1 / 51

Rethinking the Filmmaking Production Models

Rethinking the Filmmaking Production Models. James Fair Lecturer in Film Technology Faculty of Computing, Engineering & Technology Staffordshire University.

flossieg
Download Presentation

Rethinking the Filmmaking Production Models

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Rethinking the FilmmakingProduction Models James Fair Lecturer in Film Technology Faculty of Computing, Engineering & Technology Staffordshire University

  2. The innovative, guerrilla attitude that has already hit British indie-filmmaking is yet to have an impact on TV drama. “There are accepted industry practices that exist for no other reason than as a way of keeping prices for services and equipment in check. Perhaps it is time to challenge those rules” (Joel Wilson quoted by Adrian Pennington, Broadcast, 1st May 2009)

  3. PARADIGM SHIFT

  4. We are encountering new ways of living.

  5. Innumerable confusions and profound feeling of despair invariably emerge in periods of great technological and cultural transitions. Our “Age of Anxiety” is, in great part, the result of trying to do today’s job with yesterday’s tools – with yesterday’s concepts. (McLuhan, 1967, 8)

  6. THE PRODUCTION TRIANGLE

  7. HUMAN BEINGS

  8. Quality

  9. Quality Time

  10. Quality CHEAP Time

  11. This is the Quality of my work This is my Time What I should be paid + =

  12. Give us Quality All year round At low cost

  13. Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality. (Drucker, 2007, 206) Quality

  14. Quality CHEAP Time

  15. Our “Age of Anxiety” is, in great part, the result of trying to do today’s job with yesterday’s tools – with yesterday’s concepts.

  16. RE-THINKING THEPRODUCTION PROCESS

  17. VILFREDO PARETO

  18. VILFREDO PARETO An an ideal Paretan economy, jobs would be finely subdivided to allow for the accumulation of complex skills, which would then be traded among workers... In a perfect society, so specialized would all jobs be, that no one would any longer understand what anyone else was doing. (de Botton, 2009, 78)

  19. US THEM

  20. Commissioning editor

  21. Commissioning editor Producer

  22. Commissioning editor Producer Director

  23. Commissioning editor Producer Director Writer

  24. Commissioning editor Producer Director Writer THAT REALLY IMPORTANT THING I DO

  25. Commissioning editor Producer Director Writer THAT REALLY IMPORTANT THING I DO Camera person

  26. Commissioning editor Producer Director Writer THAT REALLY IMPORTANT THING I DO Camera person Camera person Sound person Production Designer Costume Editor Runner Gaffer Actors Lighting Grip Catering Vision mixer Tape Op Continuity Boom operator Musician Format Transfer Tape Runner Graphics

  27. THAT REALLY IMPORTANT THING I DO

  28. There is no ‘I’ in team. THAT REALLY IMPORTANT THING I DO

  29. The young today reject goals. They want roles – R-O-L-E-S. That is, total involvement. They do not want fragmented, specialized goals or jobs (McLuhan, 1967, 100)

  30. The major incentive to productivity and efficiency are social and moral rather than financial. (Drucker, 1993, 49)

  31. effectiveness effort

  32. However powerful our technology and complex our corporations, the most remarkable feature of the modern working world may in the end be internal, consisting in an aspect of our mentalities: in the widely held belief that our work should make us happy. All societies have had work at their centre; ours is the first to suggest that it could be more than a punishment or a penance. Ours is the first to imply that we should seek work even in the absence of financial imperative. Our choice of occupation is held to define our identity to the extent that the most insistent question we ask of new acquaintances is not where they come from or who their parents were but what they do, the assumption being that the route to a meaningful existence must invariably pass through the gate of remunerative employment. (de Botton, 2009, 106)

  33. VERSATILE MULTI-SKILLED SELF SUPPORTED TEAM

  34. VERSATILE MULTI-SKILLED SELF SUPPORTED TEAM No more “media” tools, no more go-betweens; the latest industrial revolution is doing away with media, erasing distances, focusing all of its economy in the management of a hands-on proximity where the technological apparatus is abandoning its specificity, and vanishing. (Migayrou, 2006, 37)

  35. Large organizations cannot be versatile. A large organization is effective through it’s mass rather than its agility. Fleas can jump many times their own height, but not elephants. Mass enables the organization to put to work a great many more kinds of knowledge or skill than could possibly be combined in any one person or small group. But mass is also a limitation. An organization, no matter what they would like to do, can only do a small number of tasks at any one time. This is not something that better organization or ‘effective communication’ can cure. The law of organization is concentration. (Drucker, 2000, 192) DRUCKER

  36. It’s not the size that counts, it’s what you do with it

  37. VERTICAL INTEGRATION& HORIZONTAL COMMUNICATION

  38. RTL Content Broadcasting FREMANTLE Production Enterprises THAMES TALKBACK GRUNDY ETC…

  39. mass enables the organization to put to work a great many more kinds of knowledge or skill than could possibly be combined in any one person or small group

  40. RTL Content Broadcasting FREMANTLE Production Enterprises THAMES TALKBACK GRUNDY ETC…

  41. US Costume Producer Runner THAT REALLY IMPORTANT THING I DO THEM

  42. When faced with a totally new situation, we tend always to attach ourselves to the objects, to the flavour of the most recent past. We look at the present through a rear-view mirror. We march backwards into the future. (McLuhan, 1967, 73) McLuhan

  43. You can trust me, I’m a professional.

  44. The professional tends to classify and specialize, to accept uncritically the groundrules of the environment. The groundrules provided by the mass response of his colleagues serve as a pervasive environment in which he is content and unaware. The ‘expert’ is the man who stays put. (McLuhan, 1967, 93)

  45. The amateur can afford to lose. (McLuhan, 1967, 93)

More Related