BUSINESS PROCESS MODEL FOR INCORPORATING

DESCRIPTIVE AUDIO IN TV SHOW PRODUCTION

Yuval (Jack) Sade, Atul Garg

TRS BTM, Ryerson University, 350 Victoria St., Toronto, Ontario, Canada

Malgorzata Plaza

TRS BTM, Ryerson University, 350 Victoria St, Toronto, Ontario, Canada

Keywords: Business Process Modelling, Audio Description, Process Analysis.

Abstract: Audio Description (AD) is an effective tool which can enhance the comprehension of a TV show or a movie

for visually impaired audiences. Unfortunately, the implementation of AD tends to be expensive and only a

few companies adopt this practice. For example, only a handful of films are audio described for the visually

impaired. This paper evaluates an Alternative Method, a new process model developed for a TV show

production industry, in which AD is incorporated into the production process. The currently adopted

practice or a Conventional Method requires sending an episode to a third party describer in order to add AD.

According to the preliminary results of the analysis conducted in this paper, Alternative Method is slightly

more efficient than a currently adopted practice but allows reducing the production time and yields a

superior quality product. The contribution of this research is that it provides a way to improve efficiency

and effectiveness of AD, which will increase the range of its implementation.

1 INTRODUCTION

According to Statistics Canada, WHO and CNIB,

there are 124 million people in the world who are

visually impaired. The Universal Design Theory

aims to reduce the physical barriers between people

with disabilities and those without by incorporating

the needs of all during the design phase rather than

an afterthought (Connell et al., 2010). Audio

Description (AD) is one such practice, which uses

audio commentary to enhance the engagement of

persons with visual disabilities (Piety, 2004). AD is

used as a secondary track in TV programs, movies

or theatre (Miers, 1995), which improves the

comprehension level of a program (Peli, Fine, &

Labianca, 1997; Pettitt, Sharpe, & Cooper, 1996;

Schmeidler & Kirchner, 2001). The standard

practice for adding AD (Conventional Method) is for

studios to send the post production copy of a show

to a third party service provider, who would create a

separate script to incorporate descriptive elements

(Fels, Udo, Ting, Diamond, & Diamond, 2005).

In Canada, the Canadian Radio-television and

Telecommunications Commission (CRTC) mandates

broadcasters to audio describe a minimum of four

hours of primetime programming a week (CRTC,

2009). Broadcasters ensure that they meet, but do

not surpass, CRTC regulations, for they have yet to

find a business model which makes AD financially

worthwhile. In the US, the Americans with

Disabilities Act (ADA) requires theatres to provide

“effective communication” for all, but does not

explicitly state approved criteria through which this

is to be achieved. The ultimate decision to describe

movies falls on the shoulders of the production

studios, which often claim that the cost is

prohibitory in implementing AD universally.

This paper explores the possibility of

reengineering a TV show production process in

order to reduce the costs involved in adding AD. It

expands on the proposition introduced by Fels et al

that AD should be developed by a TV show creative

team and not a third party vendor (Fels, Udo, Ting,

Diamond, & Diamond, 2005). We argue that AD

should be incorporated during all stages of the show

production and propose an Alternative Method,

399

Sade Y., Garg A. and Plaza M..

BUSINESS PROCESS MODEL FOR INCORPORATING DESCRIPTIVE AUDIO IN TV SHOW PRODUCTION.

DOI: 10.5220/0003531703990406

In Proceedings of the 8th International Conference on Informatics in Control, Automation and Robotics (ICINCO-2011), pages 399-406

ISBN: 978-989-8425-75-1

 2011 SCITEPRESS (Science and Technology Publications, Lda.)

which will generate a superior product and improve

production to market timing.

The objectives of this paper are: (1) to create a

new business process model for integrating AD, and

(2) to determine whether creation of accessible

content during each of the production phases is

efficient and effective. The new model will be

evaluated in a comparative study using time and

production cycle as the performance metrics. The

contribution of this research is that it provides a way

to improve efficiency and effectiveness of AD,

which will increase the range of its implementation.

2 LITERATURE REVIEW

2.1 Background on AD

AD is a relatively young science developed by

Gregory Frazier in 1970s who encouraged blind

consumers to adopt it (Snyder, 2007). Unfortunately,

research on the effectiveness of audio description

between 1970s and the nineties is very limited. Katz

el al. conducted a study in 1993 in order to

determine whether incorporating descriptive audio

increased the comprehension of the audiences. The

study clearly showed an increased level of

comprehension when visually impaired audiences

viewed programming with audio description

(Schmeidler & Kirchner, 2001).Other studies also

confirm that AD enhances comprehension of the

television programs, leads to increased cultural

participation and its benefits are not limited to just

those with visual impairments (Peli, Fine, &

Labianca, 1997; Pettitt, Sharpe, & Cooper, 1996;

Schmeidler & Kirchner, 2001).

The standard practice for audio describing a film

(Conventional Method) is to send the completed

production to a third party vendor, who embarks on

a separate production process in order to add AD

(Fels, Udo, Ting, Diamond, & Diamons, 2006). This

reactive approach of adapting products and services

to those with disabilities is counter intuitive to the

intentions of the universal design theory. Emiliani &

Stephanidis argue that the reactive approach to

accessibility in most cases results in some loss of

functionality and is programming intensive and as

such financially unattractive (Emiliani &

Stephanidis, 2000).

In the Conventional Method the original creators

are rarely involved and decisions on inclusion and

exclusion of segments for AD are left to the third

party vendor who interprets the stylistic nuances,

action sequences and emotional characteristics.

Since the original creation team loses control over

the process, the final product is often altered and AD

is segmented due to the limitation of time and space

(Fels, Udo, Diamond, & Diamond, 2006).

Conventional Method for AD is also a third person

narrative style, in which audio describer is

responsible for commenting but not altering the

original production. Fels et al. compared a third

person AD style with a first person narrative style. A

test group of blind members reported that the first

person version was less trustworthy but preferred it

anyway because it was more entertaining (Fels, Udo,

Ting, Diamond, & Diamond, 2005).

Fels modified the Conventional Method by using

a first person narration technique, changing the

narration to be subjective and using the original

creative team to create the audio descriptive track

during the post-production stages (Udo & Fels,

2009). This paper extends the method further by

suggesting that rather than during the post-

production phases, the creative team should

incorporate AD process in all phases of the

production. This requires that the current production

process be modelled and re-engineered to

incorporate AD. The next section discusses various

Business Process Modeling techniques from which a

suitable tool to model a new business process is

selected.

2.2 Process Modelling Techniques

Before an AD process can be reengineered, the

various workflow processes involved in film

production must be documented. Business Process

Modelling (BPM) is used to document workflow

processes, which are mapped down to activity level

(Van der Aalst, Ter Hofstede, & Weske, 2003;

Havey, 2005; Hill, Sinur, Flint, & Melenovsky,

2006; Van der Aalst, Aldred, Dumas, & Ter

Hofstede, 2004). The technique targets workflow

optimization and business processes integration

(Hung, 2006). While BPM has reached a certain

level of maturity in recent years and has great

potential to deliver benefits in a wide range of

application areas, it is typically applied by medium

to large sized companies (Ouyang, Ter Hofstede, La

Rosa, Rosemann, Shortland, & Court, 2008).

The following five categories of BPM

techniques are commonly used in business processes

modelling: Flow Chart, Role Activity Diagrams

(RAD), Event-driven Process Chains (EPC), Unified

Modelling Language Activity Diagrams (UML), and

Business Process Modelling Notation – BPMN (Ko,

Lee, & Lee, 2009). In order to select the most

ICINCO 2011 - 8th International Conference on Informatics in Control, Automation and Robotics

400

suitable technique, it is best to first choose the

objective for the process model, which can fall into

one or more of the following categories: (i)

increasing the level of process maturity, (ii)

providing a blueprint for process analysis and

reengineering, and/or (iii) creating a basis for

developing computer systems (Bider, 2005).

Flowchart is a modelling technique, in which

processes or algorithms are depicted as a sequential

flow of actions, data and documents. The biggest

strength of the technique is its simplicity. Flowcharts

can be created fairly quickly, but they can easily

become very big and difficult to analyse.

Flowcharting techniques work best when in-depth

analysis is required and which is often used when

the level of process maturity must be increased.

RAD is a graphical representations of the

processes based on the perspective of individual

roles and their interactions. The technique is similar

to flowcharting. It allows concentrating on internal

processes and is used primarily as a ‘supportive’

technique. RAD can also represent inter

organizational interactions, such as those with

suppliers and customers. The diagrams offer

different perspectives of the processes and are

intuitive to read. The biggest strength of the

technique is its high level perspective, which makes

it well suited for analysis and reengineering of

business process (Aguilar-Saven, 2004).

EPCs were developed by the Institute for

Information Systems at the University of Saarland,

Germany (Ko, Lee, & Lee, 2009). In the 1990s,

these modelling notations were very popular and

were widely used. The technique is based on simple

notations, focuses on specific functions and events

which are evaluated in parallel in order to determine

the optimal solution. Since the semantics of EPC is

not well defined (Ko, Lee, & Lee, 2009) it is not

recommended as a standard graphical technique for

modelling (Van der Aalst, 2004; Kindler, 2004).

UML Activity Diagrams were standardized as a

business process modelling technique in 2004 (Ko,

Lee, & Lee, 2009). They are extensions of

flowcharts and are the backbone of the object-

oriented software engineering (Ambler, 2004;

Wohed, Van der Aalst, Dumas, ter Hofstede, &

Russell, 2006). Despite being a powerful business

process analysis tool, the biggest deficiency in using

the UML is that it does not allow capturing the

interactions that occur in the process and

organization (Russell, Van der Aalst, ter Hofstede,

& Wohed, 2006). The technique is most often used

for developing computer systems.

BPMN was released in 2004 and has rapidly

gained wide acceptance since it bridges the gap

between business analyst and IT personnel. The

technique is compliant with flowcharting but allows

for better flow control as it dissects processes at

much greater level of granularity (Wohed, van der

Aalst, Dumas, ter Hofstede, & Russell, 2006).

BPMN can be mapped to an executable code and is

extremely suitable technique for Information System

development and integration.

The purpose of a process model developed in

this paper is to create a basis for process analysis

and reengineering. Various interactions with the

external parties, which are considered to be

integrated into the core process, have to be

examined. Although a detailed dissection of the

process is not required during this high level study,

the suitable modelling technique should allow to

further detail every process. RAD is a technique,

which brings a high level perspective to the

modelling process and allows depicting the impact

of external and internal interactions on the ‘core’

organizational operations. The technique will be the

most appropriate for this study since it also has a

very extensive catalogue of notations that allows to

further detail the process.

3 INTEGRATING AD WITH A TV

SHOW PRODUCTION

PROCESS

3.1 Research Methodology

The first objective of this study is to investigate and

document an Alternative Method for integrating AD.

The initial step will be to document a production

process without an AD (NOAD). Then, a

Conventional Method for adding AD during the

distribution phase will be investigated. Finally,

incorporation of AD during various stages of

production process will be considered and a model

of an Alternative Method will be developed.

The second objective of this paper is to

determine whether creation of accessible content

during each of the production phases is efficient and

effective. To that end, an Alternative Method must

be evaluated and compared to the Conventional

Method and to the NOAD process. The evaluation

will be supported by the qualitative analysis

presented by (Fels, Udo, Ting, Diamond, &

Diamond, 2005) and the results of a quantitative

analysis discussed in this paper.

BUSINESS PROCESS MODEL FOR INCORPORATING DESCRIPTIVE AUDIO IN TV SHOW PRODUCTION

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Quantitative performance measures, such as:

time to market or costs, can be described with a

numerical representation. Due to lack of sufficient

data about the rates applied by the industry, this

study does not evaluate the direct efficiency

measures, such as cost or ROI. In this paper, the

evaluation of efficiency is based on times required to

complete the key processes, which can also be used

as a proxy for costs. Show production time, which is

measured as a time elapsed from a development

stage up to a final distribution, is an important

metrics in a TV industry. It will be used in this study

as a second measure representing the effectiveness

of each method.

The study uses a case of a 30-minute episode of a

TV show called “Odd Job Jack”, in which Smiley

Guy, the production house for the show,

incorporated the description process during the

production phase of the show (Fels, Udo, Ting,

Diamond, & Diamond, 2005). The extra time

required to add AD in each method as compared to

the show with no AD is determined using: empirical

data collected during the interviews with the third

party describer, Valery Hussey, responsible for

providing the audio description to the episode,

information collected by J.P. Udo and data published

in (Fels, Udo, Ting, Diamond, & Diamond, 2005).

The results presented in the next two sections were

collected for an episode, which has a 30-minute run

time, but can be prorated for longer shows.

3.2 Process Models

The main five stages in the TV show production are:

development, pre-production, production, post-

production and distribution. Development is the

creative stage of the production process, during

which a script for the film is developed. A Director

is hired, actors and narrators are recruited, and a

writer finalizes the script during pre-production. The

director transforms the script into a finished raw

product and a show is created during the production

stage. Once the raw footage for the show has been

shot, it enters the post-production phase, during

which the show is edited. The post-production show

is then screened to potential distributors and is

converted to a suitable format.

In this study all those phases were investigated in

details. Although all key processes were modeled,

only the high level view of the models is depicted in

Figure 1 due to the space limitation.

The decision about adding AD to the TV show

can be made during a development phase (first

decision point in Figure 1) or at a distribution phase

(second decision point in Figure 1). First point

marks the decision about incorporating AD into the

entire production process (in-house), second marks

the decision about adding AD after the show is

completed.

Alternative Method is depicted in Figure 1 as a

series of processes, which form a top branch from

the first decision point. The bottom branch ends at

the second decision point and includes key steps in

the NOAD process. AD can be still added during the

distribution phase using a Conventional Method,

which is depicted in Figure 1 as a bottom branch

from the second decision point.

3.2.1 Conventional Method

The first Process in the Conventional method is

depicted in Figure 1 as “Review and Time – Cue

Analysis”. The entire film has to be reviewed at least

twice (Bard, 2010). During the first viewing, the

overall theme and the creative vision of the film is

identified. Next, the describer locates time cue’s

where description is required. The writer needs to

carefully observe the visual events, reduce the

content to the most important information that can

be conveyed in often only a few seconds available,

and objectively translate it (Fels , Udo, Ting,

Diamond, & Diamond, 2005). Review time would

usually take twice as long as the runtime of the

video itself (60 minutes) and “Time – Cue Analysis”

can take anywhere between 4-6 times the runtime

(Hussey, 2010).

Process 2 – “AD Script Writing and Review” must

fit the in/out cues according to the “Time – Cue

Analysis” since the description is limited to the

space available in the original video and a describer

shall never talk over dialogue or commentary (ITC

Guidance on Standards for Audio Description,

2000). It includes the following sub –processes:

draft writing, draft review and editing, and

synchronization of AD script to time code. For a 30-

minute episode/film draft writing usually takes

anywhere between four to six hours, and review and

editing will usually approximately one hour

(Hussey, 2010). Process 2 takes approximately five

to seven hours.

The actual voice recording of the description

(Process 3) entails reading the script within the

available time frames using a microphone, which

stores the AD content onto its internal memory. The

narrator reads from the script and times the delivery

of the audio to coincide with the timing and sound of

the original film. This requires that the narrator vary

the pace of description based on the allocated time to

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Development

Pre -

Production

Post -

Production

Distribution

Figure 1: Process Models.

relay the script in the frame. On average it takes

about 4 to 6 hours to record a script by a third party

describer (Hussey, 2010). Since the AD script is on

the microphone storage, the data must be transferred

onto the computer in order to by synchronized and

edited with the video. The transfer usually takes no

more than fifteen minutes.

Process 4 – “Synchronization and Mix with AD”

includes the following sub-processes:

synchronization & editing, effect editing, mixing

and mastering. Since recording does not take place

with the native soundtrack, describer has to match

description soundtrack and the video during

synchronization & editing. Content precision and

timing are critical during synchronization, which

takes approximately fifteen minutes. During effect

editing a describer changes the tones of the recorded

voice, changes the setting to make the soundtrack

“cleaner” and makes sure that the description “fits”

with the “nature” of the video. This process also

takes no longer than fifteen minutes. During mixing

the describer adapts the volume levels of the

description throughout the video, so the original

soundtrack fades into the background. Mastering

involves finalizing the AD soundtrack. Mixing and

mastering both take a total time of approximately

thirty minutes (Hussey, 2010).

In Process 5, the soundtrack from the audio

description storage is exported to a new Completed

Tracks Storage - where all completed projects await

distribution to clients. The process takes no longer

than one hour. Next, the audio describer will deliver

the product to the production company.

3.2.2 Alternative Method

In the Alternative Method, film production studio

decides very early in the process, ideally in the

development phase, whether their creative vision is

going to be audio described or not. When a producer

works on a vision he/she also shares the idea with

the script writer/s, who includes description as part

of script writing process. Being cognizant of the AD

requirements; scripts writers can introduce pauses,

scenarios and emotions in a way that allows the flow

of the film to be smoother while offering a more

enjoyable experience. Although that approach

causes some delays during the production phase, it

proves to be on overall much more cost effective

than if AD was first introduced at post-production

stage.

The situation when original and AD scripts are

written in parallel is depicted in Figure 1 as

Processes 2.1 and 2.2. Adding AD during the

production phase does not have to be significantly

more time consuming than if the script was created

without AD. For example, in the Odd Job Jack case

study, it took an additional half of a day to write AD

script during the development stage. The entire

script for the episode without the description was

BUSINESS PROCESS MODEL FOR INCORPORATING DESCRIPTIVE AUDIO IN TV SHOW PRODUCTION

403

written in approximately 5 days (Fels, Udo, Ting,

Diamond, & Diamons, 2006).

AD script can even be considered during pre-

production phase, in which case everybody involved

(actors, narrators or the directors) would be trained

in how to create with universality in mind. If

narrators voice over the raw shoots, which does not

impact the time required to shoot the film or the

need to get additional studio time. With effective

planning after each scene is “shot” description can

be added in-between and/or during next set

preparations. As a result, adding AD may cause

some delays, but again is not expected to add a

significant overhead. In the case of “Odd Job Jack”

AD was recorded once the show has been completed

and it took an additional ½ day to voice the

description. It has been noted from an interview with

Smiley Guy Studio’s that AD script writing and

voicing must take place due to the tight nature of the

industry, and thus both soundtracks must be

completed before they can be edited simultaneously.

In the Alternative Method, the AD film and the

non-descriptive version can be edited simultaneously

during post-production, improving the show

production time. For the production of a 30-minute

episode (Odd Job Jack case study), this process is

expected to add approximately one more day.

Typically, sound mix follows recording and

editing (Process 5). When Alternative Method is

used, regular process timing will take as long as if

the Conventional Method was followed. For

example, in “Odd Job Jack” the process took 1 hour.

4 EVALUATION OF THE

ALTERNATIVE MODEL

The evaluation of Alternative Method is conducted

in three steps, which provide answers to the

following questions:

1. Would the quality of a TV Show be

compromised when the original creative team and

production studio are responsible for AD

development and integration?

2. Would the time required for key processes and

therefore overall cost be higher if Alternative

Method is used for adding AD?

3. Would a TV show Production Time be reduced

if Alternative Method instead of a Conventional

Method is used for adding AD?

4.1 Qualitative Analysis

The ultimate goal of producing an Audio Descriptive

film is the entertainment of the audiences.

Qualitative Analysis, which is goal oriented and uses

performance measures such as product or process

quality (Bider, 2005), is used to answer the first

question. Fels conducted a study, which compared

the integrated AD process of a 1

person narrative

vs. one that was created in a 3

person style by a

third party describing company. The two films were

shown to an audience that evaluated the films on

trust, opinion of description, preference, ease of use,

and generic questions about AD (Fels, Udo, Ting,

Diamond, & Diamond, 2005). The study clearly

showed a preference to the audio described version

in the 1

person. We use the evidence presented in

that study to prove, that by allowing the original

creative team to incorporate AD into the show

production process, the quality of the end product

will not suffer but quite the opposite, it will be

improved.

The Conventional Method offers very limited

interaction between the original creative team and

the audio describing vendor. As a result, the

consistency in the creative vision between the

original producer and AD script is missing in

externally described projects. Furthermore, as the

script writer for “Odd Job Jack” found, creating

descriptive audio script was fun and allowed him to

“add more humor and material to the show’’ (Fels,

Udo, Ting, Diamond, & Diamond, 2005). Thus from

a qualitative metric, the in-house description of the

film has definite advantages over a third party

described film.

4.2 Quantitative Analysis

The results of the study are summarized in Table 1,

where the Total Production Times required to

complete the key processes are depicted in the last

row. For a Conventional Method the total AD

production process takes no less than 14 and no

more than 19 hours, which must be added at the

completion of NOAD process. The time required for

integrating AD during the entire production process

was approximately 17 hours. It means that AD

related processes in an Alternative Method do not

require more time than in a Conventional Method.

The hourly rates for the in-house full time staff are

usually lower than the subcontracting rates so the

overall costs of adding AD by the production studios

would prove to be cost effective. Since the case

show was the first episode produced using the new

method, those times should be even shorter for the

following shows due the learning curve effect.

The Alternative Method proves to be

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Table 1: Duration of key processes in NOAD, Conventional and Alternative Methods.

Process NOAD Conventional Method Alternative Method

Process durations represent times, which should be added to the NOAD

process

Review & Time-Cue Analysis - 3-4 hours This process is incorporated into the script

writing and production of a video

Script Writing 5 days - Additional 4 hours for AD to be added to

NOAD process

AD Script Writing & Review - 4-6 hours

AD Script Recording - 5-7 hours 4 hours

Shoot Film and Record AD

Simultaneously

- -

Synchronize &Mix (NOAD) 13 days - -

Synchronize &Mix w/ AD 1 hour 8 hours

Sound Mix & Format 1hours 1 hour

Total Time 14 - 19 hours 17 hours

significantly more beneficial when the Show

Production Times are compared. If a Conventional

method is used then the time required for AD must

be added to the total time for NOAD. In the case

study it means that the show will be released for

distribution almost 3 days later than if AD was not

implemented. It makes the Conventional method

ineffective, since it increases the Production to

market time by more than 50 %. On the other hand,

AD process in Alternative Method runs in parallel to

the show production, having only slight effect on the

show release time.

Alternative Method opens several possibility of

advancing AD into an “audio film”, which can be

experienced in the same way by visually impaired

and a sighted audience (Lopez & Pauletto, 2009). It

makes it possible to generate an “enhanced variable

soundtrack” with different versions of the same

script, where the description of the visual content

will be portrayed through the eyes of different

characters. It will encourage a viewer to watch the

same film more than once and will enhance the

value of a show.

5 CONCLUSIONS

The results of this study are encouraging since they

demonstrate the potential of an Alternative Method

to improve the quality, efficiency and effectiveness

of AD process. The integrative approach to AD

allows developing derivative products, such as

“audio films” or “enhanced variable soundtracks”,

which will increase a show value. A market study

will reveal which product may succeed, what

demographic may be interested and how much the

AD costs can be offset by an increased revenue

stream.

The limitation of this study is that although the

Conventional Method is well understood and

therefore times required for production can be

measured quite accurately, an Alternative Method

was tested on only one 30-minute show. We are in

the process of planning extensive testing of the

method using an expanded case of a five-episode TV

show, in order to establish detailed guidelines for

early integration process and determine the impact

of a learning curve on the overall production time

during each episode.

More research is also required to determine what

would be the break even for using the full time in-

house AD describer instead of outsourcing. In order

to fully assess the alternative model we also need to

select a costing method, determine per-task cost and

validate our current finding with an integrative

analysis of cost, time, task and task adjustment.

This study provides results, which justify the

effort and expense required to further investigate an

Alternative Method. We hope that the further

research will deliver the convincing evidence, which

will allow implementing AD universally and

enhancing the engagement of persons with visual

disabilities.

ACKNOWLEDGEMENTS

Funding was generously provided by the Social

Sciences and Humanities Research Council of

Canada through the Community-University

Research Alliance program. JP Udo provided

support and advice in this project.

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