scholarly journals Chaotic behavior in an algorithm to escape from poor local minima in lens design

2009 ◽  
Vol 17 (8) ◽  
pp. 6436 ◽  
Author(s):  
Maarten van Turnhout ◽  
Florian Bociort
Keyword(s):  
Chaotic Behavior ◽  
Lens Design ◽  
Local Minima

Existence of local minima in lens design

1991 ◽  
Author(s):  
Michael J. Kidger ◽  
Paul T. Leamy
Keyword(s):  
Lens Design ◽  
Local Minima

Locating the local minima in lens design with machine learning

2021 ◽  
Author(s):  
Anna V. Kononova ◽  
Ofer M. Shir ◽  
Teus Tukker ◽  
Pierluigi Frisco ◽  
Shutong Zeng ◽  
...  
Keyword(s):  
Machine Learning ◽  
Lens Design ◽  
Local Minima

Lens design and local minima

1981 ◽  
Vol 20 (3) ◽  
pp. 384 ◽  
Author(s):  
Berlyn Brixner
Keyword(s):  
Lens Design ◽  
Local Minima

scholarly journals Obtaining new local minima in lens design by constructing saddle points

2015 ◽  
Vol 23 (5) ◽  
pp. 6679 ◽  
Author(s):  
Maarten van Turnhout ◽  
Pascal van Grol ◽  
Florian Bociort ◽  
H. Paul Urbach
Keyword(s):  
Saddle Points ◽  
Lens Design ◽  
Local Minima

Recent developments in automated Transmission Electron MI

1989 ◽  
Vol 47 ◽  
pp. 46-47
Author(s):  
W.J. de Ruijter ◽  
P. Rez ◽  
David J. Smith
Keyword(s):  
Image Analysis ◽  
Computer Image ◽  
Lens Design ◽  
Computer Image Analysis ◽  
Transmission Electron ◽  
Resolution Electron ◽  
Recent Developments ◽  
On Line ◽  
Routine Procedures ◽  
Near Future

There is growing interest in the on-line use of computers in high-resolution electron n which should reduce the demands on highly skilled operators and thereby extend the r of the technique. An on-line computer could obviously perform routine procedures hand, or else facilitate automation of various restoration, reconstruction and enhan These techniques are slow and cumbersome at present because of the need for cai micrographs and off-line processing. In low resolution microscopy (most biologic; primary incentive for automation and computer image analysis is to create a instrument, with standard programmed procedures. In HREM (materials researc computer image analysis should lead to better utilization of the microscope. Instru (improved lens design and higher accelerating voltages) have improved the interpretab the level of atomic dimensions (approximately 1.6 Å) and instrumental resolutior should become feasible in the near future.

The Added Value of Graphical Input and Display for Electron Lens Design

1990 ◽  
Vol 48 (1) ◽  
pp. 190-191
Author(s):  
B. Lencova ◽  
G. Wisselink
Keyword(s):  
Flux Density ◽  
Numerical Data ◽  
Added Value ◽  
Lens Design ◽  
Step Size ◽  
Magnetic Lens ◽  
Flux Lines ◽  
Fine Mesh ◽  
Electron Lens ◽  
User Friendly

Recent progress in computer technology enables the calculation of lens fields and focal properties on commonly available computers such as IBM ATs. If we add to this the use of graphics, we greatly increase the applicability of design programs for electron lenses. Most programs for field computation are based on the finite element method (FEM). They are written in Fortran 77, so that they are easily transferred from PCs to larger machines.The design process has recently been made significantly more user friendly by adding input programs written in Turbo Pascal, which allows a flexible implementation of computer graphics. The input programs have not only menu driven input and modification of numerical data, but also graphics editing of the data. The input programs create files which are subsequently read by the Fortran programs. From the main menu of our magnetic lens design program, further options are chosen by using function keys or numbers. Some options (lens initialization and setting, fine mesh, current densities, etc.) open other menus where computation parameters can be set or numerical data can be entered with the help of a simple line editor. The "draw lens" option enables graphical editing of the mesh - see fig. I. The geometry of the electron lens is specified in terms of coordinates and indices of a coarse quadrilateral mesh. In this mesh, the fine mesh with smoothly changing step size is calculated by an automeshing procedure. The options shown in fig. 1 allow modification of the number of coarse mesh lines, change of coordinates of mesh points or lines, and specification of lens parts. Interactive and graphical modification of the fine mesh can be called from the fine mesh menu. Finally, the lens computation can be called. Our FEM program allows up to 8000 mesh points on an AT computer. Another menu allows the display of computed results stored in output files and graphical display of axial flux density, flux density in magnetic parts, and the flux lines in magnetic lenses - see fig. 2. A series of several lens excitations with user specified or default magnetization curves can be calculated and displayed in one session.

Keynote

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Jeanne LIEDTKA
Keyword(s):  
Organizational Performance ◽  
Design Thinking ◽  
Social Systems ◽  
Field Research ◽  
Higher Order ◽  
Lens Design ◽  
Social Sector ◽  
Extensive Field ◽  
Innovative Solutions ◽  
The Impact

The value delivered by design thinking is almost always seen to be improvements in the creativity and usefulness of the solutions produced. This paper takes a broader view of the potential power of design thinking, highlighting its role as a social technology for enhancing the productivity of conversations for change across difference. Examined through this lens, design thinking can be observed to aid diverse sets of stakeholders’ abilities to work together to both produce higher order, more innovative solutions and to implement them more successfully. In this way, it acts as a facilitator of the processes of collectives, by enhancing their ability to learn, align and change together. This paper draws on both the author’s extensive field research on the use of design thinking in social sector organizations, as well as on the literature of complex social systems, to discuss implications for both practitioners and scholars interested in assessing the impact of design thinking on organizational performance.

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