Tag Archives: Manufacturing

How to Build a Better Chiplet Packaging to Extend Moore’s Law

Packaging approaches like chiplet tech can extend Moore’s Law. But what does that mean for chip design product developers and fabs?
By John Blyler – Moore’s Law may not be dead, but it certainly has been challenged significantly beyond the 28nm process node. Fortunately, there are ways to extend Moore’s Law’s cost, feature, and size benefits. One way is to use chiplets – or modular dies – that effectively bypass Moore’s Law by replacing single silicon die with multiple smaller dies that work together in a unified packaged solution.

This approach provides much more silicon to add transistors compared to a monolithic microchip. As a result, chiplets are expected to return to the two-year doubling cycle that has been the cornerstone economics of the semiconductor business since 1965.

The global market for processor microchips that utilize chiplets in their manufacturing process is set to expand to $5.8 billion in 2024, rising by a factor of nine from $645 million in 2018, according to Omdia(Image Source: IEDM 2017, AMD Dr. Lisa Su keynote) more>

Manufacturing Predictions for the Next Decade

By Rob Spiegel – Digitalization in automation has been getting a lot of attention in the manufacturing industry over the past year. The popularity of emerging technology is partly due to the pandemic. COVID-19 unexpectedly accelerated the progress of digitalization in automation as factories worked to catch up on the production of essential supplies and run their operations with fewer workers.

2020 was just a peek into the coming technology deployment for manufacturers. Over the next 10 years, new technology will become common in plants. “The form of automation that will be coming in the next 10 years will be a transfer from looking at robotics as automation to looking at true collaborative learning systems,” Matthew Putman, CEO and co-founder of Nanotronics, told Design News. “This will involve robotics improving through artificial intelligence, and that artificial intelligence will improve through collaboration with people.”

Putman predicts that we’ll see the robot market produce equipment this is increasingly intelligent and connected across the network. “There will be more robotics, but more importantly, the robots will be working differently and intelligently. Rather than following human strategies and tactics, robotics will follow artificial intelligence (AI) tactics.” more>

Updates from Siemens

Designing large scale automation and robotic systems using Solid Edge
By David Chadwick – Precision Robotics and Automation Ltd (PARI) is a leading developer of automation and robotic systems globally. Their customers in the automotive sector include established giants like Ford, Chrysler, PSA, Daimler-Benz, Tata Motors, Mahindra, and new significant players like VinFast. PARI designs, manufactures and installs complete, automated systems including multi-station lines for machining and assembly of powertrain components and assemblies.

PARI has been a major user of Solid Edge for 15 years with 160 licenses deployed at their headquarters near Pune in India. Typical automation solutions deployed by PARI incorporate a wide variety of robots, actuators and sensors and other mechatronic items. These systems can comprise over 25,000 unique components.

Mangesh Kale, Managing Director of PARI describes their design process. “If a six-axis robot is required for a specific application then we use robots from major suppliers like FANUC, ABB and Kuka, or other makes specified by the customer. We typically receive 3D models from these manufacturers and we integrate these into our automation system designs. However, many applications demand gantry type robots that we design and manufacture ourselves. In a typical solution, about 60% of the design is using standardized commodities of PARI. However, custom parts are typically 40% of the design. For example, the gripper sub-assembly for any material handling solution is typically a custom design. This design meets specific application needs to handle components at different stages in the machining or assembly process. The customization required for assembly processes is even higher. We find that Solid Edge is a very powerful and flexible solution for designing these sub-systems.” more>


Updates from McKinsey

Global emergence of electrified small-format mobility
Electric two- and three-wheel vehicles are gaining in popularity. What does the future hold for the market?
By Patrick Hertzke, Jitesh Khanna, Bhavesh Mittal, and Felix Richter – Inventors patented the first electric bikes back in the 1890s, but their innovations never garnered the same attention as other early-transportation milestones, including the first subways and the Model T Ford. Today, however, several trends have converged to bring e-bikes out of obscurity. Sales of electric vehicles (EVs) are increasing as governments crack down on emissions. Meanwhile, innovators have introduced new technologies and business models that are breathing life into the market for small-format EVs (those with two or three wheels). Improbable as it may seem, e-bikes could finally be having their day.

To gain more insight into the burgeoning market, we examined worldwide trends for small-format EVs, looking at both geographic growth patterns and the forces shaping the industry. Our analysis shed some light on strategies that can help OEMs and other players succeed as small-format EVs gain traction.

The sales figures for small-format EVs may initially seem modest. The market for two-wheel EVs (E2Ws) and three-wheel EVs (E3Ws) was valued at around $97 billion, or 4 percent of global auto sales. The sector has momentum, however, and global sales of E2Ws and E3Ws are increasing by more than 14 percent annually. (That figure excludes sales in China, which was an early adopter of small-format EVs and is thus experiencing slower growth.) By 2022, global sales of E2Ws and E3Ws could reach $150 billion.

It’s impossible to generalize about global sales trends, since transportation patterns and preferences vary widely by location, but some country-specific developments are striking. Take China: the country now accounts for around 30 percent of the global market for small-format EVs. What’s more, more than 80 percent of 2Ws in China are electrified, making it the dominant market by far in that category. The story may soon change, however, since growth of E2Ws is plateauing in China and surging in the European Union, Latin America, the Middle East and North Africa, and Southeast Asia.

India sells the largest number of E3Ws by far, and they now account for about half of all rickshaws in the country. By 2026, around 80 percent of 3Ws in India will be electric. One caveat: if more light commercial vehicles become electrified, they could become the default option for cargo transport, provided that their performance and economics improve.

Globally, we expect electrification to accelerate most quickly in the scooter and light-motorcycle segments. Electrification of heavy motorcycles will follow, but it won’t reach the levels seen with smaller vehicles. more>


Updates from Siemens

Solid Edge 2021 Feature Highlights: Free CAD Models for Solid Edge Users
By Shannon Kruse -Solid Edge 2021 has been launched and with it comes a vast array of new capabilities and features for users! In this blog series, we will be highlighting a new capability every other week, allowing you to become familiar with the software and learn what Solid Edge 2021 has to offer.

This week’s blog post will be covering 3Dfindit.com, powered by CADENAS. 3Dfindit.com, an online visual search engine, streamlines the process of finding 3D models using advanced search functions such as classifications, geometry, filters, sketches and much more to allow you to significantly reduce technical search times and increase design efficiency.

3Dfindit.com for Solid Edge gives engineers like you a wide variety of intuitive search methods, making it easy to find the exact part you are looking for. You can create a rough model in Solid Edge and initiate a geometric search in 3Dfindit.com to find parts that are similar to that specific model. With millions of 2D and 3D CAD files verified by component manufacturers to choose from, you can easily select and configure the components that match your needs. Once the proper part is located, a single click places it directly into your active Solid Edge assembly.

CAD files of requested parts are automatically generated on the fly, ready to use in Solid Edge. Depending on the catalog, the digital parts are enriched with extensive metadata such as kinematics information to test motion sequences, centers of mass, material, environmental protection standards, order numbers, etc. This saves time by enabling engineers to find and deploy approved parts instead of manually creating them. more>


Industry 4.0: the transformation of work?

‘Industry 4.0’ may be neither so extensive nor advanced as those in whom it arouses hopes and fears.
By Hartmut Hirsch-Kreinsen – It is widely believed that the new digital technologies are opening up completely new potential applications, with social and economic consequences no less than disruptive. In the public debate, this is linked on the one hand to fears of massive job losses, the discounting of qualifications and far-reaching control over workers. On the other hand, digitization is envisaged as facilitating innovative work design and decent working conditions, or ‘new work’.

This thesis cannot be fundamentally refuted. In a range of sectors—information technology, software and various service fields—digitization has been associated with sustained, far-reaching, structural change for many years. But this is by no means true of most sectors and work processes.

Contrary to expectations, as expressed especially in the German-initiated ‘Industry 4.0’ discourse, evidence shows that industrial production in particular has in recent years seen only moderate innovation patterns and transformative tendencies. Available empirical findings show this especially for the large German manufacturing sector and the same can be observed in many other European countries: the reality in most companies remains technically and organizationally very conservative.

Indeed, digitalization in industrial production has up to now been a path-dependent transformation of work processes. In the vast majority of companies there is no lasting change in work, nor are the much-discussed design options for ‘good work’ really being used.

Digitally-based process innovations in most companies proceed mainly incrementally, closely bound to given technological, functional, organizational and economic exigencies. While debate tends to focus on large, technologically ‘high-end’ companies, in most average-size and especially smaller firms digitalization takes place only step-wise and within limits. This is evident from statistical data on the spread of digital technologies in German industry, as well from case studies. more>

We have to accelerate clean energy innovation to curb the climate crisis. Here’s how.

A detailed road map for building a US energy innovation ecosystem.
By David Roberts – “Innovation” is a fraught concept in climate politics. For years, it was used as a kind of fig leaf to cover for delaying tactics, as though climate progress must wait on some kind of technological breakthrough or miracle. That left climate advocates with an enduring suspicion toward the notion, and hostility toward those championing it.

Lately, though, that has changed. Arguably, some Republicans in Congress are still using innovation as a way to create the illusion of climate concern (without any conflict with fossil fuel companies). But among people serious about the climate crisis, it is now widely acknowledged that hitting the world’s ambitious emissions targets will require both aggressive deployment of existing technologies and an equally aggressive push to improve those technologies and develop nascent ones.

There is legitimate disagreement about the ratio — about how far and how fast existing, mature technologies can go — but there is virtually no analyst who thinks the current energy innovation system in the US is adequate to decarbonize the country by midcentury. It needs reform.

What kind of reform? Here, as in other areas of climate policy, there is increasing alignment across the left-of-center spectrum. Two recent reports illustrate this.

The first — a report so long they’re calling it a book — is from a group of scholars at the Columbia University Center on Global Energy Policy (CGEP), led by energy scholar Varun Sivaram; it is the first in what will be three volumes on what CGEP is calling a “National Energy Innovation Mission.” The second is from the progressive think tank Data for Progress, on “A Progressive Climate Innovation Agenda,” accompanied by a policy brief and some polling.

Both reports accept the International Energy Agency (IEA) conclusion that “roughly half of the reductions that the world needs to swiftly achieve net-zero emissions in the coming decades must come from technologies that have not yet reached the market today.” There are reasons to think this might be an overly gloomy assessment, but whether it’s 20 percent or 50 percent, aggressive innovation will be required to pull it off.

Both reports set out to put some meat on the bones of a clean energy innovation agenda. And they both end up in roughly the same place, with roughly the same set of policy recommendations. more>

Updates from McKinsey

Manufacturers that are ahead in scaling advanced production technologies are successfully navigating four durable shifts that are critical to managing unprecedented disruption.
The Fourth Industrial Revolution and manufacturing’s great reset
By Francisco Betti, Enno de Boer, and Yves Giraud – Since its inception in 2018, the Global Lighthouse Network (GLN) of advanced manufacturers has demonstrated how leading companies can work toward realizing the full potential of the innovations and advances at the core of the Fourth Industrial Revolution (4IR). Beginning with a select collection of leading-edge organizations, we have seen how lighthouse factories can help entire organizations navigate their modernization journeys, inspiring and catalyzing change among partner organizations along the way.

That’s why GLN now comprises 54 sites, with ten sites added in Q3 2020. This growth reflects the accelerating adoption of core 4IR technologies, and their infusion into daily manufacturing and supply-chain operations, as organizations act on a new urgency to remain competitive—even as others have fallen behind, still stuck in pilot purgatory.

GLN includes companies that have achieved remarkable 4IR advancements within the four walls of factory sites or have effectively implemented end-to-end (E2E) digitization across the value chain. Indeed, in both cases, 4IR technology has powered the reimagination of manufacturing and supply chains across industries and sectors.

Moreover, an essential aspect of lighthouses’ success lies in a dedicated focus on workforce development and capability building through a variety of means. Indeed, these organizations have prioritized their people by transforming the nature of work through intentional upskilling and/or reskilling efforts, empowering workers to realize their potential through new ways of working.

Recent world events, most notably the COVID-19 pandemic, have led to significant disruptions on a scale unprecedented in recent times, affecting nearly every aspect of global industry and calling for a “great reset” across all sectors of the global economy: a decisive set of actions oriented toward delivering value not only to companies themselves but also to society as a whole. While supply-chain shocks have uncovered operational vulnerabilities, they also have presented transformative opportunities for manufacturing and supply-chain leaders. The advances in technology and new ways of working implemented by these trailblazing organizations have enabled them to adapt quickly during disruption, while remaining viable and operational. more>


Updates from McKinsey

india’s turning point: An economic agenda to spur growth and jobs
A clarion call is sounding for India to put growth on a sustainably faster track and meet the aspirations of its growing workforce.
By Shirish Sankhe, Anu Madgavkar, Gautam Kumra, Jonathan Woetzel, Sven Smit, and Kanmani Chockalingam – India is at a decisive point in its journey toward prosperity. The economic crisis sparked by COVID-19 could spur reforms that return the economy to a high-growth track and create gainful jobs for 90 million workers to 2030; letting go of this opportunity could risk a decade of economic stagnation. A new report from the McKinsey Global Institute identifies a reform agenda that could be implemented in the next 12 to 18 months. It aims to raise productivity and incomes for workers, small and midsize firms, and large businesses, keeping India in the ranks of the world’s outperforming emerging economies.

A clarion call is sounding for India to put growth on a sustainably faster track and meet the aspirations of its growing workforce. Over the decade to 2030, India needs to create at least 90 million new nonfarm jobs to absorb the 60 million new workers who will enter the workforce based on current demographics, and an additional 30 million workers who could move from farm work to more productive nonfarm sectors. If an additional 55 million women enter the labor force, at least partially correcting historical underrepresentation, India’s job creation imperative would be even greater.

For gainful and productive employment growth of this magnitude , India’s GDP will need to grow by 8.0 to 8.5 percent annually over the next decade, or about double the 4.2 percent rate of growth in fiscal year 2020. Given the uncertainties about economic outcomes during the COVID-19 pandemic, our analysis looks at scenarios beginning in fiscal year 2023, although many of our proposed actions would start well before then, and in fact be implemented in the next 12 to 18 months.

Net employment would need to grow by 1.5 percent per year from 2023 to 2030, similar to the average rate that India achieved from 2000 to 2012, but much higher than the flat net employment experienced from 2013 to 2018. At the same time, India will need to maintain productivity growth at 6.5 to 7.0 percent per year, the same as it achieved from 2013 to 2018. The two objectives are not contradictory; indeed, employment cannot grow sustainably without high productivity growth, and vice versa.

If India fails to introduce measures to address prepandemic trends of flat employment and slowing economic growth, and does not manage the shock of the crisis adequately, its economy could expand by just 5.5 to 6.0 percent from 2023 to 2030, with a decadal growth of just 5 percent and absorb only about six million new workers, marking a decade of lost opportunity. more>


The World’s Top Automakers, Ranked by Revenue

There have been some changes in the rankings of the world’s longtime auto leaders and you won’t believe the revenue per second.
By Dan Carney – Business data aggregation and analysis site VisualCapitalist.com sifted through the annual results of the world’s car companies and ranked them by total revenues. For novelty, they’ve also included the total revenue per second of each company, with some eye-opening numbers at the top of the list. Even small-fry Tesla brings in $780 every second of the day! This list is based on last year’s sales numbers and represents the carmakers’ corporate entities as they existed last year. Since then, Fiat-Chrysler Automobiles has merged with Peugeot to form the head-scratchingly named Stellantis. So next year we should see some shuffling of the rankings.

BMW and PSA Peugeot Citroen have entered into a 50:50 venture to produce components for hybrids and electric vehicles, says a story in the Financial Times.

The two companies, which will launch the new operation in the second quarter of this year, will team up on the development of battery packs, electric motors, power electronics, generators, chargers and software to run the new breed of vehicles.

The German and French carmakers said that the components would be used in their own vehicles, and will also be sold to other automakers. The joint operation will begin equipping vehicles in 2014, the newspaper said. more>