(The following is an excerpt of an article published by i-Micronews.)We are today entering a new era when sanitary checks will be regularly required to travel, do shopping, or have a social and cultural life. In this article and the related new Yole Développement (Yole) report, Thermal Imagers and Detectors 2020 – COVID-19 Outbreak Impact – Preliminary Report, we analyze how the COVID-19 outbreak could affect the thermal technology market and industrial landscape.To resume normal air traffic, air passenger screening to detect travelers with signs or symptoms of infectious disease will require new modalities. Thermal imagers could be used as a fast primary testing solution. This won’t be the first time actually. In the previous SARS, H1N1 and Ebola epidemics thermal cameras were used in some airports to screen travelers for fever. Of course, the size of the previous epidemics was not big enough to give this technology much attention. The way forward would be a triage process. Thermal imagers based on microbolometer technology can be installed at airports. If a fever is detected, then the traveler could be taken aside to get further tested with a more accurate handheld contactless thermometer. If the fever is proven, then they can be isolated for further examination, either a history check, and/or a diagnostics test, provided that it gives results in a reasonable amount of time.Airports are not the only places where thermal imagers can be the new norm. In April 2020, more than 50 Amazon warehouses had cases of COVID-19. Typically, workers were having their temperatures checked by handheld thermometers at the entrance. Amazon installed thermal cameras at some of their sites, which allows for faster screening. If needed, a secondary, forehead temperature check is performed if the employee is flagged from the camera, according to Reuters. Other companies that have explored using the thermal camera technology include Tyson Foods Inc and Intel Corp. Even some schools in China have started using them. This is an example of how businesses and infrastructure are turning to methods for containing the spread of virus by using technologies that previously went unnoticed by the general public.More businesses can adopt thermal cameras. In all countries, between 5% and 10% of enterprises employ more than 50 people, according to the OECD. To return to work, they could use thermal cameras to monitor body temperatures of employees as well. Here we are talking about cameras in the order of hundreds of thousands units.But this might not be enough. Everyone will probably want to have the ability to check their body temperature at any time. We have here a big market opportunity for integration of thermal imaging into smartphones or wearables. This integration has been in process for years. And it has long been perceived as the next sensor to be integrated in a mobile phone after pressure, inertial MEMS, or CMOS imagers. However, when 3D sensing technology was launched by Apple in 2017, all smartphone manufacturers focused their effort on this application, and were not interested in thermal imaging. Nowadays, because of the COVID-19 pandemic, people are much more sensitive to checking their own temperature and those of people around them, usually several times per day. Integration of a contactless thermometer could make sense. So there could be a revival of the use case of thermal imaging capability or temperature measurement in a smartphone or a wearable in the future.Click here to read the full article in i-Micronews.Eric Mounier Ph.D. is Fellow Analyst at Yole Développement (Yole). Dimitrios Damianos, Ph.D. is a Technology and Market Analyst at Yole Développement (Yole) working within the Photonics, Sensing Display division.Yole Développement is a member of SEMI and the MEMS Sensors Industry Group (MSIG), a SEMI Strategic Association Partner.

Olivier Corvez, senior manager of Environment, Health, Safety and Sustainability at SEMI, sat down (virtually) with Todd Patterson, vice president of global EHS for Entegris Global Operations, to discuss how Entegris has responded to the global pandemic.Corvez manages and Patterson participates in the COVID-19 EHS Task Force currently meeting weekly to discuss industry response and share best practices. SEMI: Was Entegris prepared for the COVID-19 pandemic? How did the company respond?Patterson: Entegris has a strong risk management framework and a risk assessment team of senior leaders who meet at least once a quarter. This focus gives us early visibility into events that could destabilize our organization or threaten our operations. Such a framework helps ensure we have the information necessary to act as soon as possible when the need arises. However, our business continuity plans for a pandemic of this scale were far less than with other more commonly occurring catastrophic events such as earthquakes or hurricanes. The COVID-19 crisis was clearly unprecedented and as such, the necessary systems and procedures were not in place with the depth and detail needed. Our strong governance structure made it possible for us to hold steady even as the pandemic caused increasing uncertainty and disruption around the world. For example, despite major supply chain shutdowns across many industries, to date, our supply chain and manufacturing operations have only been modestly impacted by COVID-19. Our supply chain team was assessing daily the areas of risk with our suppliers and taking appropriate action as well as preemptive steps to ensure our critical supply lines remained open.Our sales team engaged in regular communications with our customers providing them updates about our Business Continuity Plans and our actions to mitigate the risk to any of their deliveries. In addition, we maintained current information about the continuity of our supply chain on the company’s intranet for the global sales team to access as they engaged with customers. Also, a proactive communication plan was implemented immediately to send weekly video messages from senior executives directly to employees’ emails. It was an effective way to communicate with our global teams, to keep them informed about the status of the company’s operations and maintain a common sense of purpose at a time when many colleagues worked from home. In these weekly messages, we also focused significant attention on the health and safety protocols established to protect our manufacturing and lab employees from the virus.Among the health and safety protocols we implemented immediately as the virus moved across different regions were those related to facility screenings, work-from-home policies, social distancing, self-quarantine requirements, contact tracing, increased disinfecting, and travel restrictions. With approximately 5,300 employees worldwide, we had teams in every region ready to implement these comprehensive protocols. We believe we were among the first companies to implement work-from-home policies and travel restrictions.Temperature screening stations at Entegris facilities in Jangan, Korea (left) and Kulim, Malaysia (right). In addition, our CEO led a COVID-19 Steering Committee comprised of senior executives and managers from operations, human resources and communications. The committee met several times a week during March and April to evaluate and formulate responses to the issues that emerged as the virus spread from region to region. The committee’s work created a strong partnership among senior executives and divisional and functional leaders, and the initial guidelines developed by the committee have formed the backbone of a global playbook to limit the spread of the virus to our other sites around the world.Recently, the committee has changed its focus to more strategic issues such as creating a framework for transitioning remote workers back into our office locations. Meanwhile, local leadership teams at each of our global sites have been empowered to address ongoing tactical issues consistent with our thoroughly documented health and safety protocols.Looking to the future, we are using our experience in responding to COVID-19 to develop a more comprehensive pandemic response plan. We have project teams working on better ways to: measure temperatures of personnel entering our sites facilitate social distancing in the workplace redesign common use areas to reduce the number of high touch points disinfect all spaces thoroughly and regularly, and manage emergency pandemic supplies. SEMI: From the SEMI EHS survey, we noted that all members had a Business Continuity Plan. How effective has it been for deploying resources and adapting quickly and minimizing the crisis? Why or why not? Patterson: Because we have operations in China, Entegris experienced the impact of the virus immediately. We quickly formed two task force teams for our two primary facilities in the region. These teams developed the means for communicating key information to employees and started working on prevention plans to protect employees and comply with local requirements for when operations resumed. They met the challenges head on and found quick solutions. An example was finding an effective way of communicating to the employees for each location. Group chats were established through social media. It was this work that led to their success in getting approvals from local authorities to resume operations. Those plans have laid the groundwork on which our other sites around the world could build their response plans.The effective management of our global supply chain also stands out as a key success of the company’s Business Continuity Plan. Entegris has a highly complex supply chain with approximately 6,500 suppliers and a $850 million annual spend, and we ship work-in-progress and finished goods from over 90 sites globally.As I mentioned earlier, despite the virus crippling supply chains across many industries, Entegris experienced very little disruption to its supply chain. The supply chain team was able to accomplish this despite a 90% reduction in global freight capacity. A key factor in keeping goods flowing to our factories was the intensive work the team had done earlier to develop an in-depth understanding of the company’s top suppliers and to mitigate sourcing risks. They had established alternate sources, balanced the sources geographically, and placed inventory across our supply chain to buffer risk.The team also had integrated statistical modeling into reporting tools, which made it possible to reset safety stocks and logistics lead times quickly as conditions changed. And a supply chain digitalization provided one aligned and integrated view via dashboards, giving the company the ability to respond rapidly and to communicate in real time with our suppliers. We essentially had a virtual war room where we monitored the daily impact of the spread of the virus and could address bottlenecks and other issues immediately.SEMI: What lessons have been learned, so far? How do you see changes in your company’s operations in the future?Patterson: Institutionalizing what we’ve learned has already begun. Whether the measures implemented during the pandemic are temporary or become permanent is still to be determined. Regardless, the learnings need to be documented and available as a playbook for if – or when – the next pandemic occurs.Entegris is already working on a more comprehensive pandemic plan that will be based on five levels of preparedness. Level 0 will cover annual training requirements and management of emergency inventory of pandemic supplies. Level 1 will include early recognition of an outbreak, and then Levels 2-4 will include requirements for when specific response measures are implemented. Entegris also has formed the “New Normal” task force, which consists of leaders representing a number of disciplines directing the project teams previously mentioned to create a more comprehensive pandemic response plan. One of the project teams is working on improving the facility screening process that performs temperature measurement for personnel entering Entegris sites. The team is looking at the best technology to scan body temperature. As to whether this technology is employed only while COVID-19 is still active or becomes a permanent way of doing business, this is still being discussed.SEMI: EHS is involved in both providing technical support to protect individuals but also in making organizational changes to favorize social distancing. Could you explain some of the successes and challenges while tackling these two fronts?Patterson: Very early in the pandemic, Entegris established a work-from-home policy for non-essential employees. This significantly reduced the number of personnel and the potential for contact at the Entegris locations. Significant facility changes also were required. These included the design of facility screening booths and modifications to common gathering areas such as canteens, meeting rooms, prayer rooms, and smoking points. Physical markings were used to designate 2 meters distancing, and the seating in canteens and meeting rooms was reduced and staggered to minimize the risk of exposure to the virus. Entegris also has a project team focused on developing design solutions for offices and workstations when space makes it difficult to maintain 2 meters social distancing. These changes turned out to be essential for some sites in meeting mandates by local authorities. Our sites in Hangzhou, China and Kulim, Malaysia both were allowed to resume partial operations after demonstrating to government authorities the effectiveness of the preventative measures put in place. One particular challenge we are facing is the range of personal differences and awareness levels within the workforce – including those that don’t understand the importance of the new guidelines. We are working closely in advising supervisory staff to be aware of the need for employees to follow all health and safety protocols we have put in place, including social distancing. That preventative measure is the most difficult to make part of our new behavior – it is unnatural and inconsistent with our human nature, but it is critical to preventing the further spread of the virus.SEMI: How do you envision the progressive steps in deescalating to bring back “normal” operations? Patterson: I don’t know whether Entegris will ever go back to the old “normal.” As previously mentioned, we are working on the “New Normal.” Our focus now is on bringing our work-from-home employees back to the workplace without adding risk of exposure to the virus. We are still exploring options, but we expect to do it in a phased approach so that we can adequately assess the preventive measures that are in place and determine whether adjustments need to be made to any of our health and safety protocols.We are starting to see a variety of different frameworks emerge for evaluating repopulation timing and procedures. We will assess them on an office-by-office, or site-by-site basis, utilizing consistent criteria to define the potential for exposure to the virus. This also applies to our field service workforce. However, I have not yet seen any governmental guidance that offers a recommended framework for returning employees to the workplace. I think this represents an opportunity for SEMI EHS and the Standards groups to work to establish that framework for our industry.SEMI: Anything else you would like to share that you have observed throughout this crisis?We have not discussed the challenges faced in procuring and acquiring pandemic supplies. Almost immediately after the outbreak occurred in Wuhan, it became increasingly difficult to find supplies. Even when confirmation was provided by suppliers and delivery dates confirmed, the majority of the dates were pushed out or canceled. We found that what worked best was to have purchasing teams at the local site work with their local contacts on obtaining smaller quantities while a corporate point person was also managing larger orders. In preparation for any future pandemics, Entegris will be maintaining an emergency inventory for masks, sanitizer, thermometers, and disinfectants.For 18 months, Todd Patterson has held the position of VP Global EHS for Entegris Global Operations. His experience with emergency management and BCP has become invaluable in the past three months. He is grateful to his global response teams around the world for coming together to support the Entegris team in this unprecedented situation. Todd is an active participant on the SEMI EHS COVID-19 response teams led by Olivier Corvez at SEMI. Olivier Corvez is senior manager of Environment, Health, Safety and Sustainability at SEMI.

As government and business leaders start to talk about “returning to normal,” and looking to thermal cameras to help, questions remain about how and whether the latest technology can help prevent the spread of COVID-19.Across industries, everyone is looking for the right tools to help detect, slow and eventually stop SARS-CoV-2, the virus that causes COVID-19. By now we’ve all come to recognize that resuming operations in any way will require demonstrating measures to protect the health and wellbeing of people in a variety of situations, including travel and work.One proposed solution is thermal scanners. Unlike most medical imaging approaches, infrared (IR) thermography doesn’t require irradiation or expensive equipment, and presents no health hazard. Infrared radiation emitted from our skin can be detected and used along with information about the ambient environment to estimate core body temperature — which may indicate someone is running a fever, a common early symptom of COVID-19. While thermal cameras can’t detect a virus or a specific infection, they can help by quickly narrowing down a large pool of possibly infected individuals. And today, this represents the only viable non-contact mass screening approach for fever. The accuracy of the infrared system can, however, be affected by human, environmental and equipment variables. Understanding this multitude of variables — including the ways in which the science, technology and applications themselves interact — will help both users and system makers deliver the best results.Consideration #1: Think about the methodThermal detection has been used for fever detection for 20 years now. While older thermometers and thermal cameras, including the type used to detect a different coronavirus, severe acute respiratory syndrome (SARS), had their weaknesses, newer generations deliver significant performance improvements. More intelligent systems now offer features such as real-time calibration to ambient temperature with sub-degree °C accuracy, providing more accurate readings far more quickly than older generations.Newer camera systems are also more user-friendly and more reliable, featuring automated target recognition, improved resolution, pairing with a visible-light camera, automated alarms for febrile cases, and clearer outlining of hot spots. This higher degree of granularity improves insight, allowing for a more efficient and faster screening process, and provides on-site health professionals with necessary information to take additional steps when required. Advanced image processing features in new radiometric thermal cameras. Consideration #2: Know your baselinesBecause the environment can influence temperature measurements, some system makers have devised different ways to establish functional baselines. An early approach, recording a population baseline at each site on each day, proved too time- and resource-intensive. A newer approach, using a reference temperature source, or black body, offers evolutionary improvement. Designed to maintain itself at a specific temperature, the black body device allows the thermal camera system to automatically calibrate. Even better is a radiometric camera, which can intepret the intensity of an infrared signal reaching the camera. This requires more rigorous design and testing by the manufacturer, but it delivers much more precise measurements.Diagram of a fever detection system with black body emitter Consideration #3: Looking in the right place While thermal cameras can only detect surface temperatures, different parts of the human body more closely correlate with body temperature. Based on recent scientific research, the most reliable spot in the human face is the canthus, the small corners over the tear duct of your eye where the upper and lower eyelids meet. This kind of precise targeting requires accurate pixel calibration capabilities. The best surface target for estimating core body temperature: the canthus at the inner eye Consideration #4: Checking your performance Operating an IR fever screening system in the lab is one thing, but out in the field, the situation becomes more complex. Users need a camera system that is reliable and stable when it comes to critical performance factors like resolution, sensitivity and frame rate. Understanding the performance considerations when imaging a subject at a distance, for example, and realizing the minimum number of pixels required to get an accurate measurement are both essential in staging a fully optimal fever-detection platform.Consideration #5: Finding your way in the “wild west” of thermal imaging in early 2020People from the many industries that have been devastated by this pandemic – including travel, sports, manufacturing, food and hospitality, and entertainment — are looking for ways to reopen businesses safely while reducing the probability of a second wave of COVID-19. Deploying technology such as IR fever screening systems as part of a range of preventative measures will hopefully support that effort.As is the case with any promising emergent technology, there is a fair degree of chaos around the nuanced considerations of system design and performance. What standards apply to IR fever-screening devices? Which are being enforced? Who makes them? Will they work? IR camera manufacturers such as Teledyne DALSA and the expert system integrators we work with can play an important role in helping manufacturers and integrators to navigate this chaos, enabling us to work together to potentially save lives.For an even more in-depth look at this topic, visit this page, download our whitepaper Thermal Imaging Technology for Fever Screening, or browse.Jean Brunelle, product manager for infrared imaging, is a technical leader in sensor integration at Teledyne DALSA. He works on developing new image correction and calibration algorithms as well as qualification and production tests for the company’s visible and LWIR lines of digital cameras. Having earned a bachelor’s degree in engineering physics and a masters in surface chemistry, he has a passion for all things sensors, from how they work to how they are fabricated and used. His focus for the past few years has been on micro-bolometer-based LWIR cameras. Most recently, he was involved in the development and testing of Teledyne’s very own WLP micro bolometer and its integration into a thermal camera.Teledyne DALSA is a member of MEMS Sensors Industry Group (MSIG), a SEMI technology community that enables the MEMS and sensor industry to address common challenges, innovate and accelerate business results.

As the fight against COVID-19 presses ahead, many healthcare workers, especially those on the front lines, are being pushed to their limits and beyond to ensure our health and safety. To help doctors and nurses combat the virus, SEMI Taiwan mobilized six leading Taiwan semiconductor companies last month to donate personal protective equipment (PPE) designed for industrial operation to medical staff. The gear included powered air purifying respirators (PAPR), half facepiece respirators, head tops, protective coveralls, and air filter canisters.On behalf of the semiconductor industry, SEMI Taiwan worked closely with industry leaders and the government to deploy the direly needed resources to support the domestic medical community. The Taiwan Association of Medical Technologists accepted the donations in the ceremony attended by Taiwan CDC Deputy Director-General Chuang Jen-hsiang. The largesse is the result of public-private partnership to provide medical supplies to 35 hospitals and medical laboratories across Taiwan. Terry Tsao, Global Chief Marketing Officer and President of SEMI Taiwan, and six Taiwan semiconductor companies stepped up to help combat the coronavirus pandemic. TSMC Charity Foundation responded with PPE giveaways in March in a first wave of protective equipment donations to medical personnel. Before long, Vanguard International Semiconductor Corporation (VIS), ​​​​​​​​​​​Macronix, Micron, United Microelectronics Corporation (UMC), and 3M Taiwan also answered the call for more medical equipment for COVID-19 frontliners. Extending the Taiwan semiconductor industry’s rich tradition of making charitable contributions in the region, including financial assistance for emergency relief efforts, the companies donated more than 1,000 pieces of PPE after balancing the giveaway with inventory needs in their fabs. Fab workers responsible for machinery, raw materials, and other goods and gear used in semiconductor manufacturing wear the protective devices. One piece of equipment, powered air purifying respirators (PAPR), features a battery-powered that sends filtered air flowing into a hood or head top covering the wearer’s head or face to protect against respiratory hazards. In healthcare, PAPRs protect medical staff as they test blood and tissue samples for traces of COVID-19. Dr. N.S. Tsai, CEO of TSMC Charity Foundation, notes that respiratory protection equipment can offer integrated protection against multiple hazards and is comfortable for medical technologists working long shifts to wear. Medical facilities across Taiwan quickly depleted PPE supplies after the rapid response to the January outbreak by healthcare providers across the region led to quick containment. The PPE donations were critical in minimizing exposure risks to medical staff. The chip industry’s protective clothing and equipment offered another benefit: Medical technologists found the gear – designed to be worn over long periods in semiconductor manufacturing facilities – comfortable as they worked marathon shifts early in the COVID-19 outbreak. “Coronavirus testing requires a much higher level of protection than is needed in many healthcare settings,” said Chuang Jen-hsiang, the Deputy Director for the Taiwanese Centre for Disease Control (CDC) and the spokesperson of Taiwan Central Epidemic Command Center. “Medical technologists must work in a poorly ventilated labs for more than eight hours a day, causing sweating and damp heat. The high-performance PPEs provided by the industry help healthcare workers breathe more naturally without wearing a mask while greatly reducing infection risk in hot, humid environments.”For their COVID-19 response, Taiwan’s government and well-trained medical workers drew lessons from the SARS outbreak in 2003 to quickly activate emergency management structures to fend off the emerging threat – one that put the Taiwan semiconductor industry and its round-the-clock operations at risk.“Taiwan’s swift response to the COVID-19 was vital in preserving the business continuity that is the lifeblood of the semiconductor manufacturing,” said Terry Tsao, Global Chief Marketing Officer and President of SEMI Taiwan. “We are honored to do our part to support the heroes of this fight – the medical technologists on the front lines – as an expression of our great respect and gratitude for their extraordinary work.”SEMI Taiwan has long partnered with TSMC Charity Foundation to care for people in need, drive positive environmental and social changes, and support emergency aid in Taiwan. The goal our joint corporate social responsibility efforts is to warm the hearts of our people and build a better society.Irene Huang is a public relations and marketing specialist at SEMI Taiwan.

Linx Consulting and Hilltop Economics continue to monitor how the global economy impacts the electronic materials supply chain. Amidst the recent economic and revenue results releases, we have generated a series of potential scenarios for the next few years. These scenarios are based around sales of silicon wafers expressed in millions of square inches (MSI). Our work develops a multiyear forecast from the historic record of the SEMI-reported MSI demand by developing an econometric relationship with underlying demand drivers. Using this methodology, Linx Consulting and Hilltop Economics have introduced the following three silicon demand forecast scenarios: V-shaped global recession consistent with severe COVID-19 impact followed by a sharp economic rebound. Probability of approximately 40%. V-shaped global recession but with business and consumer behavior differing from the past recession in that there is much more aggressive spending on technology goods that softens the impact for semiconductors in 2020. Probability of approximately 25%. An extended COVID-19 impact developing into a U- or L-shaped global recession with an economic rebound delayed for several years. Probability of approximately 35%. In the few months since coronavirus hit the world, the economic prognosis for all major economies has worsened dramatically, although forecasts remain speculative given the rapid rate of change in the political and economic environment. The forecast changes in GDP since February 2020 of the G7 nations vary from -5.9% for Japan to -10.2% for Italy. These changes are closely linked to unprecedented declines in employment, consumer demand and industrial investment – all key drivers for wafer area demand. This leads us to believe there will be a significant reduction in wafer demand as these economic factors feed through the supply chain.Other leading indicators show dramatic drops in the global and regional economies taking effect at an unprecedented pace. These indicators have a loose predictive relationship for silicon wafer consumption and portend a rapid drop in demand.The demand picture for the semiconductor supply chain (be it wafers, materials, consumables or devices) is thus gloomy, and our models are currently showing Q2 to Q3 2020 reductions in MSI demand of between -11% and -28% depending on the scenario.In marked contrast to this depressing economic picture, the indications from the end-to-end semiconductor supply chain continue to be much more positive. Demand for silicon reported by SEMI increased in Q1 2020 by close to 3% from Q4 2019, while results from materials supply companies vary from slightly negative to record-breaking growth rates through the first three to four months of 2020. Added to this, reported revenues from WSTS for Q1 2020 ticked up 6.2% versus the prior year and the three large foundries in Taiwan and China showed continued growth of Q1 wafer area shipments and a 32.3% growth versus Q1 2019.Revenue and demand reports from leading device manufacturers remain on trend from 2019 with no indication of a precipitous change. Anecdotal reports of strong technology equipment demand to support people working from home and demand for medical devices in response to the pandemic can be substantiated somewhat by demand data although not convincingly.Reports from materials supply companies indicate that factories continue to be fully utilized, having been designated essential businesses, and that safety measures implemented against infection are largely effective.There are some indications of caution, however. The major public silicon wafer suppliers saw a 4% drop in revenues in Q1 over Q4, despite the reported strength in silicon area shipments from SEMI, indicating either ASP declines or some inventory effects.We are advising clients supplying materials into the wafer fabs and packaging supply chains to develop contingency plans for a sharp decline in product demand of as much as 28%, which may bounce back rapidly to 2019 levels or higher in early 2021. However, companies should also be vigilant of a slower than hoped for return to previous activity levels if the effects of the pandemic continue for an extended period.For further information please contact Mark Thirsk at +1 774-245-0959 or on [email protected] in engaging with the electronic materials supply chain? The Electronic Materials Group (EMG) is a SEMI technology community representing SEMI member companies that provide substrates, polymers, metals, organic and inorganic materials, chemicals, and gases developed for electronics manufacturing. Linx Consulting is a longtime member and supporter of the SEMI Electronic Materials Group.Mark Thirsk is managing partner at Linx Consulting. Duncan Meldrum is president of Hilltop Economics.

SEMI estimates there exist about 80,000 surface mount technology (SMT) and printed circuit board assembly (PCBA) manufacturing lines globally. With that many lines, standards are incredibly important to adding and implementing upgrades and harnessing the power of the data going into and out of the equipment on those lines in the pursuit of efficiency and productivity. Standardized communication system backbones allow individual lines to integrate the latest equipment and software and increase their ROI.SEMI is developing a suite of standards for assembly line scenarios, like SMT and PCBA. The new SMT Equipment Link Standards (SEMI SMT-ELS) address Horizontal Communication (HC) between different equipment on the line and Vertical Communication (VC) between equipment and higher-tier hosts (for example, a line controller/equipment host or a factory automation host).Semiconductor Front-end processing vs. flow-oriented processing Flow-oriented processes such as SMT are different than typical semiconductor front-end processing, which contributed to the need for the SMT-ELS suite of standards. In the semiconductor front-end space where SECS/GEM was first utilized, the factory host is very involved with equipment control and the process is very job-centric. In addition to configuring and logging information, the host controls equipment execution and has to handle many job and recipe scenarios. For the SMT case, there is more operator interaction on the line and the factory host is currently not really involved with the control aspect and has minimal data collection requirements. In the front-end space, the Automated Material Handling System (AMHS) can take the material anywhere in the factory, including back to a tool where it had been before. For SMT, there is a very fixed flow on where material can go. The SEMI A1 interface provides a way to simultaneously transfer information about the material and material metadata being handed off to the adjacent equipment. Front-end equipment can buffer material for processing using carriers and internal storage locations. With assembly lines, the product comes in, gets processed, and leaves with minimal queuing. The equipment is also very simple. Sometimes, equipment does not even have a PC. Instead, it is controlled by dedicated real-time systems such as programmable logic controllers (PLCs). In these cases, SECS/GEM imposes too much overhead and infrastructure for the functionality required. Some other considerations: Being job-based, front-end equipment can support more execution permutations. For example: Jobs can be created before or after material arrives at the tool. There are many different carrier validation scenarios to ensure correct material is at the equipment (using either host-based or equipment-based verification). Jobs themselves can support many scenarios with pause, resume, stop, and abort functionality. With SMT lines, There can be up to 10 tracks on the line (although typically there are only one or two and they flow in one direction.) Recipes are pre-downloaded and automatically selected by material data attached to the product when it arrives at the equipment. The SMT-ELS Standards suite consists of: SEMI A1 – Specification for Production Equipment Smart Connection Interface (PESCI) This standard handles point-to-point communications and propagation of messages down the equipment line (similar to a bucket relay), as well as simultaneous material and material data transfer between two pieces of equipment next to each other. SEMI A1.1 - Specification for TCP/IP Interface for PESCI outlines how to implement SEMI A1 with TCP/IP. SEMI A2 – Specification for Surface Mount Assembler Smart Hookup (SMASH) This standard defines how to apply SEMI A1/A1.1 to an Equipment Host (provided by Placement Equipment Suppliers) and equipment communication, as well as equipment to equipment communication.The F-GEM Task Force (under the Japan Automation Technology Technical Committee) is developing a new Standard to support vertical communications using SEMI A1 (and co-existing with SEMI A2) to support a higher-tier host such as the factory automation host that wants to communicate with the line equipment. In the future, this standard could be expanded to support other flow-oriented industries beyond SMT (using only SEMI A1).Systems and vendors need to work from the same version of the standards to communicate with each other properly. To help ensure compatibility, SEMI is applying Freeze version management to the SMT-ELS Standards suite. Freeze Version 0, announced in October 2019 and specifying the 1019 versions of the SMT-ELS standards, was implemented, and the Automation Technology Technical Committee members are working on updates and prototyping for Freeze Version 1.For more information about the SMT-ELS standards, visit the SEMI SMT-ELS website or explore the broader SEMI Standards program. SEMI Standards activities are open to all interested parties, but you must be a registered SEMI Standards Program Member to participate in SEMI Standards meetings. SEMI Standards Program Membership is independent of the Corporate, Associate or Affiliate SEMI memberships, but participants are encouraged to join to help support this vital work for the continued growth of the industry.About the AuthorsTerry Asakawa (Principal, VistaIdeal Consulting) has been involved in developing SEMI Standards for over 25 years, focusing on equipment physical interfaces and communication for semiconductor factories. In recent years, he has turned his focus to communication protocol standards for flow-shop manufacturing. Mr. Asakawa currently co-chairs the Japan Automation Technology Committee and leads the F-GEM Task Force.Albert Fuchigami is Senior Software Developer, at The PEER Group Inc. He is involved in the SEMI Standards development of SMT-ELS so that the effort takes into consideration the differences between front end processing and flow-based assembly lines in collecting data and communicating with factory host systems. He hopes to identify the different use cases and control scenarios, and help users understand the differences, so they know when SECS/GEM and SMT-ELS standards are appropriate.

Since 2015, FlexTech has funded three projects with ITN Energy Systems, based in Littleton, Colorado. The projects all draw on a unique concept of using thin, flexible ceramic sheets as both a substrate for functional devices and as an integral part of the hermetic packaging to support paper-thin FHE products. Each program was increasingly sophisticated, enabling a larger variety of functions to be integrated into a common package. Independent functions such as energy storage, energy harvesting, or printed microelectronic circuits are deposited on their own ceramic substrate and the layers vertically stacked and interconnected into a monolithic structure that combines several functions in the smallest possible package volume.The ITN projects provide excellent examples of the power of collaborative research and development to help de-risk investments in next-generation electronics. All the projects were conducted with technical contributions from small and large businesses as well as university partners. The programs were funded by the U.S. Army Research Laboratories (ARL), directed by industry leaders and managed by SEMI FlexTech with the focus on utilizing the advantages of flexible hybrid and printed electronics (FHE) to create lighter-weight, lower-power, more conformable electronics than available commercially today. Markets ready to take advantage of FHE developments include healthcare, aerospace, mobility, consumer electronics, industrial electronics.ITN was founded in 1995 to focus on researching and developing technologies related to aerospace, energy and the environment for defense and commercial marketplaces. Its business model employs collaborative R D projects to explore, develop and validate promising next-generation clean energy technologies with an emphasis on tackling the manufacturing challenges that enable low-cost, high-volume production of thin-film devices on flexible substrates. Those technologies that meet the technical and business requirements of the market are commercialized via focused, spin-out companies with five such spin-outs formed so far. The work on ultra-thin batteries needed by the SEMI FlexTech community readily slid into their portfolio of projects.Project 1 – New Solid-State Lithium BatteryThe first project kicked off in 2016, with ENrG, and successfully supported the development and validation of novel Solid-State Lithium Battery (SSLB) products with total packaged thickness ranging from 50-250 microns. The SSLB proved to have substantial advantages in form factor and performance when compared with both commercial-off-the-shelf batteries and emerging technologies. For example, the SSLB provided more than double the operating time in a substantially smaller package in powering an audio device supplied by SEMI FlexTech partner companies.By avoiding the use of liquid electrolytes, the ITN SSLB also eliminates flammability issues while still allowing the benefits of lithium-based battery chemistry. The SSLB boasted many attributes attractive to the FlexTech community, including: Ultra-thin form factor, i.e. 250 microns thick, mAh class packaged batteries High volumetric energy density, i.e. baseline products with ~500 Wh/l and a roadmap to 1,000Wh/l The ability to support high current pulsing, i.e. current pulses at 4-10C rates, in support of demanding FHE duty cycles High temperature compatibility with solder reflow and other FHE integration schemes Rechargeability with high capacity retention at 1,000 cycles This new SSLB has formed the foundation of subsequent projects and commercialization efforts.Project 2 – Adding Energy Harvesting Based Recharging Capability The second SEMI FlexTech-funded project proposed a novel self-recharging battery with the addition of Lucintech’s cadmium telluride (CdTe) photovoltaics (PV), which was also deposited on thin yttria stabilized zirconia (YSZ) substrates. Because the CdTe supports a superstrate configuration, the SSLB can function as the back sheet for the PV package, thereby dramatically decreasing overall package thickness. The resulting flexible integrated power pack provided up to 0.25 Wh of energy storage and ~0.2 W of PV generating capacity in a total package less than 250 microns.As part of that effort, the ITN Team identified an effective power-management circuit that was ultimately compatible with die thinning and form factors very attractive to FHE. Consequently, the PV and SSLB were interconnected into a common power bus that enabled FHE to be operated with either the PV, SSLB or some combination of the two.ITN is seeing great interest in this product and both developing a version with substantially higher capacities than the project entertained for a UAV platform while ramping to low volume with support from NextFlex, a member of the Manufacturing USA network, and formed in 2015 through a cooperative agreement between the U.S. Department of Defense (DoD) and FlexTech Alliance.Monolithic integration of function layers atop of SSLB for high performance microelectronics device Project 3 – Integration with Processing and Sensor SystemsThe third FlexTech-funded project builds further on that foundation. In this project, the ITN Team is maturing the technologies to create a battery with an integrated processing and sensor system, nicknamed BiPASS. In addition to SSLB layers, the BiPASS package integrates printed circuits on YSZ employing high-performance, silicon- based bare die micro-electronics and/or thin film sensors into the common packaging. Mock-up of the charge control circuit on SSLB The initial demonstration integrates a commercial lithium battery charge control circuit within the SSLB packaging to create a monolithically integrated power module. There have also been promising developments of the University of Rhode Island’s metal oxide (MOx)-based thin film gas sensors that have dramatically increased sensitivity when deposited on thin YSZ. The resultant sensor achieves ppb detection of trace explosives gases that can be powered by SSLB. Along the way, ITN’s partners Molex and SunRay Scientific matured several aspects of FHE circuit printing and integration on both PET and YSZ, including new materials and processes for conductive traces, and bare die attachment with fine features. The project is in its final stages and the ITN Team now has a promising roadmap to integrate power, microelectronics, and thin film sensors/sensor systems into a single paper-thin package.Commercial Scale-Up StrategySince the initial demonstrations were completed, ITN has been actively maturing a commercial scale-up strategy based on significant market-pull and interest from several companies. A new venture to commercialize this next generation SSLB is in process. As part of those discussions, ITN is in active discussions with potential strategic partners to support the transition to high-volume production to access additional markets, many of which are cost-sensitive and need a higher degree of production maturity.In the meantime, ITN’s limited volume SSLB production line is already supporting medical device customers. In addition, a baseline SSLB (~2.5 mAh capacity) has been developed and tested in several new applications, including wearables, sensors and smart labels.“Based on the acceptance of these project in the market, I believe all three projects have provided significant value to the SEMI FlexTech community,” noted Brian Berland, Chief Technology Officer at ITN. “In addition, the connections and visibility we have gained within the industry by partnering with SEMI FlexTech have been invaluable. We are excited to continue this journey with new and additional projects. In the meantime, we are hopeful that our ongoing discussions with investment partners will support our commercializing of these components.”For more information visit www.flextech.org. SEMI FlexTech is currently (from 6/10/2020 – 7/17/2020) accepting white papers for new technology development projects. Read more at www.flextech.org.About the AuthorDr. Gity Samadi is the SEMI FlexTech Program Manager. Gity is responsible for the flexible hybrid electronics R D consortium activities including project awards and management, Technical Advisory Council management, and webinar/industry event planning for the building and fostering of this dynamic innovative community.

Touchless controls are in high demand as COVID-19 makes people adverse to touch surfaces that could transmit the disease, especially in public and high-traffic areas. With many regions reopening their economy, the development and integration of touchless interfaces is rapidly accelerating, including retrofitting of touch interfaces to touchless. Consequently, the market is expected to grow at a 9% CAGR from 2019-2030.The benefits of touchless human-machine-interface (HMI) also includes safety – think voice control in automotive that helps keep drivers’ hands on the wheel and their eyes on the road. Touchless HMI can provide security as with motion and infrared sensors to detect people at night and can help conserve power and resources by using motion detection in buildings. The list is quite extensive.Our research places touchless components and devices into several categories: touchless thermometer (and thermo imaging), 6-feet distance sensor, four types of gesture control, proximity touch screen, eye tracking, voice command, and wearable devices for touchless control. We recently analyzed over 390 companies working on touchless sensors, touchless software, touchless head-mounted systems and system integration. Out of these, our analysis finds that 110 companies are working on voice command and 69 are working on camera-based gesture, which we believe is tied to the increasing familiarity with mobile phones and in-home assistant uses like Amazon’s Alexa or Google’s Home devices. Figure 1 shows the full list of technology categories for the companies analyzed.Figure 1. Touchless Human-Machine-Interface technologies attracted over 390 companiesSource: Touchless HMI 2020 report, 3rd edition, Touch Display Research, 2020 Touchless technologies can be used in dozens of applications. In the report, we provide a market history and forecast from 2013 to 2030 organized into the following seven touchless application categories: Automotive AR, VR, XR and game console Home automation/TV/smart speakers Mobile phone tablets Notebooks, desktop monitors PCs Wearable – non head-mounted Out-of-home touchless Certain touchless HMI technology will grow faster than others in different applications. For example, in the AR, VR, XR and game console market, we forecast voice command will lead this application in the next several years with 24% market share in 2020, 23% market share in 2025 and 21% market share in 2030. Motion sensor fusion has the second most market share in 2020. Eye tracking will gain market share and surpass motion sensor fusion and become the second leading touchless technology with 19% market share in 2030 in this category. Figure 2 provides the full breakout for this market. Figure 2. Touchless Human-Machine-Interface for AR VR XR and game console application, market forecast. Source: Touchless HMI 2020 report, 3rd edition, Touch Display Research, 2020 In summary, touchless HMI will enjoy accelerated growth in the next 10 years. The touchless HMI market provides significant financial opportunities for semiconductor companies, OEM/ODMs, proximity touch suppliers and software companies. Designers of products that currently require multiple touches in public environments should immediately consider adapting to the impacts of COVID-19 on our world. Strategic thinking and action now could lead to product success for the foreseeable future.About the author: Dr. Jennifer Colegrove is CEO and the principal analyst for Touch Display Research Inc., a research and consulting firm specializing in touch screen and emerging display technologies. TDR provides reports, consulting, and due diligence to touch suppliers, display manufacturers, semiconductor companies, consumer electronics ODMs/OEMs, material suppliers, investors and venture capitalists. For report and consulting, please visit our website: TouchDisplayResearch.com.

On Monday, SEMI led a statement from a coalition of industry groups calling on governments worldwide to harmonize their policies to safely allow essential international travel by essential workers. Cross-border mobility in the semiconductor and microelectronics industry is vital to maintaining manufacturing critical to the production of semiconductor devices that are the foundation of our modern economy, countless economic sectors and each nation’s response to the COVID-19 pandemic. Uniform cross-border travel rules impacting essential businesses in the electronics supply chain are crucial for semiconductor business infrastructure and supply chains to maintain effective operations.To that end, SEMI is urging governments around the world to permit international travel by semiconductor supply chain engineers, technicians and executives with minimal disruption to ensure any fast-tracked procedures apply directly to the semiconductor industry and that any agreements negotiated among countries harmonize global travel procedures and processes. Global supply chains require cross-border travel by key technical personnel and business continuity decision-makers to ensure that essential industry manufacturing and business operations remain efficient, effective and uninterrupted. While the industry continues to implement safety protocols and minimize non-essential travel to stem the spread of COVID-19, highly sophisticated equipment sets and materials usage from multiple nations will at times require specialized expertise that is not present in-country.For example, technicians from a semiconductor manufacturing equipment company typically must travel to semiconductor factories in other countries to install or repair specialized tools in situations that are beyond the expertise of the local field office and too complicated to handle by video conference. Similarly, at times semiconductor-based solutions, such as cloud computing, must be implemented or optimized on-site for the equipment to achieve full capacity. After months of remote access to their overseas operations, it also is critical that executives are able to visit their facilities to evaluate and manage their ongoing operations. In the past month, several countries central to the global electronics supply chain have engaged in both formal and informal talks to ease travel restrictions on personnel from essential industries. China, for example, is negotiating fast-track travel protocols with countries throughout Asia and Europe. On May 1, China and South Korea formalized an agreement that has made significant accommodations for semiconductor industry personnel to travel between the two countries. Last week, China and Singapore reached a similar deal – planned to take effect in early June – prioritizing travel for both executives and technicians.Beyond China, several ad-hoc negotiations are underway involving countries as varied as Taiwan, Vietnam, South Korea, Thailand, Canada, Australia and New Zealand. Multilateral discussions are also afoot with the aim of setting up bubble travel zones featuring standard health and travel protocols within the country blocs. As these disparate agreements between individual countries or small blocs of countries take shape, however, they are likely to create divergent standards that may complicate efforts of global businesses to effectively service their operations and customers, even if such travel is and has been deemed essential.In March, when U.S. states and many governments around the world began implementing stay-at-home orders and closing non-essential business operations, SEMI immediately took a lead role advocating to ensure that that the entire microelectronics supply chain was deemed essential and able to continue operations. In the U.S., nearly every state followed SEMI’s recommendation to adhere to the Department of Homeland Security’s Cybersecurity and Infrastructure Security Agency (CISA) guidelines that included semiconductor manufacturing and its supply chain as essential, or specifically highlighted semiconductor supply chains as essential. Overseas, SEMI advocacy worked to ensure the semiconductor supply chain was deemed essential in every key jurisdiction.The mobility of essential workers is critical to essential business operations in the electronics supply chain. Just as SEMI led the effort to ensure that critical electronics supply chain operations were deemed essential as economies were closing down, SEMI will continue to advocate for uniform essential travel guidelines for critical infrastructure workers as economies reopen. Karl Kailing is manager of Public Policy and Advocacy at SEMI.

The world’s most advanced manufacturing factories are leading the way in driving efficiency and sustainability.In advance of its 2020 meeting, the World Economic Forum welcomed Micron into its Global Lighthouse Network, a group of advanced manufacturers “that are showing leadership in applying the technologies of the Fourth Industrial Revolution to drive operational and environmental impact.”For years, Micron has been helping clients integrate artificial intelligence (AI), big data analytics and the industrial internet of things (IIoT) into their factories. And now Micron’s factory is one of the first facilities in Singapore, along with Infineon, to be recognized by the Global Lighthouse Network.In a recent interview with Channel News Asia, Manish Bhatia, executive VP of Global Operations, explained how Micron has been practicing what it preaches: “Our products enable new technology trends such as IoT, 5G, cloud computing and autonomous driving. Applying these technologies in our own manufacturing facilities demonstrates the enormous potential in driving business value. Industrial IoT and artificial intelligence are part of the biggest revolution since the advent of robotic manufacturing productivity 50 years ago.”For Micron, this journey started with the need to “keep pace with the technological advancement of our semiconductor processes,” Manish said. “We wanted to provide higher-capacity, higher-performance, lower-cost and lower-power chips.”This meant embarking on the same journey they guide clients through: “We started by focusing in 2014 on simple statistical analysis to improve our production processes,” Manish said. “Following that, we developed more complex deep learning and AI capabilities to draw insights from our data. Most recently, we introduced IoT sensors — like cameras and acoustic sensors — to gather even more data that allows us to further improve our production processes.”The Singapore factory plays a critical role in developing leading-edge NAND. Micron’s Singapore presence, composed of two wafer-fabrication facilities and one assembly and test facility, serves as the base for worldwide operations. With over 500,000 square feet of cleanroom space, the location is also a designated NAND Center of Excellence, driving the implementation of the company’s leading-edge 3D NAND production for use in mobile phones, solid-state drives, digital cameras and more. Micron employs approximately 8,000 people in Singapore.The World Economic Forum says the results of the Singapore transformation have been spectacular: Micron’s “semiconductor fabrication facility has integrated big data infrastructure and IIoT to implement artificial intelligence and data science solutions, raising product quality standards and doubling the speed at which new products are ramped.”Below are notable achievements that Micron was recognized for: Automation of production and maintenance produced a 4% tool availability improvement. The IIoT-enabled smart factory led to a 22% scrap and product downgrade reduction. Advanced analytics for process optimization with OEMs reduced time to ramp new products by 50%. Deep learning optical-defect detection created a 2% yield improvement. The integrated deviation management platform reduced time to resolve quality issues by 50%. Micron was a natural choice for the Global Lighthouse Network, an organization whose creation is timely. The World Economic Forum points out that “global production industry is lagging in its adoption of Fourth Industrial Revolution manufacturing technologies, with more than 70% of companies stuck in pilot-phases … [There is] a need for a neutral learning platform to showcase top-use cases, roadmaps and organizational approaches to adopting and scaling technologies from which other companies globally could benefit.”As part of the Global Lighthouse Network, Micron will be able to share knowledge and best practices with peers, support new partnerships and help other manufacturers deploy technology, adopt sustainable practices and transform their workforces. We can all build on this community of like-minded organizations, levering technology to improve efficiencies and promote sustainability.This recognition from the World Economic Forum is a win-win. We look forward to joining the club of lighthouse factories around the world and to helping propel the entire global manufacturing industry into the Fourth Industrial Revolution. At Micron, we are at the forefront of this transformation and welcome the opportunity to serve as a lighthouse.Koen De Backer is responsible for driving Micron’s smart manufacturing initiatives and digital operations including capabilities with IoT, artificial intelligence, advanced analytics, cognitive computing and machine learning to enhance Micron’s business, global operations and product development. Prior to joining Micron, Mr. De Backer led large-scale operations projects for more than a decade to help clients reduce inefficiencies and achieve excellence in manufacturing, procurement, supply chain and support functions.Most recently, De Backer was a partner at McKinsey Company, where he steered the semiconductor consulting practice in Southeast Asia and was one of the firm’s leading experts on applying artificial intelligence and automation techniques across operations and support functions such as finance, human resources and procurement. Additionally, Mr. De Backer consulted with high-tech global clients while working at Deloitte Consulting, Altran Europe and CSC. Mr. De Backer holds a master’s degree in business administration from INSEAD and a master’s degrees in both industrial management and electromechanical engineering from Katholieke Universiteit Leuven.De Backer is also chairman of the SEMI Southeast Asia Smart Manufacturing Chapter. For information on participating in the chapter, contact Shannen Koh at [email protected].