject Matter Experts (SMEs) to mentor, train, and facilitate the lean events of each enterprise. Currently, the industry SMEs and the Massachusetts Institute of Technology are working together to help the Air Force develop its own lean infrastructure of training courses and Air Force lean SMEs. The first Lean Now programs were the F/A-22, Global Hawk, and F-16. Each program focused on specific acquisition processes. The F/A-22 focused on the Test and Evaluation process; the Global Hawk focused on Evolutionary Acquisitions; and the F-16 focused on improving the Contract Closeout process. Through lean, each enterprise made many significant improvements. The F/A-22 was able to reduce its Operational Flight Plan (OFP) Preparation and Load process time of 2 to 3 months down to 7 hours. The Global Hawk developed a new production plan that increases the annual production of its Integrated Sensor Suite from 3 per year to 6 per year. The F-16 enterprise generated and is working 12 initiatives that could result in a contract closeout cycle time reduction of 3 to 7 years. Each enterprise continues to generate more lean initiatives that focus on other areas and processes within their respective enterprises.