TEL

More than 400 students from disciplines including electrical and computer engineering, materials science, physics, and business registered for the inaugural Semiconductor Day at Ohio State University.

Many SEMI members have long looked to the military as a rich source of talent, and many veterans and active reservists have been employed in the microelectronics sector for years. The April 2022 issue of GI Jobs featured an interview with West Point graduate and TEL President Larry Smith.

Semiconductor device manufacturers are focusing on new sensing technologies that can increase wafer throughput, reduce downtime, boost yields and drive other production efficiencies by collecting data that provides insights not previously identified.

The pandemic has taught us that diversity in the supply chain is more critical than ever. We need to be reliant on all resources available to us and seize opportunities where we can. With 2021 coming in hot with chip shortages across the world, there is a race to increase production yields despite traditional supply chains tapping out from a capacity standpoint. Solutions to these technology and supply chain problems require all hands-on deck including the smartest people in the world wherever, whoever, and however they are. Unfortunately, a quick look at the semiconductor supply chain reveals that for whatever reason, too many diverse owned suppliers are nowhere to be found. So, what does this mean for the semiconductor industry? It’s as if we’re working with one hand tied behind our back. Supplier DiversitySupplier Diversity is a strategy that drives the inclusion of diverse-owned businesses in the procurement of goods and services within an organization. Diverse groups vary globally in accordance with local laws but often include underrepresented groups such as women and local in-country minorities. Diverse companies are currently certified by being at least 51% owned, operated, and controlled by diverse individuals. Supplier diversity does not include lowering bidding standards or awarding business based on diversity status. Diversity done right increases ideas and competition.By diversifying the supply chain, we can expect to see an influx of innovation to improve our processes through competition. Diverse companies entering new markets bring unique perspectives and can often focus on R D problems large multinationals overlook. Engaging in the semiconductor industry allows local businesses to learn from what already exists in the market and offer new ideas that were not considered before. Furthermore, local businesses have more flexibility to create custom solutions for the process.New diverse suppliers also mean additional capacity to supplement the already taxed supply base. If your current suppliers are telling you they’re full, it might be time to branch out. Don’t assume that diverse suppliers are incapable of scale. There are many examples of multi-billion-dollar companies that are certified-diverse bringing world class scale, solutions, and capability to existing semiconductor supply chains. From one off prototyping to large scale manufacturing, diverse suppliers bring multiple skill sets. In addition to innovation and capacity building, expanding diverse suppliers has multiple other benefits to consider:Government tax and contract incentives exist for supply chains with certified diverse content2020 increased public awareness of diversity and Corporate Social Responsibility (CSR) initiatives. Expanding these programs is in line with stakeholder expectations.Flexibility of a privately held company with excellent customer service, often with less bureaucracy of a publicly traded companyTake ActionIf you’re seeing the gap between supply (chain) and demand, there’s plenty you can do about it. If you are a diverse owned company in an adjacent high precision manufacturing space, consider joining the semiconductor industry. You can reach out to your certifying NGO to find out more about our industry (SEMI is reaching out to them!).If you’re a company looking to cast a wider and more inclusive global net in your bidding process, you’ve got options as well. Start by making an intentional effort to start your own supplier diversity program. Scrub your existing supply chain and you may be surprised to find you’re already working with some high performing diverse suppliers. Maintain high standards and fair bidding while proactively including diverse suppliers in your opportunities – they can compete and win the business.The Manufacturing Ownership Diversity In 2018, SEMI members Applied Materials, Lam Research, TEL, and Intel approached SEMI with the idea of forming a special interest group that would work to increase the available diverse suppliers within the semiconductor industry. This led to the creation of the SEMI Manufacturing Ownership Diversity (MOD). The SEMI MOD working group is comprised of chip manufacturers, OEMs, component suppliers and NGOs working to develop a common standard to define supplier diversity within the industry and provide best practices. While all companies are welcome and needed to bring their best, we’d like to focus on the opportunities for diverse suppliers. An early participant is Heateflex, a minority owned business until 2019 which was brought onboard by Intel and Applied Materials.It’s time our industry takes a proactive approach to finding, inviting, and cultivating every able supply chain partner, including those that are diverse owned. We must make it clear that we are open for business to diverse companies – problem solvers needed! A more diverse supply chain will not only address the capacity issue, but it can also lead to improving innovation and cost savings, enable companies to qualify for new opportunities, and connect businesses with common corporate values.Our message is simple: Join us! The semiconductor industry is “open for business” and calling all diverse suppliers which bring a competitive advantage to the table. For more information about the MOD, visit us under the SEMI Foundation at the SEMI Manufacturing Ownership Diversity (MOD). The MOD is planning a virtual panel discussion on May 11, 2021 to introduce supplier diversity concepts and best practices in the semiconductor industry. Look for more information on the MOD web page.Beckett Tracy, Commercial Group Lead, Intel Corporation; Carlos D. Dones, Supply Chain Manager, Applied Materials, Inc.; Patricia Nhan, Marketing Coordinator, Heateflex by White Knight

The pandemic unleashed by the coronavirus SARS-CoV-2 (which causes the disease COVID-19) has infected over 100 million and resulted in over 2.6 million deaths worldwide as of March 2021. It is well-established that this virus primarily spreads from person-to-person via respiratory droplets produced when an infected person coughs, sneezes or even breathes (see Ref. 1-3). Subsequently, the droplets meet the eyes, or enter nose or mouth of a nearby person, or transmit when a person touches an infected surface, then contacts their eyes, nose, or mouth. Since the virus is small, 0.06–0.14 microns in diameter, many copies can be contained in or attached to emitted respiratory droplets. Droplets as small as one micron can carry enough viral load to cause an infection. A particular concern is the interaction of droplets with ventilation systems, which potentially could enhance the propagation of pathogens. This has implications on situation-specific safe distancing and the design of building filtration systems, air distribution, heating, air-conditioning and decontamination systems. A particular instance of this is the semiconductor manufacturing cleanroom, where systems and protocols are specifically designed to minimize contamination. The $440 billion global semiconductor industry depends on these cleanrooms for integrated circuits (chips), and in turn, these chips form the lifeblood of the multi-trillion-dollar global electronic systems industry. Electronic systems are now critical for just about every aspect of human life, including health, work, finances, entertainment, transportation, power grids and many others. Thus, it is critical to understand how cleanrooms can operate more safely to ensure the health of workers while maintaining productivity levels to meet increasing global demand for semiconductors. In the work described here, we analyzed particle and droplet transport via modeling, simulation [Refs 1-3], and experimentation [Ref. 4] to help guide the industry. Modeling and Simulation In this part of the work, mathematical models were developed to simulate the progressive time-evolution of the distribution of locations of particles produced by a cough. Analytical and numerical studies were undertaken. The models ascertain the range, distribution and settling time of the particles under the influence of gravity and drag from the surrounding air. Beyond qualitative trends that illustrate that large particles travel far and settle quickly – versus small particles that do not travel far and settle slowly (yet can be carried far by ambient flow) – the models provide quantitative results for distances travelled and settling times, which are needed for constructing social distancing policies and workplace protocols. Figure 1 shows examples of the results of the modeling and simulation work. Figure 1: Model of particle spreading from a person coughing, with and without a mask. (Ref. 1) Following are key insights from the modeling and simulation work (Ref. 1): Large particles travel far (launched “ballistically”) and settle quickly, while small particles do not travel far and settle slowly (when there are no ambient externally-driven flow fields). Small particles do not settle even by the end of the simulation time (4 seconds in Ref. 1). Accordingly, the simulations were also run for extremely long periods to ascertain that the “mist” of small particles remained airborne for several minutes (as predicted by the theory). For strong opposing headwind, small particles move backwards, yet still remain airborne for extended periods of time. This is by far the most dangerous case since this will encounter other persons at the torso level. Ratio of the general drag to gravity indicates that at high velocities, the dynamics are dominated by drag. For general cough conditions, there can be cases where the change in the surrounding fluid’s behavior, due to the motion of the particles and cough, may be important. One major implication of this work is that the challenge of infection must be addressed both spatially and temporally. In other words, it is necessary to maintain social distancing based on how far the virus travels, but it is also important to account for how long the virus stays at the location because of specific air patterns. On the positive side, understanding these spatio-temporal patterns accurately will enable companies to design (or re-design) ventilation and decontamination systems precisely to improve worker safety. Other aspects of this analysis entail contact tracing (Ref. 2) and decontamination (Ref. 3). Further details, including simulations, are available at https://msol.berkeley.edu/publications/. Experimentation The major vector of coronavirus spread is through respiratory droplets expelled when coughing, speaking, and breathing; and the efficacy of any safety measures depends on accurate characterization of the dispersal of these droplets. The term particle describes objects that begin their journey as a solid. The term droplet is reserved specifically for objects that are initially liquid, albeit it is important to note that droplets can evaporate and effectively transform into solid particles composed of non-evaporative material. A purpose-built room, the Cal Covid Cube, C3, was set up and utilized for this research [Thatcher et al. 4]. The C3 is a parallelepiped room that is 232 centimeters tall, 376 centimeters long and 284 centimeters wide on the inside. For experimental results to be meaningful and repeatable for scientific and practical purposes, it is essential that the experimental setup be carefully controlled and calibrated. The following precautions were taken to ensure this: Charge-free: When solid particles are released, it is critical to eliminate (or thoroughly know) static charge effects for obtaining accurate deposition patterns. Static charge effects can manifest through particle-particle interactions (affecting particle motion in flight) or particle-surface interaction (affecting deposition pattern). Two methods for the elimination of charge effects on the deposition surface were found to be effective: (1) ionized non-conductive adhesive sampling strips, and (2) grounded aluminum backed carbon sampling strips. Isothermal: The room is a converted walk-in freezer with 10.5-13 centimeter thermal insulation and located in the middle of a building, at least 5 meters away from all building walls. Temperature uniformity was checked and the C3 room temperatures were found to be isothermal within uncertainty of measurements. Quiescent: It was ensured that the room did not create uncontrolled thermal convection due to isothermal nature. Quiescence was verified with both hot-wire measurements and with free-falling particle drift observations. Isopotential: The outer and inner surfaces, including the door of the C3 were conductive aluminum and stainless steel, and copper tape were used to ensure reliable electrical connection of door, interior and exterior panels. Electric fields were surveyed and found to be negligible within precision of instruments. Other design elements: All interior surfaces were coated with black matte paint to reduce scattered light and provide uniform background for imaging measurements. The facility was located on ground floor to limit vibrations. Repeatable Launch: To emulate the release from a true cough or sneeze, and to better understand droplet motion in a canonical turbulent jet versus a cough type release, we studied different layers of complexity for the release geometry: (i) Straight round pipe (ii) Smooth 90-degree curved pipe, with a changing radius along the length of the pipe (iii) Intubation trainer doll, with realistic airways and mouth/tongue structure Figure 2 shows the experimental setup with the intubation doll in C3, with the particle/droplet release being measured after deposition on the sampling strips that appear green. Figure 2: Experimental Setup in C3 with both charge neutralized (white appearing green) and conductive (black) sampling strips placed on a conductive and grounded alignment grid [Ref. 4] We utilized both liquid droplets and solid particles. For droplets, we explored and found promise in a method of deposition analysis based on fluorescence. For particles, we explored many ways in which the smallest of thermal gradients or electrostatic charge issues can affect the data and developed practical methods to address these issues. For accurate measurement free of static charge effects even in environments where high ambient flow velocities may cause a nonconductive surface to rapidly acquire charge (e.g., clean room environment), we developed carbon-tape-based sampling strips that are cleanroom-compatible, conductive, and grounded. For analysis, we developed a cost-effective method utilizing a commercial photo negative scanner followed by image enhancement by blind deconvolution. Figure 3 shows sample results for particle deposition location along our centerline for particles in the ballistic, intermediate and aerosol regime. Figure 3: Experimental Results [Thatcher et al. 4] Following are key insights from experimental work: Significance of both static charge effects and thermal gradients in rooms for validation tests are more than usually appreciated. For modelling, accounting for the non-uniform initial particle velocity matters for the ballistic particles. For all sizes of particles, simulating the transient versus steady state significantly impacts predicted particle spread. Thermal plumes alone from humans along particle flight path can transport 50 micron particles across the room. In some situations, this was observed up to ~6 meters. There is a significant effect of Relative Humidity (RH) and temperature on droplet evaporation. The practical consequence is that, in low RH, particles spread further, with all other things being equal. (The reason is that particles shrunk more and entered the aerosol regime.) In summary, a systematic analysis of particle and droplet transport was conducted by simulation, modeling, and experimentation. We were able to develop robust, rigorous, and repeatable methodologies and draw meaningful insights that will support safer operation and productivity of semiconductor cleanrooms globally. Further, these studies will help with the design (or re-design) of ventilation and de-contamination systems that help protect both the health of humans and the economy from current and future pandemics. This article provides a high-level overview of the work, and further details will be available through a series of scientific papers that are in various phases of publication. We gratefully acknowledge the following support: Gift of the Lam Research Corporation Gifts coordinated through SEMI and provided by Advanced Energy Industries, Applied Materials, ASM, Entegris, JSR, KLA, TEL, and Wonik The 2020 Seed Fund Award from the Center for Information Technology Research in the Interest of Society (CITRIS) and the Banatao Institute at the University of California Vision Research for providing a v2640 camera to help quantify the particle velocities Graduate students Eric Thacher and Tvetene Carlson who conducted the experiments in C3 Valuable discussions with Brett Singer, Thomas Kirchstetter, Michael Sohn, Chelsea Preble of Lawrence Berkeley National Laboratory regarding droplet transport and COVID, and Keith Hansen on particle sampling and charge neutralization DOE Office of Science through the National Virtual Biotechnology Laboratory, a consortium of DOE national laboratories focused on response to COVID-19, with funding provided by the Coronavirus CARES Act Steven Ruzin and the Biological Imaging Facility for their assistance in obtaining the high-quality fluorescence microscopy scans to validate the particle counting methodology. References Zohdi, T.I. (2020) Modeling and simulation of the infection zone from a cough, Computational Mechanics. https://doi.org/10.1007/s00466-020-01875-5 Zohdi, T.I. (2020). An agent-based computational framework for simulation of global pandemic and social response on planet X, Computational Mechanics. https://doi.org/10.1007/s00466-020-01886-2 Zohdi, T.I. (2020) Rapid simulation of viral decontamination efficacy with UV irradiation. Computer Methods Appl. Mech. Eng. https://doi.org/10.1016/j.cma.2020.113216 Thatcher, E., Carlson, J., Castellini, J., Sohn, M.D., Variano, E. and Makiharju S.A. (2021) Droplet and Particle Methods to Investigate Turbulent Particle Laden Jets (in preparation) Authors Evan A. Variano, Professor, Environmental Engineering, UC Berkeley Simo Mäkiharju, Assistant Professor of Mechanical Engineering, UC Berkeley Tarek I. Zohdi, Will C. Hall Endowed Chair of the UCB Computational Data Science Engineering Program, Professor of Mechanical Engineering, UC Berkeley Pushkar P. Apte, Director of Strategic Initiatives, Center for Information Technology Research in the Interest of Society (CITRIS) and the Banatao Institute, UC Berkeley; and Strategic Technology Advisor, SEMI

The SEMI Smart Manufacturing Americas Chapter, a key driver of the Global Smart Manufacturing Initiative, accelerates awareness of digital and data-driven strategies and implementations to help speed adoption of smart manufacturing. In 2021, the Chapter will focus on expanding its work across the industry to include academic and research initiatives. The semiconductor industry saw an unprecedented focus on improving digital monitoring of manufacturing activity in 2020, partially due to COVID-19. The Americas Chapter shared case studies on new tools and techniques for social distancing in fabs, aides for remote maintenance, and tips for remote workers. The Chapter also introduced its three pillars of Sensing, Connecting and Predicting and offered related programs. The Global Smart Manufacturing Conference (GSMC) highlighted the significance of universities and research institutions in the development of smart manufacturing with their focus on joint research for broad dissemination. To help drive smart manufacturing advances, at GSMC several offered non-proprietary tutorials on topic including the following: Integrating sensors for acquisition – CEA-Leti Applying new AI and ML tools and strategies to manufacturing – Binghamton University Digital tools for planning, qualifying and management and scheduling in fabs – MINES Saint-Étienne. Adding AI tools to robot work in a smart factory – KAIST Institutes By continuously highlighting the activities of these and other institutions through presentations, interviews, articles and blog posts, we will draw more attention to what is on the horizon for smart manufacturing in 2021. The SEMI Smart Manufacturing Americas Chapter also plans to elevate activities important to the Outsourced Semiconductor Assembly and Test (OSAT), Surface-Mount Technology (SMT) and Printed Circuit Board Assembly (PCBA) segments of the industry including programs on inspection, traceability and the SEMI SMT-ELS Standard for SMT automation. Thurston Taylor, marketing expert at Tokyo Electron and Vice Chair of the Americas Chapter, notes that “With increasingly more demanding requirements for bump, assembly and test, smart manufacturing and applied data science are necessary to achieve back-end goals now and in the future.” Also, many companies are implementing smart manufacturing applications and assessing various strategies to increase their smart manufacturing capabilities. Members of the Americas Chapter plan to review and develop self-assessment documents and maturity models that apply to front-end wafer fabs all the way through packaging and assembly facilities. “Moving forward it is imperative for all of us to up the intensity on specific ROI vectors such as quality, cost, productivity, sustainability and safety leveraging our smart manufacturing SEMI framework of Sensing, Connecting and Predicting,” said noted Bobby Mitra, worldwide director of Smart Manufacturing at Texas Instruments and Americas Chapter Chair. “By offering special flagship events, invited talks, ROI case-studies and ROI criteria in maturity models, we’ll bring high value to the smart manufacturing industry.” Chapter members also will begin mapping the skills needed to implement and support increasingly digital manufacturing capabilities, including any new skill sets, to help companies develop their hiring, training and management strategies. The mapping effort aims to support companies in building a strong pipeline of employees who can efficiently manage and operate smart manufacturing facilities. For its part, the Americas Chapter’s Go Green Subcommittee will focus on applying smart manufacturing technology to reducing the electronic industry’s carbon footprint by accurately tracking energy waste improving overall fab efficiency. Stay tuned for details on activities planned for our chapters in Europe, China, Japan, Korea, Southeast Asia and Taiwan. To learn more about each chapter and how to get involved, please visit the SEMI Smart Manufacturing Hub and sign up for our newsletter. Ayo Kajopaiye is senior project coordinator, Collaborative Technology Platforms, at SEMI.

SEMI spoke with Andreas C. Zimmer, Executive Search and Selection Consultant at ZIAN Co industrial consulting and recruitment, about strategies for attracting and retaining talent and promoting careers in semiconductor industry. Zimmer shared his views ahead of his presentation at the SEMI Fab Management Forum, 17 February, as part of the SEMI Technology Unites Global Summit, 15-19 February 2021, an online event. Join us to meet experts from ZIAN Co. and other key industry influencers. Registration is open. SEMI: What makes the semiconductor industry such a great career destination? Zimmer: The semiconductor industry is an interesting world for anyone involved in or just fascinated by high-end technology. But if we think about our mobile phones, personal computers or cars, we should all ask ourselves what technology is behind these devices we use in our daily life. The classical Newtonian physics does not reveal the source of the pixels in our mobile phones or why a navigation system knows where I currently am and how I’m supposed to drive to avoid the traffic jam ahead. The semiconductor industry truly is the technological pacesetter. The technologies and applications developed by SEMI and its members are the multipliers directly impacting our daily life. Moore's law not only affects the development of chips themselves, but also how we use the applications and devices they enable. Think about the size-performance ratio of modern smartphones compared to the first- and second-generation devices in the 1970s and 1980s, or compare today's BMW with one from the 1960s. The problem is that the industry is too hermetic. We perceive a lack of willingness to go out and tell in a generally understandable way what this industry is all about! Everyone knows Apple, Samsung, Nokia, but who, besides the specialists, knows NXP, Infineon, TSMC or LFoundry? Many companies are largely unknown to the general public! So why should a graduate from a technical university choose a company such as Applied Materials, TEL or ASML? During their studies students will inevitably have come in touch with IC or MEMS companies, but do they also know what is behind them? Do they really know the value chain that leads to the end product? SEMI: What can the chip industry do to better attract talent? Zimmer: Our industry is extremely attractive for anyone who is interested in technology and would like to push things ahead, but unfortunately access to this industry is almost reserved to the initiated who, in whatever way, came in touch with the industry at some point. Let me get this straight: This is not a conscious, willful attitude. It is just the result of our industry’s hermetic attitude. In my opinion, there is no overarching, uniform strategy in marketing, communications or advertising to promote the potential of the semiconductor industry to a wider audience. That’s why SEMI and the cooperation of its members in attracting talent is essential. SEMI: What concrete actions do you suggest for attracting and retaining talent? Zimmer: In German there is the saying “Do good and talk about it!” – and this is exactly what should be implemented. It is not enough to place an ad when necessary, to promote something here and there, perhaps to sponsor a chair or to provide a device free of charge. These are certainly all reasonable actions, but rather random and not long-term or strategic. Furthermore, these actions will reach only a relatively small group of people. The industry should organize structured recruitment activities under a long-term plan, over 10 years or even extending to the next generation. This shouldn't be a rigid corset, but rather a guideline closely informed by the chip industry’s technology roadmap and companies across the supply chain. If it is the task of an organization’s board and the management to define the strategic direction and to set specific goals, it should be the task of technical management to ensure that these goals can and will be achieved. However, this will only succeed if human resources is involved from the very beginning and can plan appropriate personnel resources accordingly. Employees retire, quit and change employers. New materials, technologies, applications and processes are being developed and require new, specific knowledge. Market requirements change. All of these components need to be recognized and considered in early planning. SEMI: What is your experience as a consultant? Zimmer: As consultants, we experience how organizations literally fall out of the clouds when the situation within the organization itself drastically changes, because a strategically important colleague is retiring or suddenly leaving the team for whatever reason. Then, quite surprisingly, the question “Where and how quickly can we find the suitable replacement?” arises. Instead, that departure should be considered as a possible development up front in overall talent planning – a plan B to keep in the drawer. Developing and implementing a long-term HR development roadmap, aligned with the technology roadmap, enables a company to anticipate when specific resources are needed, identify the right people and get them onboard without gaps. It is also important to keep your team informed and involved in all decisions and process changes, and to make sure they get the respect and appreciation they deserve. Employer-employee cooperation over the long term only works when the relationship is a win-win for both parties. If an organization sees the relationship as one-sided to its exclusive benefit, sooner or later the worker will be terminated or quit at the expense of the organization. Truly live the statement “Our people are our best and most valuable resources!” SEMI: When should organizations start attracting young talent? Zimmer: The sooner, the better! Communications aimed at attracting future employees should be designed to reach people of all ages and levels of education. For many years, the tobacco industry targeted young people by demographic, considering their age, education and cultural mindset to ensure they perceived cigarettes as cool. The result? Many people became addicted, mostly for life, just because some clever communications expert touched the right spot! Our industry will not attract teenagers like tobacco corporations did, but the strategy is basically the same: arouse the curiosity of your target group and speak their language. A possible scenario: A company starts and establishes a relationship with neighboring technical, middle and high schools by providing equipment, documentation, and employees who serve as teachers or coaches, and organizing guided tours, seminars and workshops in coordination with the school management. The cooperation continues with the university, where the respective chairs are supported and financed. With a little creativity there are endless possibilities! In our day-to-day business, we observe that large, well-known companies such as Bosch and Daimler are practically sitting on the lap of students in key universities and institutes, yet are unable to identify talent very early and bind them to their company. SEMI: How can organizations capitalize on shifting retirement patterns to help narrow their talent gap? Zimmer: The answer to this arises from considerations related to personnel planning in connection with a company’s technology roadmap. If the roadmap is linked to HR plans, you automatically have an overview of the time-critical moments when personnel gaps might arise. Then you can easily close these gaps, for example by arranging the onboarding of a successor for a specific position long before the job holder leaves. Considering notice periods and approval processes, a period of at least two years should be planned in order to be prepared for personnel changes. Of course, much of this varies depending on the importance of the position to the organization and the size of the talent pool. For example, it will probably be easier and faster to hire and train a sales engineer than the successor for a development manager, when you know there are maybe only 10 people worldwide who are, professionally speaking, at his level. And this is equally true for internal promotions: Always keep an eye on your own people and try to discover their greatest talent! Senior people tend to look outside the organization rather than just around the corner. Maybe the right talent is sitting next to you. Stay tuned and talk to your people to implement a strategic knowledge transfer as part of your organizational culture. Another aspect that is often overlooked is the deputy function: We often find functions in organizations that literally have a unique selling proposition. But there is no deputy, no one who can step in case of an emergency, because no other colleague possesses the knowledge and information to take over if necessary. Usually this is not a problem during a vacation or illness, but what do you do if a key job holder suddenly cannot work from one day to the other? SEMI: What is the role played by artificial intelligence? Zimmer: AI is both a risk and an opportunity. A new technology can always mean danger if it is used incorrectly, and I am not talking about job losses! This has always proven to be a mistake in the past. On the contrary, new technologies create new jobs! New technology accelerates communication, creates new platforms for interaction, shortens decision-making processes, and turns the world into a small village. In your interview with David Meyer CEO of Lynceus, he hits the nail on the head: The great advantage of AI in our industry is likely to be the management, handling, analysis and drawing of conclusions from an incredible amount of information at an unbelievable speed. Without AI, information cannot be controlled to this extent, not to mention accurately evaluated in real time. The mastery of these processes and the learning curve that results from them – for example for the determination of quality levels – should set completely new manufacturing standards. SEMI: How can technology unite us? What do you expect from your participation at SEMI Technology Unites Global Summit? SONAR GmbH has been in this industry as a personnel and business consultant firm for 25 years now. We have experienced many pig cycles since 1995 and accompanied our customers through all the ups and downs, only to have learned one thing in the end: The semiconductor industry is unfortunately still too fixated on technology and overlooks the fact that this technology is made by people for people. The EU's latest Pact for Skills, which was presented at end of November 2020 by Commissioners Schmidt and Breton, foresees 2 billion € investment to generate 250,000 new jobs in the electronics industry throughout Europe! In 2013, we aimed to sensitize semi industry executives, managers and CEOs to the importance of human resources to the well-being and success of organizations. It’s vitally important to invest in day-to-day relationships with your employees to foster their careers and address their needs. The SEMI Fab Management Forum will feature leading game changers of semiconductor operations to highlight best practices for achieving sustainable operations beyond 2020 and exploring the latest solutions for smarter tools and smarter processes. Andreas C. Zimmer is executive search and selection consultant at ZIAN Co industrial consulting and recruitment, specializing in recruiting talent for high-end technologies in areas such as LED, PV, semiconductors, electronics, and test and measurement. A personnel and industrial consultant with more than 20 years of experience, Andreas is active throughout Europe, the United States and Asia. For more insights about workforce and skills strategies, please see SEMI Workforce Development activities and the European METIS project. Serena Brischetto is senior manager of Marketing and Communications at SEMI Europe.