Rotation Invariant Real-time Face Detection and Recognition System

In this report, a face recognition system that is capable of detecting and recognizing frontal and rotated faces was developed. Two face recognition methods focusing on the aspect of pose invariance are presented and evaluated - the whole face approach and the component-based approach. The main challenge of this project is to develop a system that is able to identify faces under different viewing angles in realtime. The development of such a system will enhance the capability and robustness of current face recognition technology. The whole-face approach recognizes faces by classifying a single feature vector consisting of the gray values of the whole face image. The component-based approach first locates the facial components and extracts them. These components are normalized and combined into a single feature vector for classification. The Support Vector Machine (SVM) is used as the classifier for both approaches. Extensive tests with respect to the robustness against pose changes are performed on a database that includes faces rotated up to about 40 degrees in depth. The component-based approach clearly outperforms the whole-face approach on all tests. Although this approach isproven to be more reliable, it is still too slow for real-time applications. That is the reason why a real-time face recognition system using the whole-face approach is implemented to recognize people in color video sequences.

The Japanese Business System: Key Features and Prospects for Change

This paper argues that the Japanese business system cannot be adequately understood without extending the focus of analysis beyond the individual firm to the vertical keiretsu, or business group. The vertical group or keiretsu structure was first identified and studied in the auto and electronics industries, where it is most strongly marked, but it characterizes virtually all sectors, service industries as well as manufacturing. Large industrial vertical keiretsu are composed of subsidiaries engaged in three distinct types of activities (manufacturing, marketing, and quasirelated business). The coordination and control systems are built on the flows of products, financial resources, information and technology, and people across formal company boundaries, with the parent firm controlling the key flows. The paper examines the prevailing explanations first for the emergence and then for the persistence of the vertical group structure, and looks at the current pressures for change and adaptation in the system.