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A new background subtraction algorithm is proposed based on using a subspace model. The key components of the algorithm include a novel method for initializing the subspace and a robust update framework for continuously learning and improving the model. Unlike traditional subspace techniques the proposed approach does not require supervised or lengthy training data upfront, but instead is bootstrapped using a single background frame and exploiting spatial information in place of temporal data to generate pixel statistics for the model. The update framework allows for intelligently updating the model and re-initialization if required as determined by the algorithm. Experimental results indicate that the proposed subspace algorithm out performed traditional subspace approaches and was comparable to and sometimes better than leading standard pixel-based techniques on several standard background subtraction data sets. / Thesis (Master, Electrical & Computer Engineering) -- Queen's University, 2013-08-07 15:42:26.205

Digitized by Kansas Correctional Industries

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<p>The background to this paper is that that many new founded companies have a problem to achieve such a growth rate that they manage to stay alive their first five years. Only a few of the new started company is able to achieve a rapid growth rate in their early lives. Why is this? And can a vision be the answer? The answer to this is yes, a vision can be the answer. But how shall the vision be implemented in the organization in order to work? With this back ground a question were formulated:</p><p>“How do small, high growth companies work with their vision?”</p><p>The study is a case study of a small company in Sweden; company Alpha, who has had a growth rate of over 100 percent per year over the last six years. The company was chosen because of its size and its almost unique way of achieving a high growth rate. </p><p>From several theoretical references a model were created. This model focuses on four different dimensions that are important in order to work and use a vision within a company. These four aspects were; vision development, vision articulation, and vision communication and vision implementation. </p><p>The conclusion of the paper is that rapid growth companies work with visions as a tool to attract personal, and stakeholders. They also work with it in a way that the vision becomes a management tool, used for controlling and showing the direction to the employees, making their work, and decision-taking easier. This is a way to make the employees more secure in both their own actions and what to expect of the company. The paper also shows that companies’ works with smaller visions, department visions, in order to easier implement the vision in the day-to-day work.</p>