Behind the curtains

Kaizen’s Operations & Research Entity Presents

Behind the Curtains – Facial Recognition

By Shobhit Saran

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EDITOR’SLETTER

“"With Evolution, Changes happen in every part of the world every day, every time."”

Welcome to the fifth edition of “LAKSHYA”, our monthly supplement designed for people who dare to think above the average and believe in connecting the dots. In an age where technology has taken over every sphere, information is abundant and data is omnipresent, we have conspired to bring to you a collection of thoughtfully created and carefully crafted pieces of work by some bright aspiring minds of ICFAI Business School, Hyderabad on the current trends and hot topics in the field of Operations Management and their relevance in different industries.

Facial recognition is a biometric software application capable of uniquely identifying or verifying a person by comparing and analyzing patterns based on the person's facial contours. Facial recognition is mostly used for security purposes, though there is increasing interest in other areas of use. In fact, facial recognition technology has received significant attention as it has potential for a wide range of application related to law enforcement as well as other enterprises. Facial recognition is also known as face recognition.

We look forward to providing you with some valuable insights and inculcate the passion for reading once again within you all. We hope that you enjoy this first issue and do let us know if there are any topics you’d like to see covered in the future.

Please write to us and become a part of this discussion Email ID: kaizenclub.ibs@gmail.com SUHAIL SHAIKH IT HEAD Kaizen – IBS Hyderabad

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CONTENTS

BEHIND THE CURTAINS – FACIAL RECOGNITION

04

8D METHODOLOGY

09

ADAPTABILITY- THE NEW COMPETITIVE ADVANTAGE

12

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BEHIND THE CURTAINS RECOGNITION

–

FACIAL

BY Shobhit Saran

BEHIND THE CURTAINS – FACIAL RECOGNITION

Facial recognition technology (FRT) has emerged as an attractive solution to address many contemporary needs for identification and the verification of identity claims. It brings together the promise of other biometric systems, which attempt to tie identity to individually distinctive features of the body, and the more familiar functionality of visual surveillance systems. Humans have always had the ability to recognize and distinguish between faces, yet computers only recently have shown the same ability. In the mid-1960s, scientists began work on using the computer to recognize human faces. Since then, facial recognition software has come a long way.

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So, what is it exactly?

Facial recognition is a category of biometric software that maps an individual's facial features mathematically and stores the data as a face print. Google provides a similar capability with its Google Cloud Vision API. The technology, which uses machine learning to detect, match and identify faces, is being used in a wide variety of ways, including entertainment and marketing.

Facial recognition systems are currently being studied or deployed for airport security and it's estimated that more than half the United States population has already had their face print captured.

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How Does It Work?

The software identifies 80 nodal points on a human face. In this context, nodal points are endpoints used to measure variables of a person’s face, such as the length or width of the nose, the depth of the eye sockets and the shape of the cheekbones. The system works by capturing data for nodal points on a digital image of an individual’s face and storing the resulting data as a face print. The face print is then used as a basis for comparison with data captured from faces in an image or video.

The fundamental mantra is that every face is different, so for a biometric match the technology looks from point to point on each face, and no two are identical.

Nor is it possible to fool the system with a mask or a photo over the face, and the manufacturer claims it is 100% secure. The facial scans are compared to photos already in the CBP’s possession – typically passport photos for Americans. The data is stored with the CBP and is never distributed to a third party. The CBP System is itself only 97.5% accurate which makes it still open to questions on the remaining part. Although security checking exists to protect the public, it is slow, mundane, intrusive, unfashionable and irritating. Any attempt to control passenger flows without skin contact with other human beings is bound to be unpopular. Especially those methods that shouts soul-less electronic voice orders at passengers, and/or direct confusing digital message at them and group them into pens to be interrogated by a robot, which is what often happens with biometric iris technology already. That is why improving passenger satisfaction is often given as a reason for the implementation of this technology. And there is a spin-off ‘benefit’ at the highest end of the technology, in that passengers will no longer have to access their travel documents at any point of the airport journey. When this technology is fully implemented their face will, passively, be their passport. At check-in, border 6 |K A I Z E N ’ S O P E R A T I O N S & R E S E A R C H E N T I T Y

control, the security checkpoint, even to access lounges or buy something at a shop, restaurant or bar.

Moreover, it should not be forgotten that the technology is still very much under trial. There are particular benefits to this technology. Other biometrics like fingerprints, iris scans, and speech recognition cannot perform this kind of mass identification. And questions have been raised on the effectiveness of face recognition software in cases of railway and airport security. The President Trump is enamored of Biometric Exit, a buzzword for a technology that photographs U.S. visa holders as they leave the country, to be matched with the passport-style photos provided with the visa application. If there’s no match in the system, it could be evidence that the visitor entered the country illegally. He has his concerns and doubts and to vanquish them he has come up with this measure for all the airports all over US and seeing this even others are trying their best leads to this technology. But while the technology for facial recognition travel is ready from a technological standpoint, experts say that regulatory issues present a problem of the remaining 2.5% as mentioned earlier.

Every new facial recognition technology represents huge perspectives and promises for the future evolution. It’s highly possible that in a couple of years 7 |K A I Z E N ’ S O P E R A T I O N S & R E S E A R C H E N T I T Y

such systems would be able to process gestures, expressions, palm & ear prints, voice and scent signatures. Not to mention that humans can’t do what a computer is capable off – like comparing simultaneously pictures of many individuals against a database of thousands.

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8D METHODOLOGY BY MAHESH HIREMATH

The Eight Disciplines (8D) is a problem-solving technique intended to identify the root cause of a problem. 8D is a phenomenal first step to enhancing Quality and Reliability when the product is defective or not satisfying the customer. The study was conducted in a manufacturing company producing springs and stampings. The data was collected for a period of Six months from January 2014 to June 2014, to identify defective percentage of valve spring components and they were found to be high at the average rate of 17.07%. In this work the objective was set to reduce the rejection level to 5%. In order to achieve this, 8D problem solving technique was used to analyze and solve the problem.

Then, Pareto analysis was done to identify vital causes contributing defectives.

From the Pareto analysis, it was found that functioning length variation is the major cause for rejection. Further brainstorming sessions was held to identify the root causes. After the brainstorming session, cause and effect diagram was constructed and 5why analysis was carried out and it was found to be variation in the pitch distance at the begin-end side leading to negative helix in the functioning length of the valve spring. The suggestions to reduce the rejection percentage were to make pitch distance equal at begin-end side of the valve spring and to gradually increase the pitch up to 2 coils. After implementing the suggestion, the pitch distance was equal at the begin-end side of the spring which reduces the negative helix in the functioning length reducing the percentage of rejection to 4.91% in July 2014, from average rejection of 17.07% (6 months data).

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The 8D sometimes also referred as Ford TOPS 8D, 8D, and Global 8D. Many industries especially in automotive sector consume the 8D methodology as a tool in the essence of standardizing process. The 8D consists of a group or teams working together in order to solve the problems by utilizing an organized 8 step approach to help focus on facts, rather than the opinions. It is a powerful method in creating appropriate activities in order to identify the root causes and give permanent solutions to eliminate the root causes. There are reports of effective utilization of this strategy to manage constant repeating issues, fundamentally imperfections or guarantee issues. This method was first developed and adopted by Ford Motor Company, then in 1980’s it was known as Team Oriented Problem Solving (TOPS). The early usage of 8D exhibited so powerful and essential strategies for archiving problem solving efforts, and the company keeps on utilizing 8D till today. The 8D method is a special tool of ISO/TS 16949:2009 and has been broadly used in automotive industries for service, including the issues with supplier qualification confirmation, process deviations, maintenance, customer complaints, purchases, etc. Eight Disciplines (8D) Problem Solving is a method that uses a step-by-step approach for solving problems. This includes identifying, correcting, and eliminating recurring problems. The 8D approach has been adopted widely in the manufacturing world, but it is a management process. It needs other tools in order to complete the tasks in each step. In general, the 8D technique was never planned to replace a systemic quality system. The 8Ds’ goal is to confront the problems and find the weakness in the system that allowed the problem to happen in any case. The greatest misuse in the execution of the 8D includes utilizing the method exclusively as a one-page problem reporting exertion. This abuse is frequently further overstated by requiring the report to be composed inside 24 hours. A few steps can take a few hours, while others can take weeks. In manufacturing, many problems can occur only just with a one of a kind condition. Sometimes they will be available, other times won’t. Some studies and experiments must be conducted in order to understand the root causes. He additionally expresses that 8D reporting can be tedious and hard to create and keeping that in mind the end goal to effectively execute the 8D method, the people involved should get a suitable preparing.

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Discipline Number

Discipline number definition

D1

Establishing the team

D2

Problem description

D3

Immediate action

D4

Identification of causes

D5

Corrective action

D6

Measuring of effectiveness

D7

Expansion

D8

Congratulate the team members

Eight Disciplines in Problem Solving

After receiving the complaint from the customer, the response time rules associated step in 8D methodologies are as follows: • Y1 (1 day) - A1; • Y2 (2 days) - A2 and A3; • Y14 (14 days) - A4 and A5; A6 and A7 defined; • Y60 (60 days) - all steps completed.

For example, after receiving a complaint from the customer, steps A1 to A3 should be finished inside 2 days and the customer should receive the second feedback on the complaint.

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ADAPTABILITY- THE NEW COMPETITIVE ADVANTAGE BY DIVYAJOT KAUR

War is an environment where cause and effect are often indiscernible, where traditional responses often fail, and solving problems requires new ways of thinking. In this environment, the need for adaptability in leaders and organizations is essential. The challenges presented by the complex and uncertain environment dictates that one of the essential qualities for success, as a leader, is the ability to develop organizations capable of adapting.

Some researchers have defined Adaptability as the degree to which adjustments are possible in practices, processes, or structures to projected or actual changes in climate. Adaptation can be spontaneous or planned and be carried out in response to or in anticipation of changes in conditions. Operations are dynamic and consistently evolve by adapting to the changes that are taking place in the different industries. Only collaborative methods can create a win-win situation for both the organization and its employees as it supports in fulfilling the objectives. The digital disruption in manufacturing creates a dynamic landscape where Operational Excellence (OE) strives for stability, quality, and efficiency while continuing to service an increasingly demanding customer. Initiative overload is among the greatest challenge that organizations face today in their quest to achieve a competitive position in global markets and supply chains.

Each initiative in itself warrants the attention of the whole organization if it is to be successfully implemented. Yet, organizations often attempt to run parallel implementations of these major initiatives, with limited resources, at inflated costs, pursuing internal or external acknowledgement to achieve Operational Excellence.

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Management initiatives come and go and fluctuate in their relative importance to leaders. One feature that has remained prominent in the past half century’s range of activities is the theme of performance measurement. Measures enable an organization to keep score and monitor the effectiveness of strategies and plans. They are – or should be — the basis for management Operational Excellence decision making. Unless done with rigor and careful thought, the implementation of metrics and measures can drive undesirable behaviours and produce cynical reactions from staff.

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ABOUT US:

The word “Kaizen”, where “Kai” = change “Zen” = good, simply means “change for better”. In English Kaizen is typically applied to measures for implementing continuous improvement. It is an approach to activity organisation based on common sense, self-discipline, order and economy and is a strong contributor and fundamental part of a lean production process model in lean manufacturing. Kaizen- The Official Operations Club of IBS Hyderabad believes in relishing in the essence of "Constant Change and Evolvement" and hence we, as an organization work willingly for the betterment of the student community. KORE- Kaizen’s Operations and Research Entity, one of our primary wing which flaps to cater to the needs of students and motivate them to soar high by polishing their technical competencies. KORE’s area of expertise includes Case Based Research, Consultancy, Live Projects and Workshops.

LAKSHYA, an initiative taken by KORE primarily focuses on the concepts of operations management and various articles based on the day to day operations and logistics of an organisation - SHALINI JHA

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