Question: What were the recommendations of the Project Manager regarding competitor information and the discussion on the size, shape, appearance, functions, and button layout of the remote control?

Answer: The project manager acknowledged the lack of background information on the competitor but suggested analyzing based on product price. Marketing added that the remote control is not a consciously assessed factor in purchasing decisions. The question arose whether the remote control should be larger to avoid loss, with User Interface initially suggesting a bigger size and the project manager proposing a hand-sized device. Taking into account the light feature and noise, User Interface believed a mobile remote control with a target price of 25 Euros was feasible. Both User Interface and the project manager agreed that ease of use was paramount, with the project manager desiring a fashionable shape. They ultimately decided on a banana-shaped remote control to align with their company's yellow color. The remote should be compact and trendy, made with different materials and colors. To maximize user satisfaction, the power button should be placed on the top right for easy thumb access, along with standard buttons for channels and volume. The User Interface also suggested adding their logo to make the remote control unique. Initially, the User Interface designer wanted a curvy design, but the marketing expert expressed budget concerns and deemed it unnecessary. Eventually, they compromised on a flat and single-curved remote control design.


Question: What were the team's discussions and decisions regarding the product cost, project plan, target revenue, and cost control?

Answer: The team made decisions regarding the material, functionality, and design of the device. They opted to use either rubber or plastic as the material, discarding the use of titanium. The joystick was removed, but the LCD and advanced chips were retained to appeal to the young market. The team also decided to use a normal color to reduce costs. In terms of the battery, they agreed that one battery was sufficient and decided against using kinetic energy due to cost and practicality concerns. They chose one advanced chip and a combination of rubber and plastic for the material, with a small part made of a special material like titanium. The teletext was removed, and a docking station was added. The team also decided that the infrared LED was unnecessary. They later realized that regular chips were suitable for the scroll-button and only the LCD display required advanced chips, resulting in cost savings. Solar cells were incorporated into the battery. The project manager aimed to sell the device internationally, with a selling price goal of 25 Euros and a profit aim of fifty million Euros. The team aimed to sell four million units and achieve a fifty percent profit margin. The project manager questioned whether the design could be implemented within a budget of twelve Euros and fifty cents. The industrial designer mentioned that programming the keys was affordable, but the feasibility of the ASR system was uncertain, suggesting the need for compromise. The industrial designer and the user interface designer were tasked with providing two designs with exact cost prices for evaluation. The first design met the budget requirements, so the team focused on the second design to see if a combination of the two could create an innovative design within budget. To reduce costs, the project manager suggested using normal chips instead of advanced ones in exchange for the speech recognition function. The special color was reserved for the case, which was designed with curved sides and top and bottom. There was a debate about eliminating the number of buttons or the LCD display, but it was determined that removing the buttons would complicate device usage. After considering cost, the team decided to discard both the LCD display and the speech recognition functions.


Question: What were the key points discussed by the group regarding pricing, individual task assignment, product cost, and production costs of the product?

Answer:
The Project Manager addressed the team regarding the price issue and the financial goal, setting the unit price at 25 Euros. It was determined that the production cost of each remote control would be 12.5 Euros, and the team would need to achieve sales amounting to 50 million Euros. Individual tasks were assigned to team members, with the Industrial Designer responsible for creating a working design based on a rough plan for the first phase, and the User Interface team tasked with specifying the technical functions. Market research was assigned to the Marketing team.

To control expenses, the team made several decisions. Firstly, they considered the use of kinetic technology, which was deemed too costly at three Euros. Instead, they opted for a combination of rubber and plastic for the device, using one color for the case and another for the buttons. The team also agreed to add a special form for the case, as the push button interface was inexpensive. They decided against incorporating a joystick, LED display, or advanced chips, allowing them to keep the budget under control.

The Project Manager revealed that the current standards would result in a cost of 22 Euros, prompting the team to eliminate certain characteristics that would not add much value. While this could make the device appear dull and simple, the group believed that they could raise the selling price to 50 Euros.


Question: Summarize the discussion on the transcription pipeline, the details about setting up the wizard and recruiting participants, and the improvements made to the back recognizer for the Aurora task. Additionally, explain PhD B's approach to the back-end of the Aurora recognizer and the professor's opinion on improving the back recognizer. Lastly, mention any humorous moments related to scheduling meetings.

Answer: The team discussed the involvement of various institutions, such as the University of Washington and Santa Barbara, in the transcription task. They were interested in understanding how the diversity of sound would impact their data. Additionally, the team expressed the need for more corpora and the inclusion of more students in future meetings. During the trial run of the interface, Litonya served as the first subject, with Fey acting as the wizard. The team was pleased with Fey's performance and decided to hire her. Based on Fey's suggestion, they also agreed to introduce the wizard in a more appropriate manner. Furthermore, the team acknowledged that the run was too long, lasting 5 minutes. PhD B conducted an experiment to enhance the backend performance of the Aurora recognizer, focusing on the recognition of the HTK system and challenging the canonical paradigm. Specifically, PhD B concentrated on Italian and experimented with the number of states for different words, believing that training for each case could improve performance by accounting for variance differences. The Professor considered the experiments to be relatively simple, so computational power was not a concern. Additionally, he proposed increasing the number of states from six to nine. In a lighthearted moment, the team joked about one meeting being a "guys" meeting due to the absence of female members. They also engaged in casual banter, including the use of foul language and joking about the amount of bleeping required for the transcription.


Question: What were David Hopkins' thoughts on the new Act and what factor did he consider as the cause of exclusions?

Answer: The new Act is expected to put additional pressure on schools, as agreed upon by David Hopkins and Sharon Davies. However, Hopkins dismissed the notion that the delegation levels would have any impact. He suggested that headmasters and local authorities should approach the new Act with a more constructive mindset, as it would be beneficial for the post-16 sector. Hopkins also expressed his belief that the delegation levels were sufficient in most authority areas, thanks to agreements with the government to ensure adequate funding for schools. The decisive factor, according to Hopkins, was the narrow measure at the end of Stage 4, which led headmasters to either exclude students or transfer them to another school.


Question: What ideas were suggested by User Interface and Industrial Designer when discussing market research and related adjustments? Why did Industrial Designer consider incorporating an alarm and physically different designs when discussing market research and adjustments due to new project requirements?

Answer: The User Interface team emphasized the importance of adjusting the design of the remote control to meet the needs of users, with a focus on reducing buttons and improving usability. They suggested that the proposed general remote controller by the marketing team would increase the budget and complexity, and recommended stopping the research and instead focusing on the appearance design. The Industrial Designer highlighted the primary function of the remote control as sending messages to another system and emphasized the need for an energy source, integrated circuit, and infrared lamp control. They proposed making the battery and infrared lamp more affordable and sustainable, and also suggested incorporating a speech recognition interface based on market research. The market research revealed that users' biggest frustration was losing the remote control in their house. To address this issue, the Industrial Designer proposed adding a button on the TV that, when pressed, would make the remote control beep to help locate it. This solution was considered to be within budget. Additionally, the Industrial Designer drew inspiration from the design of Xbox and emphasized the importance of considering the physical differences among users worldwide when determining the size of the remote control.


Question: Summarize the group's discussion and determination on the detailed design and evaluation criteria of the product.

Answer: The User Interface team presented the function, customizability, and appearance of the remote control, including the color, material, and shape. The group then discussed the location of the microphone and the weight and shape of the buttons. The Project Manager suggested placing the microphone under the flip, while the User Interface team argued for it to be on the side. Additionally, the User Interface team proposed making the buttons in the shape of an egg and using plasticine as the material. The Industrial Designer proposed specifying the location of the microphone, but there was disagreement between the Project Manager and the User Interface team. The Project Manager believed the microphone should be under the flip for easy voice recognition control, while the User Interface team insisted on placing it on the side for voice activation even when the remote control is out of reach.


Question: What were User Interface's opinions on the technical function design of the new remote control and the incorporation of a keypad, as well as the team's opinions on User Interface's idea of a compact and multi-purpose remote and the locking function in the layout presentation?

Answer: The User Interface team emphasized the importance of simplicity in the remote control, suggesting the removal of unnecessary functions like subtitles and mute, which could be controlled through the menu. However, Marketing disagreed, stating that the limited options offered by the company would restrict sales and profits. User Interface argued that electronics were different from other products and didn't always require a multitude of choices. The transition to the new remote control was a point of contention, with Marketing suggesting a gradual approach to avoid overwhelming users. User Interface countered that it would depend on how the remote control was advertised for easy navigation without numbers. The idea of a compact remote control with additional functionalities for controlling air-conditioners, heating systems, and audio players was supported by User Interface and the Industrial Designer. User Interface also proposed replacing the keypad with an LCD screen menu display, allowing for better organization of channels into subgroups. The locking function was seen as a novel idea, but User Interface questioned its necessity, while the Project Manager believed it could be easily implemented physically, such as with a cover, switch, or flip mechanism.


Question: Summarize the reasons for the industrial designer's preference for a potential-meter for volume control and the discussions on technical function design and high technology features.

Answer: The group discussed the issue of volume control and agreed that using two discrete buttons for volume was not efficient. Instead, they proposed using a potential-meter or a slider that would allow users to quickly adjust the volume. The user interface designer emphasized the importance of simplicity and proposed a remote control with minimal buttons, a backlit screen that can change colors, and a titanium material, which was approved by the group. Marketing suggested incorporating high-tech features like an LCD display and speech recognition, particularly targeting younger users. However, the industrial designer expressed concerns about the impact on circuit design and pricing, while marketing believed it was feasible. The industrial designer also highlighted the need to consider battery life if speech recognition was implemented. The user interface team suggested unique designs and recommended adding options for favorite channels and a menu button that could integrate with volume and navigation buttons. The group agreed to make the remote slightly smaller and drew inspiration from mobile phone designs.


Question: What were the reasons behind the decision to allocate $1 million in bonuses to the CEO of the Canada Infrastructure Bank instead of investing in essential infrastructure such as roads, schools, hospitals, and long-term care homes? Additionally, what challenges did Canadian farmers encounter, and what were the minister's views on foreign businessmen in Canada in terms of finance and security?

Answer: The government, led by Hon. Catherine McKenna, introduced a $33 billion infrastructure program aimed at building modern, public infrastructure to create jobs and enhance Canada's international competitiveness. Collaboration with the Government of Quebec was emphasized, with projects in the member's riding already making a significant impact. The recent change in management at the Canada Infrastructure Bank marked a new phase in its development. However, farmers faced challenges accessing financial aid due to the complexity of the online calculator, even after seeking assistance from accountants. Hon. Bill Blair, Minister of Public Safety and Emergency Preparedness, stressed the importance of prioritizing the health and safety of Canadians. Non-essential travel restrictions and a mandatory 14-day quarantine for those with essential purposes were deemed necessary measures.


Question: What are the cost-cutting measures when implementing the speech recognition feature and what is the conclusion regarding its impact on cost calculation and budget issues?

Answer: The Industrial Designer proposed that it would be more cost-effective to use existing parts in stock for re-manufacturing. The Project Manager acknowledged that the other materials used were relatively inexpensive and straightforward. While the LCD display would be costly, using black and white initially and upgrading later would be a more affordable option, as suggested by the User Interface team. Additionally, the Industrial Designer mentioned that replacing the kinetic batteries with standard batteries would require removing the voice recognition feature. In response, the Project Manager compromised by suggesting that the team could provide voice recognition in an upgraded version specifically for the business class, who have higher office specifications.


Question: Summarize the presentation and discussion on the functional requirements, including Marketing's presentation and the team's discussion about the customer's requirements for the remote.

Answer: The Marketing team conducted lab tests and found that users preferred a high-tech yet user-friendly remote. They decided to simplify the remote by keeping only the most necessary buttons, as research showed that users typically only use about ten percent of the buttons. Additionally, users expressed frustration with losing their remotes easily. To address this, the team discussed incorporating a speech recognition function into the remote. According to Marketing's research, three-quarters of customers found their remotes ugly and only focused on the channel, volume, and power buttons. Many customers also struggled to learn all the functions on the remote. To solve these issues, Marketing suggested a speech recognition system and a beeping device to locate the remote. They also recommended designing a remote that is easy to pick up and use, targeting a younger market interested in LCD and speech recognition. The group agreed to consider Marketing's suggestions for the remote's functionality and design.


Question: What are Huw Irranca-Davies' thoughts on the capacity to deliver the childcare offer in the next several years, the impact of the Flying Start scheme on children, and the government's plan to provide medical assistance to the most vulnerable to COVID-19 infection?

Answer: The Minister of Health, Hon. Patty Hajdu, emphasized the government's commitment to improving access and affordability of prescription medications for all Canadians. The introduction of PMPRB regulatory amendments aimed to make prescriptions more affordable, and Canada would remain an important market for new medicines. However, concerns were raised about the lack of direct support for seniors, who were particularly affected during the pandemic. In response, the government assured the committee that senior patients had been given appropriate attention. Huw Irranca-Davies expressed confidence in the capacity growth to deliver the product in the next few years, citing the development of roll-out and the team's real-time learning. Additionally, a separate fund was allocated to address the issue of the Welsh language in cycle meithrin. Huw Irranca-Davies highlighted the positive impact of the Flying Start program on disadvantaged children, providing 10 hours of education provision for every family. However, he acknowledged that the majority of disadvantaged children were not located in Flying Start areas.


Question: What guidance does the federal government provide regarding employment concerns? How are schools and their governing bodies held accountable for their practice and work? Why was Education through Regional Working taken as an example? What was the debate about the UK's economic bilateral relations?

Answer: The government is working closely with the provinces to ensure workplace safety and support workers who feel their workplace is unsafe. The Estyn inspection regime is evolving and moving towards more regular inspections in schools. The categorization system is used to identify support for schools. ERW is an example of an organization that does things differently and is effective in delivering for children and teachers. The regional consortia are not controlled by the government but are created by local authorities to meet their needs. The opposition party claims that the government is not cooperating with the UK, their largest trading partner, but the minister assures that CETA will continue to apply to trade with the UK during Brexit.


Question: What were Marketing's thoughts on the appearance design, speech recognition system, ideal materials, voice recognition incorporation, current fashion trends, previous remote controls, and rubber material when evaluating and discussing the new remote control?

Answer:
The Marketing team initially proposed using titanium as the material for the front side of the remote control, as it would give a strong appearance without being too difficult to handle. However, they acknowledged that the dark color of titanium might not appeal to the younger demographic. Therefore, they decided against using titanium as the main material.

Market research indicated that people between the ages of 15 and 25 would be willing to pay extra for voice recognition. However, Marketing pointed out that this preference did not necessarily imply a desire for a fancy or unique remote control. They highlighted issues with existing voice recognition software, such as word limitations and inaccurate results due to regional accents. As a result, Marketing deemed the incorporation of voice recognition to be unfeasible.

Initially, Marketing had concerns that the Industrial Designer's choice of materials for the prototype would limit the fashion style. However, they were convinced by the Industrial Designer's explanation that changeable faces would allow users to customize their remote controls. Additionally, the rubber case would provide a spongy feel. Marketing gave one point to the Industrial Designer's style design.

Based on their research, Marketing found that existing remote controls were unsatisfactory in terms of appearance, feel, ease of use, and findability. They also identified areas for improvement, such as the brightness of the screen and color options.

During the Industrial Designer's presentation, the team discussed the choice of materials, including rubber, plastic, and titanium. Marketing expressed a preference for rubber due to its spongy feel, damage resistance, and reasonable price compared to titanium.


Question: What were the opinions of B and D regarding the experimental setup of the computer navigation system?

Answer: The experiment will involve subjects being given texts about a city to familiarize themselves with foreign terms. They will then use a computer navigation system to navigate the city and complete tasks. However, the computer system will intentionally crash, leaving the subjects without GPS. A human operator will assist them, and the subjects will have to provide visual information to determine their location. Creating movies of walking was initially seen as requiring significant technical effort, but it was later considered worthwhile. The goal of the experiment is to observe how people communicate in this scenario. There was a discussion about recording the navigation system videos from a first-person perspective, and the system's ambition was clarified to be understanding people's reactions and conversations. Potential candidates for the human operator and wizard roles were also mentioned.


Question: Summarize the discussion on Eurospeech, reverberation, the Eurospeech paper, and on-line normalization.

Answer: The team was preparing to submit a paper to Eurospeech, which was being held in Denmark. They were also discussing the best way to present the reverberation problem, noting that the spectral effects were quite evident. In order to focus solely on the main voice, they needed to eliminate any sources of variance from the data. Additionally, PhD C informed the team that their Eurospeech paper had been accepted, and the conference would be held in Aalborg, Denmark in September. The team was also making advancements in on-line normalization, exploring two different approaches.


Question: What are the achievements of the Act and the Bill so far and what improvements can be made to them?

Answer: The new system of student finance has shifted the parameters of influence for HEFCW and any new tertiary commission. All institutions have successfully become living wage employers and have signed up to the Welsh Government's code of ethical procurement. The government plans to use the remit letter to promote transparency in senior leaders' pay and address the gender pay gap within institutions. Funding and the remit letter have been successful in driving improvements in mental health in the higher education sector. The PCET reforms aim to encourage collaboration and cooperation across the sector through a legislative and regulatory regime.


Question: Summarize the team's discussion on support vector machines, controlling the size of combinatorial input, and volume variation.

Answer: Support vector machines were found to be more effective in handling smaller amounts of data, making them suitable for learning patterns in MFCC with minimal effort. These machines work by identifying an optimal separating plane, which is more efficient compared to the computationally expensive k-means clustering method. The team expressed concerns about the potential combinatorial input that would arise from different linguistic and contextual schemas when using the Bayes net. To address this, the Professor suggested narrowing down the decision variables by studying the trade-offs between different input factors. One idea proposed by the team was to limit the types of objects in the environment to a small subset and establish rules governing actions related to those objects. Speaker mn014 conducted training to enable the system to distinguish between speech from loud and quiet speakers. This pre-segmentation modification allows for the specification of desired minimum lengths for speech and silence portions, as well as facilitating the identification of pauses and utterance boundaries.


Question: Summarize the group's discussion on the design, appearance, function, and target users of the remote control, including the possible detailed designings and the initial ideas raised.

Answer: The User Interface team suggested simplifying the technical functions of the remote control and removing unnecessary features, while also proposing a Hello Kitty theme and bright colors. They also proposed designing a fashionable and modern spherical remote controller with reduced buttons and hinged parts. The Marketing team suggested a keyboard-shaped remote control with a user-friendly handle, and the Project Manager further suggested a joystick keyboard. In the design of the spherical remote control, a hinge was used to connect the middle part and a light sensor was incorporated to minimize buttons. The Project Manager suggested adding a handle for stability, but this compromised the spherical design. In the design of the joystick keyboard, Marketing proposed using hinges for portability, and the Industrial Designer suggested adding a round shape under the keyboard for user-friendliness. The Project Designer proposed adding sensors on both sides for convenience. The aspects discussed included compatibility, ergonomics, and battery type. The remote control needed to be compatible with various devices and come with a detailed instruction booklet. The design of the remote's look and curvature was also important. The team decided to postpone addressing the battery issue. According to Marketing, the target market for the remote control was below forty years old, and User Interface suggested adding an extra function to hide features and display a clear menu, while also incorporating fashionable functions. The group acknowledged the challenge of balancing functionality and fashion.


Question: What were the Industrial Designer's thoughts on the older generation, plastic, fashion design, and evaluation criteria when discussing the style and design optimization of the remote control?

Answer: The Industrial Designer initially had concerns about replacing buttons on the remote, but Marketing convinced them that the age gap was a problem regardless of design modifications, and insisted on incorporating a menu display. Initially uncertain about using plastic for a fashionable look, the Industrial Designer was shown examples by Marketing and the Project Manager, demonstrating that silver plastic could look smart. The Industrial Designers believed that fashion should have individuality and combine with function for a perfect fit between fashion and electronics, emphasizing the need for originality to be unique. They also agreed that the remote should be fashionable, technologically innovative, and customer-friendly, suggesting that fewer buttons could improve ergonomics.


Question: What were the key buttons discussed and decided upon for the design, including any changes from the current design, and which buttons were included in the prototype presented?

Answer: The team initially considered including buttons for channel change, power, and volume on the remote. However, they realized that additional buttons for adjusting brightness and tint might be necessary, leading them to conclude that a menu button was also needed. The idea of incorporating a scroll button and joystick was rejected by the Industrial team, as they believed that the elderly might struggle with these features. Marketing further argued that a basic layout with fewer buttons would suffice, as TV remotes typically require minimal buttons. The Project Manager accepted these suggestions. The layout of the remote was designed with the power button placed near the thumb, the index and middle fingers assigned to channel up and down, and the ring finger and pinkie controlling volume. Additionally, there were buttons labeled "L" for lock and "M" for mute, while a numeric keypad was located at the top for direct channel input. The confirm button for the LCD screen and a power button, when held for approximately two seconds, were both represented by a red button measuring three and a half centimeters in width.


Question: What were the opinions of the Professor and PhD D about LPC?

Answer: The professor identified two problems with the LPC: degradation and pitch issues. Additionally, the professor mentioned that the LPC was discarding valuable information. PhD D pointed out that the resynthesized speech produced by the LPC was not identical to the original speech, although the excitations were clearer in the resynthesized version.


Question: What were the Industrial Designer's thoughts on the various energy sources discussed, including wind-up, potential options, and solar cells, and why did they consider the power source important in presenting the working design?

Answer: The Industrial Designer explored the concept of using wind-up energy as a power source for the remote control, but it conflicted with the potential banana theme. Instead, the kinetic energy source was deemed more suitable. While the Industrial Designer was not well-versed in dynamo technology, they preferred using batteries. Solar power was also considered, but it would not be compatible with a rubber case. The power source was seen as crucial in determining the device's lifespan, signal transmission range, and complexity of functions. However, the goal was to avoid constraints by adding excessive power. The Industrial Designer believed that a solar cell was necessary for speech recognition, as daylight would be sufficient for recharging. It was assumed that the remote control would be used in well-lit rooms.


Question: Why did User Interface agree with Industrial Designer's opinion on the adapted product of the remote control and what were their thoughts on the ergonomic need, easy-to-learn design, and trendy features?

Answer: The User Interface team agreed with the Industrial Designer that having different incompatible remote controls would inconvenience users. They also emphasized that this remote control was specifically designed for televisions. In addition, they supported Marketing's proposal for a more ergonomic design, as they believed that using computers in a strange position could lead to tendonitis and wrist injuries. However, they presented a paradox regarding simplicity and individuality. They acknowledged that while a simple and easy-to-use remote control may lack individuality, making it too individualized would require users to learn how to use it. When discussing trendy features, the User Interface team recommended keeping the remote control simple to appeal to a wider market and using a standard design to cater to the international market.


Question: Summarize the discussion about the product features, including the conclusion on the product price, cost, and new requirements for the functional design.

Answer: The goal for the remote control was to create a unique, fashionable, user-friendly, and affordable product. It was decided that the remote control would be priced at 25 Euros, with a product cost of no more than 12.5 Euros. Initially, the Project Manager targeted a younger demographic, specifically those under 40 years old, which led to the requirement of a trendy design. Additionally, it was important for the corporate color and slogan to be easily recognizable on the remote control, prompting the consideration of a replaceable cover.


Question: What were the opinions and conclusions of the industrial designer and user interface designer regarding the work division, difference between their roles, and component design in the discussion?

Answer: The industrial designer and the user interface designer had different roles in the design process. The industrial designer focused on the functionality and implementation of the remote control, while the user interface designer was responsible for the appearance and user experience. The industrial designer suggested using custom designs for certain parts, such as the case and circuit board, while using standard parts for others, like the buttons and wheels. Materials like rubber, plastic, wood, and titanium were considered, with titanium being less preferred. The industrial designer recommended batteries over solar cells for energy reliability. The user interface designer proposed adding an LCD display for output, despite the industrial designer's concerns about cost.


Question: Why did the group and industrial designer consider technology innovation as a key factor in evaluating and designing the product's technical functions and working design?

Answer: The group discussed the technological innovation of the prototype, with Marketing expressing dissatisfaction due to the lack of LCD screens and a fancy chip. However, the Project Manager saw potential in the kinetic battery as a good innovation. The group acknowledged that the battery feature might go unnoticed by users until a year had passed without needing a battery change, leading to an average rating of four out of seven. The Industrial Designer presented two remote control designs, but the Project Manager found neither of them aesthetically pleasing. The Industrial Designer suggested incorporating a cool appeal and ergonomic design into a fashion remote, as there was a market for technology with a cool look. The group agreed to explore new technologies such as a touch screen and nicer materials for the remote, emphasizing the importance of technological improvement. The team recognized the innovation of the first remote control, which featured an LCD display, dual-handed usage, and an alarming feature. Its unique yellow color resembling a banana aligned with recent fashion trends. Although some features resembled an iPod, the team considered it a creative design for a remote control. Notably, the controller included an embedded microphone array capable of recognizing simple vocal commands and four microphones to capture voice from different directions, along with tactile buttons, which was seen as a positive aspect.


Question: Summarize the presentations and discussions on the working design, technical functions, and functional requirements.

Answer: The first presentation focused on users' functional requirements, highlighting that 80% of people prefer a visually appealing remote and younger individuals prefer voice recognition. The second presentation discussed the technical functions of the remote, emphasizing the need for practicality and ergonomic design. The third presentation delved into the working design, introducing the main components such as the battery, chip, user interface, and infra-red bulb. The industrial designer further elaborated on the working design, including energy considerations, LED sender, different user interface options, and a chipboard with buttons. The group then decided on removable fronts, a small centralized LCD screen, and a power button with additional setting buttons. The presentations collectively emphasized the importance of functionality, beauty, and ease of use in the remote design.


Question: What were the opinions of PhD A, PhD E, and PhD B on VAD, the best result, and meeting diversity?

Answer: A good VAD was deemed impossible without baseline features, and the model did not benefit from online normalization when spectral subtraction was already in use. Interestingly, the performance of short filters was on par with long filters, and the model showed promise in well-matched cases. Despite mixed results, the shorter latency was seen as a positive indicator. On the other hand, the best results were achieved when applying FFT bins with a Wiener filter and no noise addition, although the results with noise were still close. It was noted that most nets were not as good, except for the multi English. MSG did not provide as much information as expected, and even without normalization, the neural network still performed at 90%. In terms of data collection, PhD B advocated for diverse data and suggested focusing on natural meetings while incorporating other data as well.


Question: Summarize the team's discussion and preferences regarding User Interface's presentation on different types of interface design slides.

Answer: The team discussed various designs for the remote control, including a voice recognizer remote with multi-purpose use, a child-friendly and compact remote, and an oversized remote. The T-shaped design and child-friendly interface were well-received, but the oversized remote was deemed impractical. The main function of the remote would be sending messages to the TV, and the interface should include nine channel buttons, volume buttons, subtitle buttons, and switches for controlling features like color contrast and sharpness. The interface designer emphasized the importance of a visually appealing remote, suggesting colorful buttons in fun shapes like stars. The idea of speech recognition was also brought up. The user interface team discussed the implementation of buttons and LCD screens, as well as the use of speech recognition systems. Marketing suggested focusing on a fancy look and targeting a young user group. The user interface team presented two types of remotes: engineering-centered ones with extensive functionality and user-centered ones focused on ease of use. The team also discussed the integration of the corporate image into the remote design and made suggestions for improving the layout and ergonomic design of the remote.


Question: Summarize the discussion on the prioritization and support of mental and emotional health of young people, including the challenges faced by secondary schools and the considerations given during difficult times.

Answer: Kirsty Williams acknowledged the pressure that qualification examinations put on students and expressed the need to guide them in making the right decisions regarding their A-Levels and baccalaureate. Secondary school pupils often feel neglected and it is challenging for schools to provide effective support. During extended closures, it is important for school staff to check in with students through phone or video calls to maintain contact. It is also crucial to promote online resources such as the Meic website to engage young people.


Question: Why did the User Interface give four points in ease of learning and change their evaluation criteria from two to four when discussing whether people would buy the remote control? Additionally, why did the group decide to give two points on usefulness during the product evaluation?

Answer: The marketing team used the iPod as an example to illustrate the ease of learning the new remote, but the User Interface team disagreed, stating that it would be more difficult due to the menu system and the need to input favorite channels. They rated the learning curve as four out of seven. When discussing whether people would change their remote control, the User Interface team gave a low rating of two out of seven, citing the negative impression of the banana design. However, they acknowledged that if other remotes were unattractive, the product could still have a chance. The basic mode of the remote had two directional buttons for volume and channel control, with additional functions displayed on an LCD screen and a jog dial for cursor control. Overall, the remote was considered easy to use.


Question: What was the team's final decision on the component design, including the use of kinetic energy as the power source, the comparison between battery and kinetic energy, and the titanium case in the industrial design concept?

Answer: The team reached a consensus on printing the circuit board in bulk to reduce costs and accommodate both regular and advanced chips, including the infrared sender. While a scroll wheel was considered as an alternative to push buttons, its requirement for a more expensive chip led to the decision to use push buttons instead. The case design was agreed to be bright, colorful, and strong, with a trendy aesthetic. As for the energy source, the battery was chosen, but the team also explored the idea of incorporating kinetic charging as a backup option. The kinetic charging feature was seen as useful and convenient, allowing users to simply move the remote instead of relying on recharging or battery replacement. Additionally, it was suggested that exercising while using the remote could be a unique selling point. The team discussed various battery options, including basic, kinetic, and solar energy. Solar energy was deemed unsuitable for cluttered environments, while kinetic charging was seen as a self-rechargeable option. However, the team still had some uncertainty regarding the material for the case, with titanium being considered trendy and modern but not yet finalized.


Question: Summarize the discussions on awareness raising, evaluation, investment, responsibility, and the dataset on tracking adopted children. What were the accusations against the Prime Minister and the Government? How do the experts consider the appropriateness of the targeted money?

Answer: The legislation aims to clarify that it does not intend to criminalize parents, and the responsibility for raising awareness on this matter was discussed. Sally Jenkins suggested that drivers should play a key role in raising awareness through various means such as preventative and universal services. The question of whether this awareness should be included in the Bill and who should bear the cost was also debated. Huw David expressed uncertainty about including it in the Bill but acknowledged its worth considering. It was agreed that Welsh Government Ministers should have a duty in this regard. The liberal government was criticized for limiting scrutiny of their spending and avoiding accountability by locking down Parliament. The Prime Minister was accused of refusing to hold a first ministers meeting and negotiate to pass a bill. While there was no exact evaluation, Dr. Frank Atherton believed that a strong evaluation was necessary. The draft strategy estimated an investment of £8 million to £10 million per year, with a focus on extending different sources. Dr. Frank Atherton emphasized the importance of both local and national leadership. Kirsty Williams stated that individual interventions of PDG should only target children eligible for free school meals, but schools may use PDG funding for universal interventions. PDG has been used to train all teachers in the concept of growth mindset. Other approaches to nurturing talented children, such as the "window on the world bus" funded by schools, were also mentioned. Kirsty Williams mentioned ongoing discussions about finding a way to collect data on children, although parents cannot be forced to disclose such information. The aim is to create a dataset to track children's educational attainment, involving not only education but also social services and the health service.


Question: Summarize the impact of the funding for supporting teachers on the preparation and implementation of professional development, as well as the accusations against the Liberals and the discussions on the implementation for social services.

Answer: The largest investment in professional learning since the history of devolution has been made available to every school, empowering head teachers to address the professional needs of their schools and practitioners. This national initiative will begin with individual school assessments. The allocated funding covers a two-year period, with ongoing discussions for future allocations beyond that timeframe. The Liberals and conservatives have faced criticism for maintaining the ban on blood donations from gay men and trans women, as well as using the emergency wage subsidy for partisan activities. Sally Jenkins emphasized the duty to report instances of child smacking, while also clarifying that social services aim to support families in finding their own solutions rather than imposing punitive measures. Existing legislation already covers cases of child abuse by parents, but the threshold for intervention needs further clarity. Social services will adapt their interactions with parents based on proposed laws. Emergency and out-of-hours local authority services are already in place and operate 24/7, working closely with the police.


Question: What were the disagreements between User Interface and Industrial Design regarding the outer design, shape, financial issues, and price of the remote control?

Answer: The Project Manager initially suggested placing a large version of the company's logo in the middle of the remote, but User Interface raised concerns about the size and usability of the remote. They pointed out that a large logo would make the remote too big and wide to fit comfortably in one hand, and the buttons would have to be smaller as a result. User Interface proposed an alternative design, suggesting a curved shape resembling a hand with scroll buttons on the side. The User Interface also proposed incorporating a voice recognition system instead of a handheld model, but the Industrial Design team argued that it was necessary for the remote to be able to be held in hand. They believed that not everyone would always use the voice recognition system and that a round shape would be inconvenient. When discussing the financial aspect, User Interface suggested making the remote environmentally friendly by not using batteries, but Industrial Design disagreed. They argued that solar cells may not always work reliably, and setting up a solar system would be expensive. In terms of technology, the Industrial Designer noted that while the complexity of a phone is higher than that of a remote control, the price of the two cannot be compared even though they may look similar.


Question: Summarize the discussion and findings regarding the microphone issues and data.

Answer: The professor raised concerns about the lapel microphones being too close, rendering them unsuitable as representative microphones. It was unanimously agreed upon that these microphones tend to capture non-voice sounds, including breath, due to their common usage. The group then delved into the discussion of recognition results obtained from 20 minutes of close-talking microphone data. The results indicated a high level of recognition performance, showcasing the potential for forced alignment procedures and the analysis of other significant signal information such as prosody and overlapping speech. To further evaluate the recognition performance, it was decided to downsample the close-talking data and input it into the SRI recognizer for comparison. Additionally, the group expressed the urgency to test the far-field microphone data on the recognizer as soon as possible.


Question: Summarize the discussion on price issues, target groups, target price, target cost, target profit, cost, and marketing target of the remote control product, considering its design, functionality, and conceptual design.

Answer: The Project Manager proposed pricing each remote control at 25 Euros, with a production cost of 12.5 Euros, aiming for a profit of 50 million Euros in the first year. The target market would be international and encompass all age groups. The product itself was shaped like a banana, with a standard battery and a wheel. The materials used for manufacturing included a yellow banana-shaped case and rubber, totaling a cost of 10.7 Euros, which fit within their budget. With a price gap of 12.5 Euros, they set the price at 25 Euros, which was deemed reasonable and attractive. Marketing set a sales figure of four million to reach the profit goal. Additionally, the idea of providing different designs for different target audiences in different countries was suggested to make the remote control more popular and appealing.


Question: What were the important features of the remote control according to Marketing? What were Marketing's suggestions and recommendations regarding the functions and new useful features of the remote control? Who did Marketing believe should be the target audience for the remote control and why?

Answer: Marketing believes that the appearance of the remote should be cool and modern, and they suggest removing or combining buttons. They also propose incorporating a tracking device and speech recognition. Additionally, Marketing recommends focusing on the functions of changing channels and volumes, and using speech recognition to locate the remote if it's lost. They suggest developing a multi-purpose remote control to differentiate from other single-purpose remotes on the market. They recommend using technologies like radio waves and Bluetooth instead of infrared, as it can be easily obstructed. Another suggested feature is to inform users of upcoming programs. Marketing suggests targeting the low-end market due to budget constraints and describes the product as a cheap-end remote control. They believe that a high-end remote control with sophisticated functions would not be competitive in the low-cost market.


Question: Summarize the group's discussion on cost control, finance, budget control, and detailed shape design.

Answer: The Project Manager revealed that the new remote controls were initially priced at €14.60 each, exceeding the budget by €2. After a discussion, the team managed to reduce the cost to €11.60 by making adjustments to two parts of the design. This allowed them to incorporate additional designs into the existing models, ultimately setting the final cost at €12.50 per remote. In order to meet the tight budget, the group made several cost-cutting decisions, including reducing the number of batteries from 2 to 1 and choosing plastic as the case material. However, they retained the advanced chip, LCD screen, and docking station, which were considered the strengths of the product. The group also addressed the issue of buttons, realizing that it was a significant cost driver. As a quick solution, they eliminated the help and mute buttons, replaced the program buttons with a scroll-wheel, and removed a volume button and a channel button. Additionally, they discussed the concept of a spongy first layer that could be magnetic and act as a plastic cover for certain buttons or the USB interface, allowing users to peel it open like a banana. The Industrial Designer suggested eliminating the curve in the scroll wheel, while the Project Manager proposed removing speech recognition to further reduce costs. After considering various factors such as material, function, color, chip, LCD, and shape, the group decided to eliminate the scroll wheel function and microphone, change the color to green, and modify the shape to a single curve, resulting in a final cost of €12.50.


Question: Summarize the discussion on the technical functions, evaluation criteria, menu function and interaction with other tools, power source, and desired features of the remote control.

Answer: The team discussed the cost and difficulty of the working design, with the Industrial Designer believing that it would not involve specialized technologies. However, the User Interface pointed out that the technical functions should be based on user requirements. After deliberation, the team agreed that the remote control should be designed for novice users. The Project Manager suggested reviewing market research results and new requirements from Marketing, which clarified the design direction. The team agreed to include simple functions and certain large buttons. Despite their brilliant ideas, the group realized that the remote control they designed had high quality but low acceptance. Marketing proposed re-envisioning the remote control based on menu functionality, current technology, and interaction with other tools. They suggested discarding unnecessary buttons and incorporating speech recognition technology. User Interface argued for discarding the existing standard and keeping only basic and user-friendly functions like channel selection, volume, and enter key. They also discussed the conflicts between technology and price, considering the use of speech recognition and solar energy. Marketing suggested making the remote control a dock for placement. The team identified compatibility, appearance, and proper button design as desired features for the new TV remote controls.


Question: Summarize the Project Manager's opinions on the goal, recommended features, joystick idea, and programmable remote control idea for the new remote control project.

Answer: The project manager's goal for the new remote control project was to design a trendy and user-friendly remote control that would be sold worldwide at a price of 25 Euros. Considering that remote controls are often played with or thrown by children, the project manager preferred the material used in the construction to be unbreakable, especially on the outside. Additionally, the remote control should be slim, simple, and universal, compatible with any kind of television. The idea of a joystick with an LCD menu screen was appreciated by the project manager, as it would consume low power and display a fair amount of information. Other functionalities would be accessed through the menu by traversing around. The project manager agreed with the user interface team that buttons should only be used for default functions like volume adjustment and channel flipping once a functional joystick was implemented. The marketing team initially did not understand the purpose of a programmable remote control, but the project manager explained that users would need to program specific commands into codes on the remote control if they used it for different devices. Furthermore, users could even create their own function names instead of searching for command codes on a computer.


Question: Summarize the challenges, speech overlap, LPC, deletions, improving the net, overlaps, control, and further modifications discussed before submission for Eurospeech'19.

Answer: Deleting segments of the recordings is expected to be time-consuming for transcribers, and more results are needed for Eurospeech'01 submissions. Speaker mn005 is currently working on detecting overlapping speech, reporting approximately 300 cases of overlap in a single transcribed meeting. Future work will involve manually deriving time marks from sections of overlapping speech and experimenting with different measures to identify speaker overlap. The team was using LPC to filter out white noise from the digit task, but there were concerns about LPC's representation of speech and its degradation. The addition of the neural net doubled the number of deletions, but the model did not significantly improve, leading to the decision for further experimentation. PhD G explained the data's representation of overlaps and proposed analyzing the distribution and average length of overlaps, as well as anonymizing and classifying overlaps by type. Postdoc F suggested conducting control experiments with smaller groups of people to gather useful data.


Question: Summarize the presentation and discussion on market trends, specific details connected with market interests, the result of marketing research, and fashion trends.

Answer: Marketing presented on market trends and suggested strategies for the remote control, emphasizing the importance of a fancy look and feel, as well as incorporating European fashion themes with fruit and vegetable shapes. They also highlighted the trend of using soft and spongy materials. The team discussed the results of a marketing survey on remote controls and agreed to design remotes with a more fancy outlook and fewer buttons. The goal was to make the remote easier to find and less complicated, reducing the time users need to learn its functionality. They also discussed implementing voice recognition and a scroller button, and decided to include a child lock feature that can be opened with a specific code. The team also discussed the set of vocabularies for the speech recognizer, deciding to include numbers and words. However, they acknowledged the challenge of making the speech recognizer distinguish between different voices and handle background noise, and planned to continue discussing it. From a marketing perspective, the highest priority was the fancy look and feel of the remote, followed by technological innovation and ease of use. The marketing team also emphasized the use of spongy materials for the remote's feel.


Question: What were the key decisions made regarding the style, design, and functionality of the remote control, including the incorporation of a menu display, button size and scale design, button grouping, and the use of a fluorescent button?

Answer: The marketing team believed that the market would prefer a remote with convenient channel browsing and volume adjustment features, rather than complex programming or excessive buttons. The user interface team agreed and proposed a menu display to enhance user-friendliness. The design of the buttons was discussed, with a focus on volume, channel, power, and other essential functions. The team considered the size, placement, and arrangement of the buttons, ultimately deciding to place the power button on top. The idea of a mute button was also suggested, although the project manager did not see it as important. The team liked the idea of using fluorescent lights, but the user interface designer suggested making it tactile by using little arrows. They debated whether to use a battery or a naturally fluorescent material to power this function. Marketing suggested targeting elderly users who often struggle with remote controls and emphasized the need for clear button allocation. To address this, they proposed grouping the buttons based on their functions, a suggestion that the project manager agreed with.


Question: What were the group's discussions about the user requirements and user interface controls of the new remote control, including the presentation of buttons, layout design, and color?

Answer:
Regrettably, Marketing did not receive specific user requirements at this time. However, User Interface provided valuable input during the discussion, highlighting the importance of a user-friendly remote control. Specifically, users expressed a desire for regular-sized buttons and a compact and convenient design. Additionally, they emphasized the need for a wide zapping range to ensure the remote control could function from a distance.

The Industrial Designer proposed integrating scroll-wheels with buttons, but User Interface questioned its practicality. In response, the Project Manager suggested incorporating a scroll-bar on the side for muting the device. Since an LCD display was not necessary, a regular chip was deemed sufficient.

User Interface presented a comprehensive overview of the buttons and layout for the remote control. The team collectively decided against implementing a speech recognition interface due to its cost and unnecessary nature. Ultimately, they agreed on a simple set of push-buttons, including power, channel up, channel down, volume up, volume down, numerical keypad, and a lock button or cover. The team also discussed additional features such as colors and gimmicky elements. User Interface proposed using black and yellow colors, with special parts like the RR logo in yellow. They also suggested incorporating a rubber case for safety reasons.

During the presentation by Marketing, the user requirements were shared, based on market research conducted with 100 people. It was found that users were most frustrated when they couldn't locate their lost remote control. The research also indicated a need for a simplified interface, as users did not want to spend time learning how to use the remote control. Many buttons were deemed unnecessary, and teletext was considered outdated. Marketing expressed a negative view towards incorporating voice recognition.

Furthermore, Marketing highlighted that customers generally expected the new remote control to be visually appealing and technologically innovative. The trendiest shape suggested was that of fruits and vegetables. Users also expressed a desire for a spongy texture. Marketing suggested that the team could consider a fruit-shaped remote control made of rubber material.

In summary, the team discussed various aspects of the remote control design, taking into account user expectations and preferences. The focus was on creating a user-friendly and compact remote control with regular-sized buttons and a wide zapping range. The integration of scroll-wheels and a scroll-bar for muting were considered, along with the decision to forgo an LCD display. The final design included a simple set of push-buttons, with the option of a lock button or cover. The team also discussed the use of colors, such as black and yellow, and the incorporation of a rubber case for safety. Market research revealed the importance of a simplified interface and the negative view towards voice recognition. Additionally, customers desired a visually appealing and innovative remote control, potentially in the shape of fruits and vegetables with a spongy texture.


Question: Summarize the opinions and thoughts of PhD A on histogram equalization.

Answer: The team had a discussion about the technique of histogram equalization, which was mentioned in a recent paper by Ney. Guenter from Germany expressed his skepticism about using CVS for his work and mentioned his plan to work on histogram equalization. PhD A was curious about the specifics of the technique, particularly how the histogram represents energy levels and its implications for the model. The team engaged in a conversation about the paper and explored the potential applications of histograms.


Question: What were the reasons for the delay in the advance payment program and what were Carol Shillabeer's thoughts on various aspects of the program such as legacy arrangements, community of practice, intersection with outcomes for children, and development of transition guidance?

Answer: The Minister of Agriculture and Agri-Food assured that despite the challenges of staff working remotely, the government was making every effort to expedite advance payments. However, the opposition party raised concerns about a policy change that made it more difficult to qualify for these loans during the pandemic. The minister clarified that they were continuously collaborating with program administrators. The specialist CAMHS element would be integrated into the CAMHS network, while the whole-school approach had already been established by the government. The program aimed to establish a strong connection between referrals and the appropriate practitioners and services, with a focus on flexibility and resource optimization. The community had made progress in standardizing services and fostering collective reflection for improvement, although there was still room for improvement in the operating environment. The need to consolidate services for specialist CAMHS in-patients was identified as a priority. While guidance had been developed and the program was undergoing evaluation, further work was required to ensure a systematic approach to implementing the guidance for all individuals.


Question: What were the thoughts of Grad G and the Postdoc on meeting data quality and collecting notes and related data with meetings?

Answer: To ensure accurate recording of participants' locations and prevent unintended audio leakage, Grad G proposed the inclusion of seat information in key files. This would aid in identifying the source of voices picked up by other microphones. Additionally, Grad G suggested implementing a convenient bleeping feature for participants during the meeting. While a synchronized bleeping system would require infrastructure, a faster alternative could be explored. The postdoc agreed that collecting digital notes during the meeting was beneficial in theory, but expressed concerns about the added noise to the microphone. Instead, the postdoc proposed having transcribers take notes after the meeting. Overall, both Grad G and the postdoc recognized the value of notes in generating summaries.


Question: Summarize the team's discussion on CVS security and the relationship between OGI and CVS.

Answer: The team discussed the possibility of setting up a CVS server on a new port to enable remote access. However, they were unsure about the password mechanism required for this setup. They considered using an anonymous CVS to store transcripts, as it relied on open source software. The team also inquired about OGI's use of CVS to access the code and discovered that they were not using it. It was mentioned that no one at OGI was currently working on Aurora, but they were expecting Sunil to start working on it once he returned.


Question: What is the opinion and role of the PDG in intervening in Neath Port Talbot and ERW to address the issue of safeguarding their schools? Additionally, what was the PDG's involvement in working with families? Lastly, how did the rate of improvement differ between the primary and secondary sectors?

Answer: Kirsty expressed the importance of understanding how Neath Port Talbot would support schools and teachers if they were to withdraw from ERW. She sought clarification on how this support would be provided outside of the organization and how the schools and students in Neath Port Talbot would be protected from any disadvantages. Kirsty emphasized the need for assurances from Neath Port Talbot and expressed disappointment in not yet receiving their plans. Claire Morgan suggested that headteachers in the best schools should see themselves as community leaders and engage directly with disadvantaged families and underachieving children. PDG funding would be used to appoint staff for this purpose. Meilyr Rowlands acknowledged the existing gap between primary and secondary schools, with a higher percentage of primary schools performing well compared to secondary schools. He attributed this gap to transitions between different stages of education. In conclusion, Meilyr Rowlands proposed considering various factors to better understand the identified gap.


Question: What were the discussions about the talk, neurons, transcriber pool, and acoustic-phonetic analyses?

Answer: The presentation at EML will cover a theoretical framework, including NTL, mirror neurons, and relevant fMRI work. The neural aspect of the research is of interest to various groups. The language analysis will focus on image schemas. Additionally, feedback on the thesis proposal will be provided via email. The latest version of the construction formalism is necessary for the presentation. In terms of transcribing, a decision was made to delegate transcribers to label a subset of digits or Switchboard data for fine-grained acoustic-phonetic features. Speaker fe008 will analyze selected Meeting Recorder data using channelize to determine the adequacy of the resulting units. The group also discussed the possibility of conducting fine-grained acoustic-phonetic analyses on a subset of Meeting Recorder digits or Switchboard data. They explored pre-segmentation manipulations that allow for the segmentation of channel-specific speech/non-speech portions and the differentiation of foreground and background speech.


Question: What is Eluned Morgan's opinion on the pay dispute situation and how did she respond to the question of whether she wishes to see greater pay equality between schoolteachers and FE?

Answer: Eluned Morgan and Dawn Bowden discussed the negotiation process of ColegauCymru. They agreed to closely monitor the situation and wait for the outcome of the negotiations before taking any further action. They had already engaged with ColegauCymru and were aware of the concerns raised by the unions. However, they were uncertain about the potential settlement at this stage. Eluned Morgan expressed the desire for pay equality in teaching, but whether the pay increase should apply to all staff or only teaching staff was a matter for ColegauCymru to negotiate and decide upon. They would wait for the outcomes of these discussions.


Question: Summarize the task allocation and job roles for each team member.

Answer: The interface developer and user interface designer were assigned to work on the design and technical functions of the remote control, respectively. The marketing team was responsible for gathering user requirements. At the first meeting, the group members introduced themselves, with Laura as the Project Manager, David as the Industrial Designer, Andrew as the Marketing expert, and Craig as the User Interface specialist.


Question: Summarize the members' acquaintance with the usage of SMARTboards and the reason for choosing to draw dolphins during the process.

Answer: The manager introduced the SMARTboards, a new technical device, to the team members to enhance their presentation and information sharing tasks. To familiarize themselves with the device, the team was asked to draw animals, with each member selecting a different animal that symbolized their perspective on the product. One member chose a dolphin to represent freedom, as they had a deep love for the ocean and enjoyed swimming in their free time.


Question: What were Kirsty Williams' views on the admission problems of Wales universities, corresponding solutions, funding to support universities, and the immigration policy?

Answer: The blame for the decrease in EU students applying to Wales universities this year was initially placed on the Wales government by Hefin David, but Kirsty Williams cautioned against jumping to conclusions before the first census in November. Kirsty Williams also highlighted that non-EU international students make up a significant portion of non-UK students in Wales institutions, suggesting that there is no need to be overly concerned about the current number of applications. Kirsty Williams praised Swansea University as a good example for other institutions to learn from, citing their attractive curriculum, desired courses, effective teaching, and appealing infrastructure as factors that successfully attract potential applicants. Julie Morgan mentioned that Wales universities were funded with 6.4 million dollars in 2017-18, and Kirsty Williams added that additional resources of £5 million were made available to mitigate the freeze in tuition fees and kick-start postgraduate support. With adequate funding, Kirsty Williams believed that the fiscal problems of Wales universities would be alleviated. Initially hesitant about a new immigration policy, Kirsty Williams changed his stance and advocated for a new immigration system that treats EU students and other foreign students equally when seeking employment in Wales, as locals do not view foreign students as immigrants.


Question: Summarize the discussion on feature classification, meeting corpus structure, model errors, and the Professor's opinion on Danish and German models.

Answer: The team was using TIMIT to look for features and found that the feature classification had means of 0.3 for voiced and 0.59 for unvoiced on voice-unvoice, with high variance. The professor believed that the team's intuition was guiding them towards statistically characterizing what was missing from the spectral envelope, including things potentially lost in the smoothing process. In discussing the corpus, the team debated the extent of segmentation and which recordings to include, expressing the need to filter out breath and non-verbal sounds. They also considered creating a separate directory for two-person conversations and transcripts that deviated from the general meeting setup. While some systems in Aurora performed poorly, the Alcatel systems showed better results, although the Danish model did not improve overall. However, the team's models led to improvements, particularly in the Danish language.


Question: Summarize the discussions on the measures for normal holiday provision for children, the monitoring system for vulnerable children, and the evaluations on the legitimacy of children's rights, protection, and demands.

Answer: The group acknowledged that they were facing a unique and challenging situation, with the need for ongoing provision and a uniform system. They recognized the need to adapt and iterate as they navigated this rapidly-evolving problem on a scale not seen in a century. Concerns were raised about displacement activities during the holidays, prompting every head teacher to be present at school on Mondays with their staff. In terms of prioritizing the care of vulnerable children, an expanded definition was proposed to guide local authorities in identifying those in need. It was emphasized that the mental well-being of these children would be closely monitored, with weekly meetings among staff to ensure effective follow-up. To gain insight into the thoughts and perspectives of children regarding the COVID-19 outbreak, a survey was launched online. The survey aimed to gauge their willingness to return to school and their views on related issues. However, the group acknowledged the need for further evaluation of the coronavirus Act, suggesting a future-oriented perspective and closer examination of individual cases. Another survey was conducted to explore children's thoughts and demands during the pandemic, focusing on their activities during lockdown, opinions on government and school measures, and their desire for reschooling. Efforts were also made to assess the coronavirus Act and potentially ease statutory requirements to better support childcare and education in the future. It was recognized that some carers had to break social distancing laws to care for children in need, prompting a call for flexibility in these circumstances.


Question: Summarize the discussion on the bill to ban physical punishment, including Julie Morgan's perspective and the measures proposed to ensure its effectiveness.

Answer: Julie Morgan proposed legislation to ban all forms of physical punishment in order to protect children's rights. The bill had an implementation group consisting of representatives from the police, the crime commissioner, the Crown Prosecution Service, and social services, ensuring its effectiveness. Ongoing monitoring and public surveys were conducted to gauge public opinion, and further evaluation would be carried out in the next phase. The aim was to provide alternative methods for parents to raise their children without resorting to physical punishment, emphasizing the importance of understanding the impact of legislation.


Question: Summarize the team building process and the discussion about favorite animals, including the Project Manager's favorite animal.

Answer: The team engaged in a discussion about their favorite animals, taking turns drawing them on the whiteboard. The Project Manager chose an elk, admiring its majestic beauty and ability to navigate challenging terrain. The Industrial Designer selected a cat for its independence, while the User Interface designer opted for a dog due to its trainability and friendly nature. The Marketing team member chose a butterfly as a symbol of the arrival of spring. The Project Manager explained her choice of the elk, highlighting its strength and resilience. The team then proceeded to draw their own favorite animals, with Marketing choosing a fish for its unique water-vascular system and habitat, the Industrial Designer selecting a cat for its independence, and the User Interface designer picking a badger based on literary references. The Project Manager showcased a giraffe, emphasizing its individuality and distinctiveness.


Question: What were the opinions of the Professor, Grad G, PhD A, and PhD F on cross-lingual data, the diversity of languages needed, overlaps, and computational resources?

Answer: The team had a discussion about the importance of the multi-lingual aspect of the model. While Grad G believed it was not very important, the professor disagreed, emphasizing the need for a robust model that could be applied to many languages. The team ultimately concluded that they only needed sufficient breadth in language coverage, focusing on the most commonly used languages in cellular phones. They found that the similarity between different languages would allow them to cover more ground with fewer languages. However, the recognizer faced challenges when dealing with segments labeled as 'overlap', where multiple speakers were talking at the same time. It performed well on segments labeled as 'non-overlap', where only one person was talking. PhD F admitted that he had mistakenly run his tasks on all available compute instances, leading to a shortage of computational resources. While new computers were on the way, it was important for everyone to learn to share resources until then. He also provided guidance on how to properly queue tasks.


Question: What steps did the Canadian government take to address trade barriers affecting interprovincial trade of essential goods during COVID-19? Additionally, how did the government ensure the safety and well-being of Canadians with disabilities in relation to the budget? Lastly, how did the government acquire the necessary personal protective equipment (PPE)?

Answer: The government, led by Hon. Chrystia Freeland, expressed a strong commitment to eliminating barriers to interprovincial trade, a priority that has been discussed with the premiers. Despite the recent focus on the coronavirus, the government has been dedicated to this cause, meeting weekly for over two months. In addition, efforts have been made to improve access to medications for individuals with substance use disorders, including the establishment of safe injection sites and support for community-based projects. Furthermore, a made-in-Canada initiative has successfully engaged companies across the country, leading to the retooling and scaling up of operations for the production of personal protective equipment, which has greatly assisted front-line healthcare workers.


Question: Summarize the group's discussion on the unintended consequences of the Bill, including the causes for the increase in the number of looked-after children.

Answer: Barry Hughes raised concerns about unintended consequences, specifically isolated incidences in Wales and performance measure targets. Other concerns included malicious reporting, adherence to the European convention on human rights, low prosecution rates, and a shortage of registered intermediaries. Huw David believed that with careful implementation and adequate resources, there would be no unintended consequences. He mentioned the increasing number of looked-after children in Wales, and Sally Jenkins provided reasons for this trend. Alastair Birch anticipated a greater focus on the UNCRC and emphasized the importance of involving children in discussions that would impact them. This could lead to positive unintended consequences, such as empowering children and revitalizing the voice of the child discourse. The rising number of children in care across England and Wales was attributed to various factors, including increased austerity, awareness of adverse childhood experiences, and understanding the impact of domestic abuse on children. Changes in practice within the judiciary, police service, and preventative services also played a role.


Question: Summarize the discussion on data formats, logistics of training models, issues with data storage, storage disks, and computer connections.

Answer: The team encountered challenges with the Spanish data not being in the desired HTK format, requiring processing. They also realized that data movement was slowing down their processes and sought faster machines. The team discussed incorporating various linguistic features and computational methods for linguistic analysis. In terms of storage, the current file system was running out of space, particularly for back-up capacity. They considered using the reliable tape system at ICSI but needed to consult the system administrator. The storage disks had arrived, but installation was pending. In the meantime, Grad E offered storage space on their computer. The meetings required substantial space, with 1.5 gigs uncompressed and .5 gigs compressed. The professor advised the team to speak with Dave, the person responsible for managing the organization's storage systems, to find a solution.


Question: What were the statements made by Bains and Morneau regarding business loans, debt, the wage subsidy program, loan refinancing, and the arts, culture, and tourism industry?

Answer: The government has been accommodating of small businesses in the past and will continue to do so, as emphasized by Bains. The threshold for individual companies has been increased, and further adjustments are expected. Bains also highlighted the efficacy of the CEBA program, which has already distributed 590,000 loans. Morneau stated that the government is committed to supporting Canadians and will face the challenges brought by the pandemic while supporting small businesses. Bains mentioned that the threshold for the program has been lowered to a 15% decline in revenue and businesses will have greater flexibility in comparing losses to more recent time periods. The government is actively listening to businesses and recognizes the need to be agile. Bains further claimed that $500 million has been allocated to arts and culture organizations, acknowledging the adverse effects of pandemic control efforts on these industries while prioritizing the health and safety of Canadians.


Question: What was the discussion about imports, supply chains, and the delay between materials having an English version and a Welsh version? What was the decision of WJEC regarding the delay? Why did the council disagree with WJEC's decision?

Answer: The opposition party criticized the Canadian government for the unstable supply chain during the pandemic, accusing them of inaction. However, the minister assured that they would collaborate with other countries to keep Canada's supply chains, especially for essential goods, agricultural products, and medical supplies, open. In England, the publishers agreed to delay the release of the English version until the Welsh version was available, and then publish both simultaneously. Darren Millar AM disagreed with this decision, as it would further delay an already overdue textbook, potentially disadvantaging English and Welsh students. John Griffiths shared the same concern about the approach.


Question: What were the professor's comments about Guenter and the soldiers?

Answer: The professor shared news about Guenter Hirsch leaving Ericsson and the possibility of Ericsson withdrawing from Aurora. It was mentioned that Guenter Hirsch had been happily employed at a nearby technical college for the past two to three years. Additionally, the professor recounted a story about soldiers assigned to watch for spy planes, highlighting the importance of not making assumptions without verifying them. The soldiers, after establishing a pattern, stopped looking for the plane and spent time with the locals instead. However, they got into trouble when they reported the plane on a day it didn't show up. This story served as a lesson about the significance of testing assumptions even after making small changes.


Question: What were the key points discussed by the team during the product evaluation, specifically regarding the new features and addressing customers' concerns?

Answer: The team discussed the appearance of the prototype, acknowledging that it was subjective and dependent on individual taste. However, they agreed that the function allowing users to design their own front look added value and personalized touch. The team also emphasized the importance of prominently visible and relevant buttons on the remote, making it easy to use. They also incorporated a speaker into the device to address the issue of it being out of sight. However, the team found the lack of LCD display or other technology-related functions unsatisfactory. The Industrial Designer argued that adding LCD and speech recognition features would increase costs, but the Project Manager suggested considering the LCD option later. Overall, the team believed the product was intuitive and successfully incorporated their main goals. They were confident that customers would not lose the remote due to its large size, bright yellow color, and speech recognition feature. The Industrial Designer proposed an additional feature to raise the volume when the remote was far from the TV, but the team acknowledged the need to compare costs before implementing annoying alarms or other alternatives. They decided to focus the remote's functions solely on the television and removed features like teletext, LCD screen, and voice recognition. The team was satisfied with reducing the number of unused buttons and considered the user interface to be user-friendly. However, they acknowledged the need for improvement in the location function, technological innovation, material, and fashion style of the remote. The team found the case design to be moderate and acknowledged that it was not attractive or easy to hold for left-handed individuals. The Industrial Designer believed the first design lacked innovation compared to existing products, but the second design was highly innovative with scrolling buttons and automatic speech recognition. Both designs targeted specific customer groups, with the first design catering to older individuals and the second design targeting those between twenty to forty-five years old. In conclusion, the team felt they successfully embodied the company's philosophy of incorporating fashion into electronics.


Question: Summarize the discussion on the most important part of in-patient care and its workforce, including Carol Dhillabeer's perspective.

Answer: The progress of the in-patient care program and the challenge of the workforce were discussed by Carol Shillabeer in response to Lynne Neagle's question. Carol suggested the employment of more psychology assistants as part of a skill mix team and the utilization of communities of practice to optimize resources. The use of the Welsh language was agreed upon, along with the need for an adequate number of Welsh language practitioners to cater to vulnerable individuals. Additionally, the focus was placed on the long-term collaboration between health and social care to achieve a more integrated and cohesive approach for children.


Question: Summarize the discussions, opinions, and response regarding amendments 11 and 12, which pertain to the duty of ensuring sufficient funding.

Answer: Janet Finch-Saunders raised concerns about the potential costs for Welsh devolved authorities and the lack of quantifiable costs in the regulatory impact assessment. She believed that the Deputy Minister had not fully considered the financial burden on organizations, local authorities, and health boards. The Deputy Minister defended their thorough analysis of the potential impacts of the Bill and argued that they did not anticipate a significant increase in funding demands. Ultimately, amendments 11 and 12 were rejected, while amendments 4 and 5 were approved. The Deputy Minister emphasized that the Bill was not introducing entirely new costly activities, as it was removing a defense to an offense that had long been part of the common law. She urged members to reject the unnecessary amendments.


Question: What policy is the government planning to implement to address the deficit and manage the federal debt?

Answer: The minister emphasized the importance of transparency in investments and assured that the government would provide regular updates on the figures. They also promised that Canada's economy would recover and there would be no tax increases to address the deficit. In response, the opposition party demanded regular updates on the economy. Despite the pandemic, the government aimed to develop a comprehensive plan once the situation stabilized. The government's strong fiscal position and low debt among G7 countries allowed for investments on behalf of Canadians, and they pledged to maintain this approach. Furthermore, the minister assured that there would be no higher taxes.


Question: Summarize the discussion about the hiring process.

Answer: Experiments for collecting new data will begin soon, as the team has already hired someone to recruit subjects and assist with running the experiments. Additionally, the design of the experiments has made significant progress.


Question: Why did the group decide to incorporate both solar cells and classical battery in the industrial design discussion?

Answer: The solar cell, despite being the most expensive component, was deemed essential for the technological innovation of the controller. Additionally, the marketing team saw potential in using it as a selling point for extensive advertising. The incorporation of solar energy as a power source would provide convenience for people in remote areas to recharge the controller, potentially attracting ecologically-minded consumers. Although the design would raise production costs, the added value it brings would compensate for the increase.


Question: What was the final decision regarding the material and design for the industrial product?

Answer: The group made the decision to incorporate wood into the design of the electronics, as they wanted to infuse fashion into the product and wood was considered a more high-class and unique option compared to the common and impersonal plastic material. Additionally, the team planned to enhance the product with software functionalities using programmable chips, specifically FPGA, and opted for chargers instead of batteries.


Question: Summarize the group's discussion on the conceptual design, material, functions, advanced techniques, project finance, and experience of the new remote control.

Answer: The group aimed to achieve a satisfying profit by setting the price of the remote control at 25 euros, which was relatively high. To mitigate the potential decrease in consumers, they decided to make it a universal remote control that could function on different TVs. Additionally, they planned to incorporate a touchscreen and include games for children. The energy source was also a point of discussion, whether to use rechargeable batteries or normal ones. The industrial designer suggested using a soft material for a natural feeling, which was agreed upon by the marketing team. The user interface proposed using rubber, which was accepted by the entire team. The project manager informed the team of their financial target of 50 million euros, with each remote control making a profit of 12.5 euros. The team had various ideas for the remote control design, including an integrated remote control for different devices and a barcode design to tap into the game market. The user interface suggested an integrated remote control to address the issue of losing and complexity. The industrial designer expressed the need for a user-friendly remote control that could work on different devices. The marketing team suggested considering different types of TVs, such as teletext. The project manager agreed and proposed making the remote control more fun and engaging.


Question: What were the main topics discussed in the meeting regarding "what matters", the model of Scotland, funding issues, a particular fundraising campaign, and including more people in risk management?

Answer: The key focus was on articulating the big ideas and ensuring consistency in the core content. The specific wording of the "what matters" statements would be addressed in secondary legislation, with the requirement to include them on the face of the Bill. This emphasis on the importance of mental health was highlighted. Lessons from the introduction of the Scottish curriculum were discussed, including challenges related to assessment and content. Professional learning and preparation for the changes were also emphasized. Funding issues and the need for training in PRUs were raised, with the committee seeking broader measures to support schools and local authorities. The opposition party accused the Minister of Digital Government of supporting the Chinese Communist Party and threatening media freedom, but the Minister clarified that community outreach on social media platforms like WeChat was a regular part of their work. The importance of having a body like HEFCW to monitor and connect different parts was suggested, along with the value of diverse opinions and input from various stakeholders. Despite differing opinions, the goal was to find a proper resolution.


Question: What were the team members' opinions on the color, buttons, LCD screen, and scrolling of the new remote control when discussing the desired features and comparing them to the existing remotes?

Answer: The company aims to create a TV remote that matches the color of the TV they sell, opting for black, gray, or silver as they believe people generally dislike bright colors. They also propose reducing the number of buttons on the remote and making them multifunctional and internationally recognized. The team considers the preferences of both young and old users, with the industrial designer suggesting LCD screens for young people and the user interface team considering the usability for older people. Marketing emphasizes the importance of targeting younger people and suggests using LCD screens, but also acknowledges the cost factor and agrees to consider rubber buttons if LCD screens are too expensive. The user interface team presents the idea of incorporating a scroll on the remote, allowing users to easily navigate and select items. Despite dissatisfaction with the existing remote's color, shape, and buttons, the team agrees that the scroll function is a good idea.


Question: Summarize the government's valuation of different sectors, Gareth Pierce's perspective on digital inequalities as a form of unfairness, Christine Normandin's opinion on federal support for the provinces, and the inquiries regarding Service Canada's cooperation with Quebec. Additionally, explain John Williamson's disagreement with the government's inquiries towards Service Canada and Bergeron's view on the cooperation between the two levels of government in relation to the inquiries towards Service Canada and their cooperation with Quebec.

Answer: The Welsh Government, particularly Kirsty Williams AM, expressed their strong support for WISERD (Wales Institute of Social and Economic Research, Data and Methods), emphasizing the need for further research in Welsh education. They believed that empowering teachers to be flexible in their teaching would lead to more engaging and relevant lessons for students. Gareth Pierce acknowledged the existence of different types of unfairness but found it difficult to determine the specific inequalities impacting young people's achievements. Christine Normandin raised concerns about the conditions attached to federal funding and questioned whether the money would be sent unconditionally. John Williamson criticized Service Canada for their insufficient efforts in helping people adjust to the post-pandemic situation and revive the national economy. Mona Fortier defended the government's support funds but acknowledged the public's desire for transparent and accurate statistics on financial assistance. Bergeron called for closer cooperation between the Canadian government and Quebec to ensure regional development and stability during the pandemic, particularly in terms of unconditional transfers for the healthcare system. The government was pressured to reconsider their collaboration with the armed forces in CHSLDs and their support for Quebeckers.


Question: What are the problems associated with and the operation of mental spaces?

Answer: The focus of the presentation will be on the Bayes-net, with the goal of completing a functioning prototype of the belief-net. To achieve this, the expansion of the Ontology and Discourse nodes will begin by working with a simple construction, such as "where is X?". By analyzing this basic utterance, the limits of the information derived from the construction can be determined, and the module can be designed to accommodate other constructions. In order to address mental spaces and context issues (such as time and space), mechanisms will be employed to create interconnected spaces with defined rules of interaction. However, it is important to limit the complexity of these mechanisms and define the scope of the constructions to be studied.


Question: Summarize User Interface's main ideas and recommendations regarding the functional and technical design of the interface.

Answer: The User Interface team proposed a function where users could choose TV channels or program content instead of just selecting channels, making the remote control more powerful. This technology is already available on some websites. They also suggested expanding the remote control's capabilities to influence other devices like radios or video recorders, but the team was undecided on whether the remote should be basic or multifunctional. They agreed to revisit this decision later. To address the issue of losing the remote, User Interface recommended designing a power cradle for the controller, eliminating the need for batteries and ensuring that users always knew where the remote was. However, the cost implications of this idea needed further investigation. The User Interface designer proposed a screen with a backlight that could change colors, consolidating all options into this screen to minimize the number of buttons and enhance user-friendliness. They also recommended using titanium as the material for its durability and child-proof qualities. Additionally, the designer suggested making the power and volume controls fully automatic.