• How to View Apple’s Spatial Videos

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    https://blog.frame.io/2024/02/01/how-to-capture-and-view-vision-pro-spatial-video/

     

    Apple’s Immersive Videos format is a special container for 3D or “spatial” video. You can capture spatial video to this format either by using the Vision Pro as a head-mounted camera, or with an iPhone 15 Pro or 15 Pro Max. The headset offers better capture because its cameras are more optimized for 3D, resulting in higher resolution and improved depth effects.

     

    While the iPhone wasn’t designed specifically as a 3D camera, it can use its primary and ultrawide cameras in landscape orientation simultaneously, allowing it to capture spatial video—as long as you hold it horizontally. Computational photography is used to compensate for the lens differences, and the output is two separate 1080p, 30fps videos that capture a 180-degree field of view.

     

    These spatial videos are stored using the MV-HEVC (Multi-View High-Efficiency Video Coding) format, which uses H.265 compression to crunch this down to approximately 130MB per minute, including spatial audio. Unlike conventional stereoscopic formats—which combine the two views into a flattened video file that’s either side-by-side or top/bottom—these spatial videos are stored as discrete tracks within the file container.

     

    Spatialify is an iOS app designed to view and convert various 3D formats. It also works well on Mac OS, as long as your Mac has an Apple Silicon CPU. And it supports MV-HEVC, so you’ll be all set. It’s just $4.99, a genuine bargain considering what it does. Find Spatialify here.

     

     

  • What the Boeing 737 MAX’s crashes can teach us about production business – the effects of commoditisation

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    newrepublic.com/article/154944/boeing-737-max-investigation-indonesia-lion-air-ethiopian-airlines-managerial-revolution

     

     

    Airplane manufacturing is no different from mortgage lending or insulin distribution or make-believe blood analyzing software (or VFX?) —another cash cow for the one percent, bound inexorably for the slaughterhouse.

     

    The beginning of the end was “Boeing’s 1997 acquisition of McDonnell Douglas, a dysfunctional firm with a dilapidated aircraft plant in Long Beach and a CEO (Harry Stonecipher) who liked to use what he called the “Hollywood model” for dealing with engineers: Hire them for a few months when project deadlines are nigh, fire them when you need to make numbers.” And all that came with it. “Stonecipher’s team had driven the last nail in the coffin of McDonnell’s flailing commercial jet business by trying to outsource everything but design, final assembly, and flight testing and sales.”

     

    It is understood, now more than ever, that capitalism does half-assed things like that, especially in concert with computer software and oblivious regulators.

     

    There was something unsettlingly familiar when the world first learned of MCAS in November, about two weeks after the system’s unthinkable stupidity drove the two-month-old plane and all 189 people on it to a horrific death. It smacked of the sort of screwup a 23-year-old intern might have made—and indeed, much of the software on the MAX had been engineered by recent grads of Indian software-coding academies making as little as $9 an hour, part of Boeing management’s endless war on the unions that once represented more than half its employees.

     

    Down in South Carolina, a nonunion Boeing assembly line that opened in 2011 had for years churned out scores of whistle-blower complaints and wrongful termination lawsuits packed with scenes wherein quality-control documents were regularly forged, employees who enforced standards were sabotaged, and planes were routinely delivered to airlines with loose screws, scratched windows, and random debris everywhere.

     

    Shockingly, another piece of the quality failure is Boeing securing investments from all airliners, starting with SouthWest above all, to guarantee Boeing’s production lines support in exchange for fair market prices and favorite treatments. Basically giving Boeing financial stability independently on the quality of their product. “Those partnerships were but one numbers-smoothing mechanism in a diversified tool kit Boeing had assembled over the previous generation for making its complex and volatile business more palatable to Wall Street.”

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