supervising sound editor – Film Audio Project – SEM A

05/11/15 – Project Management – ROLE DIARY: Shoot Days 1 + 2

13421070 / January 27, 2016January 27, 2016 / Audio Production, Individual Reflection, Learning Outcomes, Process Management, Role - Supervising Sound Editor

03, 04, 05/11/15 – ‘George’ Set Dressing and Shoot Days 1 and 2 –

Production

The team has successfully completed the first two days of location audio recording for ‘George’ at an indoor location in uphill Lincoln. This has comprised roughly 16 hours of work time, with Rory Hunter taking the lead role as location supervisor and with Alice Asbury undertaking most of the boom op work. I have seconded Alice on the boom when required, and spent my time collecting secondary perspectives for action and dialogue, and wild tracks.

This has mostly been achieved with a combination of a PZM boundary microphone and a Rode NT4 stereo condenser, with the former recording into the main Sound Devices mixer and the latter managed by myself and recording into a Zoom handheld unit, as this enabled me to mix, manage and monitor my own audio without interfering with the main team. With these, I have consistently attempted to deliver a room / distance tone coloured by the set environment to specific action and dialogue for the picture, to enable us to have multiple audio perspective options for key scenes in post without having to build each one from scratch using FX or new foley work. An A/B example of our dialogue recording can be heard below, featuring the same scene from our “up close” boom mic and a second gleaned from a combination of secondary sources.

In terms of mic placement, I’ve found myself inverting a good deal of the technique used in studio work to avoid or cut out reverb or room-tone because that’s precisely what I’m after, and thus sticking a Rode NT4 into corners, out of windows, in corridors, stairwells and under beds…Having never handled a stereo mic or worked location audio before, this entire process was a trial and error learning experience for me. I spent much of the setup day prior to shooting listening to the rooms and testing mic positions relative to them as the production team organised the set, as well as capturing ‘base’ atmospheres and specific foley or SFX from the local environment.

Obligatory photos of the shoot –

The NT4 is a stereo mic (two capsules at 90 degrees over and under one another) and seems exceptional for ‘immersive’ captures and was often placed a considerable distance from the action, often in another room altogether. Whilst this did away with a couple of moments where I might have captured a ‘live’ stereo aspect to the action, it tended to create unusual and slightly unbalanced stereo atmospheres as the reflections travelled from room to room and struck the pair of mics relatively unevenly. I judged this would be more useful to the team later, as what little action takes place in ‘George’ can easily recreated if necessary, but that these various perspectives would be harder to obtain.

We used the boundary mic to take advantage of the exclusively stone and wood floors of the set-house – we located it under furniture for concealment, under the floorboards themselves at one stage, or either directly on the floor or taped to the underside of a table or bed. This really enabled a pre-synced and consistent ‘chunkiness’ to footsteps, furniture motion and prop motion, which I expect will come in handy later. The mic-heavy ‘live’ approach above was arrived at through a group decision as a method of getting us ahead of the game with some of our requirements for foley and atmospheres for the picture.

Logging the collected audio properly when using a second recorder was naturally critical as it lacked the convenience of being recorded in sync with the 663 audio, though this was somewhat complicated by the haphazard nature of the picture teams workflow. This necessitated annotating each days shooting scripts carefully with filenames etc, and rapidly editing and renaming these after each day’s recording was wrapped.

Team and communication management

Whilst our team’s audio outcomes were positive, it has been reasonably difficult to manage our interactions with the film crew.

Prior to shooting we had pushed for a ‘dry run’ style test phase in order to be able to establish some idea of the workflow on set, but this was not possible. The knock-on effect of missing the opportunity to meet, brief and dry-run together as one team was a rather optimistic shooting schedule which in turn meant that some important shots were dropped or moved to later days as they were beyond the time that was realistically available, and this despite a surprising number of ‘got-it-one’ takes. The time issue was exacerbated by a habit of shooting in ruthlessly sequential order, necessitating the technical setup for audio and video for shots in the same scene to be unnecessarily rigged and de-rigged. The audio team variously offered the director advice on these matters but were ultimately required to defer to our employer’s method of working.

The location audio team are making communication on set a key issue going forward. As well as the issues outlined above the production team appeared reticent to inform us (or indeed their actor) of schedule changes or even when they had returned to work after lunch, and maintained noticeable distance from us. This made for several rushed set-ups on our part and we’re keen to build a more cohesive team approach for the rest of the shoot.

All told, these first couple of days have gone reasonably well from the perspective of results. The dialogue and action collected is clear, and the multifaceted perspectives collected at source should help minimise the amount of foley work necessary in post production. However, I realise that I will have to revisit the set at night for further collection of atmosphere audio as traffic noise was a key issue with this location, a fact we had established during recce. The general audio atmosphere’s for the piece during these scenes are intended to be quite important and as such it’s necessary to collect some ‘noisier silence’, which simply cannot be done during daylight hours or indeed with a working crew present.

1000 words

KEY POINTS –

Technical process for ‘secondary sound’ on-location recording – Contribution + Role, Individual reflection on learning and team role, Application of skills and conduct in production.
Learning Outcome – To contribute extensively to the practicalities of creating and recording music for, and of recording location sound for the piece.

‘Artistic’ and overview decisions for secondary sound on-location recording – Process Management,
Learning Outcome – To have a good degree of creative involvement in the conception and direction of the soundtrack for the piece.

Team management and interaction issues – Process Management, Professional Practise.
Learning Outcome – To successfully manage a three person team in delivery of the entire soundtrack to a new piece of visual media efficiently + To successfully manage the audio team’s interaction with film’s director, editor and producer on a practical and creative level, and ensure the audio team’s work is delivered on time and to a good standard.

20/11/15 – Project Management – ROLE DIARY: Shoot Day 3 + 4

13421070 / January 26, 2016January 28, 2016 / Learning Outcomes, Process Management, Role - Supervising Sound Editor

11, 12/11/15 – ‘George’ Shoot Days 3 + 4

Audio for two of the final five locations was collected without problem, though the project has now fallen behind schedule as shooting was supposed to complete by the end of this week due to a spate of eleventh hour cancellations which have severely impacted the schedules of both groups.

This was concurrent with the abrupt departure of the film’s director from the working group just prior to this week’s filming.

It appeared from our perspective that the outgoing director did only the bare minimum to smooth the picking up of slack for the rest of her group which directly led to them cancelling a reasonably complex location shoot, use of the location for which had been offered on goodwill and only for a limited time. Nobody appeared to know how to contact any of the key people outside of the production team (location owners, the actor etc) in her absence, suggesting that this information wasn’t shared in an organised fashion within the group to cover such an eventuality. As such, it became necessary for me to liase with the rest of the production team, and to relay information to the rest of my group as decisions were made and the schedule changed, as well as replanning our own working schedule in response and trying to schedule in some kind of useful work on the project with no picture or storyboard available.

Unfortunately, in the longer term, the loss of most of two days shooting required a large amount of rescheduling, which in turn meant it was impossible for both groups to access equipment for at least the two following weeks. This has put the production back by at least three weeks, taken us from ahead of schedule to badly behind schedule and has required an extension to our institutional deadline which has now been granted. At this time, we’re told we’ll still have a picture-lock version of the film by December 20th, giving us a month to finalise the audio in time for the new deadline on the 27th of January. We’re attempting to fill the down-time this has created constructively by getting a head-start on the music and atmosphere work required for the picture.

A positive aspect arose from the uncertainty of the situation as, in the absence of the director during the full day’s shoot of the 12th which did go ahead as planned, the workflow, communication and creativity was much improved on set as the production team split the directorial duties between them.

The first director appeared to be no longer involved with the project after this.

— 500 words
Team management and interaction issues – Process Management, Professional Practise.

To successfully manage a three person team in delivery of the entire soundtrack to a new piece of visual media efficiently
To successfully manage the audio team’s interaction with film’s director, editor and producer on a practical and creative level, and ensure the audio team’s work is delivered on time and to a good standard.

RESEARCH – Dialogue Editing For Motion Picture – J. Purcell

13421070 / January 25, 2016January 27, 2016 / Research, Role - Supervising Sound Editor

The original script for George contained a great deal more dialogue than the final piece as it is presented, but I’d already embarked on the excellent Dialogue Editing For Motion Pictures – A Guide To The Invisible Art by John Purcell before these changes took place. Some of the information I gleaned from the book was useful whilst working on George, nonetheless, and I’ve precis’d a couple of things I learnt along with how I used them below.

Dialogue panning + depth

“People interact differently with dialogue than with music, sound effects, backgrounds, or Foley. We’re both more critical and more imaginative with dialogue, and when it’s panned, we’re not the least bit forgiving,” – (Purcell, 2008, 174)

Purcell dangers of panned dialogue above, and admonishes us to resist the temptation of ‘hyper-realism’ in the sense of placing the dialogue where the character is in the shot, simply because it doesn’t work for the audience (accurate, but annoying to be precise). He also points out that panning the dialogue will also pan any room tone on the dialogue, which is incredibly disconcerting, and that it can have seriously effects when mixing for theatre’s where the audience may be sat in a large area where it can alter the experience of the dialogue for different quadrants of the stereo field.

I have stuck to the mono/central rule with the dialogue editing in George except on one occasion when a line is spoken off camera. This line is slightly panned to the position where we presume the speaker would be, and I did this because the line seemed to clash strangely with some very intricate foley work shortly before it that places the emphasis on another characters movements.

His concept of ‘depth’ in dialogue is also useful. He refers to scenes in which every sound is given equal weight as ‘flat’, and applies this to the dialogue specifically. For him, it is about keeping the tracks around the dialogue clean and uncompromised by stray effects which may remove the breathing room of the voice, and about dulling or brightening the overall tones it is surrounded by at crucial points to bring the nuance to the fore. This can, for example, enable you to focus the audience on one character in a group. He also believes that micromanagement of faders is crucial to achieving this, that compressors and limiters cannot make up for these and that a proper dialogue premix is crucial. I didn’t apply this level of work to the mix on George because there simply wasn’t enough dialogue (or enough problems with the dialogue) to warrant the investment of time by the end of the process.

The telephone split

“…another convention in film language allows us to hear both sides of the conversation, as though we were listening in,” (Purcell, 2008, 180)

Purcell’s step by step guide to editing a telephone split was useful to the answer phone scene in George for one small nugget of information. He points out that it’s necessary to edit the two dialogue-sides of a scene with two sets of room tone, which I’d never considered before.

This came about naturally with this scene in George (which is not strictly a conversation anyway), since the tone at the end of the line is literally recorded in another room and it’s designed to sound as though it’s coming from the phone in George’s hand to an extent.

Production FX (PFX)

Another useful industry concept introduced to me by this book is that of ‘production FX’. These are all the sounds which exist on the dialogue tracks but are not dialogue, and the book goes on to give an overview of the practicalities of using these as distinct from the standard procedure for the effects tracks. It is important, for example, to seperate these if a film is intended to dubbed into another language, as it saves a later mixer having to open the film’s dialogue stem audio. Many of these techniques can also help to wring the best out of any effects the picture editor may have added to the version the dialogue mixer receives, which are also often classed as PFX.

George’s track lay utilised these techniques, with PFX built into a subsection of our SFX section.

– 700 Words

KEY POINTS

Precis of specific points from book on dialogue editing – RESEARCH

To expand my knowledge of the theory and audio techniques deployed in the films influencing ‘George’, and in drama as a genre more generally.

RESEARCH – Mix Requirements + Final Mix

13421070 / January 24, 2016January 26, 2016 / Audio Production, Contribution, Learning Outcomes, Research, Role - Supervising Sound Editor

“Mix Stems are used to create the final print masters for film and high-end TV productions…If done correctly, mix stems will combine at unity gain without any adjustment.” – (Shepherd, Pro Tools for Video, Film and multimedia)

Our client did not specify any particular requirements for their files or mastering levels, so I suggested we deliver a single stereo mix and component mixes of dialogue, sfx and music tracks, to which they agreed. We also agreed with them to mix these using the BBC technical guidelines for audio which seemed appropriate for a drama of this type. An alternative would be to mix for theatre’s, given the intention to potentially show the piece at film festivals,or to the technical specifications of an average film festival. However, few of the major festivals I researched (including BFI’s and Canne) offer any specific technical guidance on audio mix levels, and it is difficult to mix for a large room without calibrating your mix environment to do so, and I’m unsure of the calibration in the LSM Sound Theatre.

Though my colleagues were still dealing with some of the specifics of the construction of our audio later in the piece, I spent much of our final two days on the project master-mixing each scene up to these standards and finessing the transitions. Again, this is not an ideal situation but we’d set ourselves the personal deadline of end of play on Saturday 23rd January to have completed the construction and mix of our hand-in version of ‘George’.

The BBC guidelines above informed the mix of ‘George’, along with a passing reference to the EBU R128 recommendations, also mentioned above. Each master auxiliary – music / dialogue / sfx / foley – had it’s own set of automated processing, which was generally lightly compressed and / or limited in some cases. This fed another gently compressed master bus compressor. I’ve tried to be careful with the compressors as George’s audio is very dynamic – some scenes have little in the way of loud action, others are much more heavily layered – creating a ‘blocky’ mix visually. I wanted to retain this dynamic artistically, because backed off atmospheres and near-silence helps maintain a sense of stillness in some scenes, but balance this with the technical requirements above, specifically that nothing peaks above 6 PPM, and that the focus points of the mix remain roughly within the levels above.

Here’s a visual representation of the music mix structure in protools, blue tracks are the music components, orange the aux subs, leading to the burgundy master fader –

The final point in this process came after mixdown, with a thorough mono / stereo check of the final stereo wav before the audio was delivered to the director.

– Circa 400 Words

Key Points –

Interaction with the director to discover delivery requirements – Process Management

To successfully manage the audio team’s interaction with film’s director, editor and producer on a practical and creative level, and ensure the audio team’s work is delivered on time and to a good standard.
Application of skills and conduct in production

Research and application of delivery standards in the mix – Contribution, Research

Comply with legal and ethical codes of conduct; health & safety regulations.
Assess the technical requirements of a production to inform the selection of appropriate tools, techniques and processes.
Application of skills and conduct in production

Conducting the mix – Contribution

To manage the delivery of the soundtrack at various stages of the production along with relevant paperwork, to the director and producer.

ROLE DIARY – Reflection on Picture Lock and Delivery

13421070 / January 21, 2016January 28, 2016 / Audio Production, Individual Reflection, Learning Outcomes

Picture lock for George was originally scheduled for 4^th of December and to be completed 12 days later ready for hand-in on December 16th. We have received the final cut of the picture on the 12th of January, leaving us 8 days to complete as much of the audio as possible in time for the film groups hand-in on the 20th, and with another 7 days in hand to polish up for our own hand-in on the 27th. Whilst this is, on the face of it, a reasonably similar timeframe for completion, it is complicated by the disruption to our workflow caused by the extension and the Christmas break, the fact that our advance facilities bookings assumed the earlier completion date which means it became more difficult to access the facility we have committed to technically, and the incoming pressure of organising our impending Semester B studies. This provision of multiple versions of the picture for different deadlines at different times was then further complicated by the unexpected request for a copy of the film with most of the key audio devices included and as much of the music completed as possible on the 16th, to enable the media production group to critique the film for their paperwork.

Taking the audio for a 16 minute film from 50% complete to around 85% complete in 4 days with limited access to facilities is obviously nigh-on impossible to achieve to any reasonable standard, especially given that the length of titles and credits (requiring hefty alterations to music compositions) were not made available until the day of delivery of picture lock. Due to the client-employee relationship of this particular project there was no disincentive for the director to begin requesting mixdowns earlier and earlier as soon as the edits were complete, all of which further interrupted our workflow and took the priorities on the project out of our hands. We managed to provide what was requested largely on time, and I was prompted to consider this situation as it would pan out in the real-world and the possibility of some kind of contractual stipulation on clients for recompense or renegotiation in the case of overrun’s of this type, as the complications here have impacted our planning for Semester B work and a similarly protracted project would likely cause problems for a schedule of work. I ran the question of whether such a thing is ever formalised past Grant Bridgeman by email for the benefit of his experience…He pointed out that this situation comes to pass on ‘almost every job’, and that he deals with it on a case by case basis judged on existing relationships with the client. For me, that’s about as succinct a description of the way creative freelancing works in practice as any I’ve seen.

For Grant, the malleability of deadlines as in the case of George is inevitable and it’s all about how you deal with it, and the relationship with the client. Practically, realistic projections of the amount of work that can be accomplished in the timeframe should be furnished to the client, which brings the whole point here back to communication. I was confident in our ability to deliver the bulk of the work even for the close deadline when communicating with our client, but should perhaps have been more cautious in my appraisal of specifically what we were able to deliver by certain dates.

As per my role within the production, I’ve tried very hard throughout to keep communication with the client about their audio requirements to a maximum, and I see this as a useful and successful aspect of the project from my own perspective, given the fact that the film has effectively had two directors (from our perspective that is, the film was co-directed by all four people in the group, but I requested a single point of contact with the team from the outset to minimise potential for confusion). The second director altered a number of the first director’s artistic decisions as far as the sound and music of the film is concerned, which meant essentially rerunning the process of the earlier spotting sessions with the second director to see if requirements were to change. I could have foreseen this likelihood earlier and discussed her requirements immediately when she agreed to be point of contact for us upon the departure of the first director as it’s critical to remind the creative lead for the picture they are also the creative lead for the audio team, to my mind.

More specifically on communication, I realised it is vital when (even basic) audio tracklaying work has begun in parallel with picture editing (an imperfect situation at best, but unavoidable given the circumstances of this production), to hammer home the critical nature of good edit logging with an editor who is working on the piece – The third cut of the film we received had no accompanying information on alterations to the footage we’d begun work on, which roughly doubled the time it took us to resync our audio. We did mention to the editor previously that we needed this information but didn’t receive it, so this must be communicated with more force in the future. Again, this situation is apparently fairly standard in film work and it tallies with the view of John Purcell,

‘It’s much more common to run into postlock changes than to work on a movie whose structure is set in stone,’ (Purcell, 2008, 239)

The use of temp music tracks is also worthy of note as the receipt of them by our director represents a classic example of something we were warned about in Lol Hammond’s guest lecture. The 2nd director had had little time to think about the music for the piece, was clearly surprised at the impact even basic composition can have on the picture, and rapidly became accustomed to the temp tracks we provided despite our admonishments not to do so as these were for suggestion only. This was fortuitous in a sense as she asked for the songs to be kept simple (like the skeletal temp tracks), which saved us a certain amount of production time, but unfortunate in that we had to back away from our plans for more complex original compositions for the piece. This is something to be very wary of in the future, as it could just as easily have worked in the opposite direction and caused us further complications.

– 1000 Words

Key Points –

Reflection on post production interaction with director, and delivery requests – Process Management, Individual reflection on learning and team role.

To manage the delivery of the soundtrack at various stages of the production along with relevant paperwork, to the director and producer.
Application of skills and conduct in production

Reflection on post production interaction with editor – Process Management, Individual reflection on learning and team role.

To successfully manage the audio team’s interaction with film’s director, editor and producer on a practical and creative level, and ensure the audio team’s work is delivered on time and to a good standard.
Application of skills and conduct in production

Reflection on use of temporary music cues – Process Management, Individual reflection on learning.

To contribute extensively to the practicalities of creating and recording music for, and of recording location sound for the piece.