Nmi Yearbook 2014

NMI YEARBOOK 2014

Ministerial Foreword 05 Chairman’s Statement 08 Chief Executive’s Statement 10 CONTENTS Annual Review Overview 13 Representing the Industry 14 Promotion 17 Connecting and Collaborating 20 Research and Development 26 Future Skills 29 Annual Award Winners 2013 32 What the Future Needs 36 Sir Hossein Yassaie Contact: ESCO Today and the Way Forward 41 Warren East Head office, Have UK Semiconductor Startups 49 Suite 47, Geddes House, Kirkton North Had Their Chips? Livingston, West Lothian, EH54 6GU Ian Macbeth, Henry Nurser T: +44 (0)1506 401210 The Electronics Industry Must 59 E: [email protected] Reach Out To Future Recruits Dr Gordon Mizner W: www.nmi.org.uk Benefits and Challenges of 67 EU R&D Engagement Regional offices: Steve East Bath, Greenock, Wokingham Adopting Model-Based Systems 73 See website for full contact details. Engineering – I know an old lady Prof Jon Holt The Connected Car 79 Andrew Birnie, Andrew Ashby Safe and Informed – 87 The Future of Driver Information Martin Green © 2014 NMI. All rights reserved. UK Embedded Systems Future: 95 No part of this publication may be reproduced in any material Collaboration for Growth form (including photocopying or storing in any medium by Stuart Jobbins electronic means whether or not transiently or incidentally to some Continuous Delivery – A Supply Chain 103 other use of this publication) without the written permission of the copyright owner except in accordance with the provisions of the Lesson From The Software Industry Copyright, Designs & Patents Act 1988. Mark Warren Manufacturing In Action 107 Whilst every effort has been made to ensure the accuracy of the Ted Wiggans information and advertisements contained within this publication, neither NMI nor the publisher can accept any liability for errors Capability On Our Doorstep: 111 or omissions. The publisher cannot accept any responsibility Partnering Yields Great Benefits for any claims made by advertisers and their inclusion within Claire Mackay this publication should not be taken as an endorsement by the Meeting the Efficiency and 114 publisher or NMI. Maintenance Challenge Mark Sumnall Designed and produced for NMI by: Lansdowne Publishing Partnership Ltd, 11-12 School House, Inmos and the Transputer: 30 Years On 116 2nd Avenue, Trafford Park Village, Manchester M17 1DZ. Rick Chapman, Nick Flaherty Reg: 249 5522 T: 0161 872 6667; W: www.lansdownepublishing.com; NMI Board of Directors 121 E: [email protected] NMI Members Directory 122 Editor: John Moor Advertiser’s Index 138

NMI YEARBOOK 2014 03 Your software engineering partner

www.rec-global.co.uk Phone: +44 7919050018 Email Contact: [email protected] Michael Fallon Your software Business Minister engineering partner MINISTERIAL FOREWORD

REC Global is a software engineering company providing R&D software services, bespoke software solutions and consultancy expertise to companies across the globe. REC Global works for quality-demanding industries including Automotive, Telematics & M2M, Energy, and Web, Although not always visible, electronic on electronics will only grow further. systems underpin many of the world’s The Government is committed to Mobile & Enterprise Applications. REC UK has been operational in the economic activities, from control systems supporting the UK industry which has the United Kingdom since 2009. for automobiles to sensor technologies opportunity to develop its strong position for assisted living, and our reliance to become a world leader.

2013 WAS A YEAR OF SIGNIFICANT To succeed we need to make the most of our DEVELOPMENTS IN ELECTRONICS. competitive advantages and sustain them. These include the launch of the ‘Electronic In collaboration with industry, we have Systems: Challenges and Opportunities’ published Industrial Strategies in eleven other report, published in June and the formation key areas, many of which provide growth of the Electronic Systems Council (ESCO). opportunities for electronics. These Strategies This forum of senior leaders from the sector, set out our long-term vision, providing the working in partnership with Government, will certainty and confidence that companies share experience, best practice and resources need to invest and grow. Tackling economic in order to address common issues. ESCO’s weakness and instability will lead to improved vision is to grow the UK electronics industry to opportunities, better jobs and economic £120 billion (up 55%) and create an additional prosperity for the UK. 150,000 highly-skilled jobs by 2020. A key aspect in our approach is a commitment This new partnership is a strong example of to invest in technologies. Based on the the Government’s drive to rebalance the recommendations of the science community, economy through providing a dynamic, research councils and the Technology Strategy open and competitive business environment. Board, we have prioritised eight great This has been demonstrated by the work of the technologies with the potential to propel Technology Strategy Board and the Regional the UK towards significant future growth. Growth Fund competitions. In addition, we These are: big data, space, robotics & have ring-fenced support for science, we are autonomous systems, synthetic biology, promoting exports – particularly in emerging regenerative medicine, agri-science, advanced markets – and we are creating one of the most materials and energy. These are considered competitive business tax regimes in the G8. important areas of scientific advance with www.rec-global.co.uk Phone: +44 7919050018 Email Contact: [email protected] NMI YEARBOOK 2014 05 Industry Summit November 2014, London

A regular feature in the industry calendar, NMI’s Industry Summit brings leaders together to receive an Industry briefing and debate the issues with key figures shaping and influencing policy.

See www.nmi.org.uk for details identifiable commercial opportunities, in which Britain has existing, distinctive capability.

The Government is taking action to address WE ARE SERIOUS the specific challenges presented by the ESCO ABOUT STABILISING Report. As just one example regarding skills, we have been supporting Nesta, Mozilla and THE UK ECONOMY Nominet Trust’s joint initiative ‘Make Things Do

Stuff’ (MTDS), which offers opportunities for Michael Fallon young people to develop their digital-making Business Minister skills. Having offered over 100,000 offline and online experiences, MTDS has enabled students to shift from being consumers of investment and growth. The electronics sector digital technologies, to making and building provides superb opportunities for the future, their own. and I look forward to working in partnership with ESCO and others in the sector to address We have shown that we are serious about the challenges to long term success identified stabilising the UK economy and encouraging in the ESCO Report.

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NMI YEARBOOK 2014 07 Stan Boland NMI Chairman CHAIRMAN’S STATEMENT

I’m delighted to introduce NMI’s Annual Review and to do so as Chairman for the first time.

THE STAFF AT NMI, led by Derek Boyd, do begin to work with the team at NMI and attend an incredible job. NMI is providing support some of its events, including this year’s on a very broad range of highly valuable Summit, I’m really getting to understand the disciplines and it’s delivering that support value being delivered. across a wide range of our industry segments, providing the glue and networking to make it I’m joining the NMI Board at an incredibly truly effective for its members. For this to be exciting time. The Board has already shown achieved by a relatively small team is a tremendous foresight at the need to engage reflection not just of their clear commitment to more strongly with Government and build even provide the very best tools and frameworks for closer links to the specific systems domains our industry, but also of the catalytic power (meaning software as well as electronics): NMI is having through encouraging and two areas I believe are absolutely critical as promoting NMI members to engage with each we take the industry in the UK forward in a other for common purpose. Being a member post-crisis world. The team has made great at Icera, and now more recently at Neul, I’ve strides at that and the publication of the ESCO already had some experience of this but as I Report and formation of the ESCO Council,

I’M JOINING THE NMI BOARD AT AN INCREDIBLY EXCITING TIME

Stan Boland NMI Chairman

08 NMI YEARBOOK 2014 co-Chaired by Warren East and Michael Fallon • Helping to raise the profile of NMI and (Minister of State for Business, Innovation make sure its value is recognised and used & Skills), gives us a great platform upon which successfully for the benefit of its members. to build. I look forward to getting my teeth into these Being in the thick of building a venture-backed goals, working with my fellow Board members technology start-up like Neul whilst chairing and the NMI management team. NMI will have its upsides and one downside – time will be a constant challenge! Finally, I’d like to thank David Wollen who Nevertheless, I’m hoping to personally support preceded me as Chair. Under his stewardship, NMI in three ways: the team has clearly done great things over the • Helping develop the business model to years and the organisation has gone from ensure the broad range of key programmes strength to strength. I’m honoured to be taking can be confidently financed and resourced. over from him and I look forward to working • Helping develop the strategy to work with the rest of the Board, and indeed the alongside the ESCO agenda and, in wider industry, in helping NMI develop our particular, to engage the development industry through driving meaningful and community in the systems domains. powerful programmes for the future.

NMI YEARBOOK 2014 09 Dr Derek Boyd Chief Executive CHIEF EXECUTIVE’S STATEMENT

Now that we’ve put the Summit and My philosophy at NMI has always been Annual Dinner behind us, it gives me based on my career in semiconductor a chance to reflect on the things and electronics manufacturing; NMI is doing as an organisation; to everything we do should lead to tangible examine how we’re supporting our benefit, be purposeful and be aimed at members and the industry as a whole. achieving ‘something’.

THOSE ‘SOMETHINGS’ now cover a broad recognition from Warren East, former CEO of variety of topics, some short-term, some ARM and now Chairman of the ESCO Council, long-term, and that’s very much the nature for the leading role NMI has played in of our work. Through building a strong bringing the industry and stakeholders together ecosystem, with connections up, down and to produce the ESCO Report, which forms the across the supply chain, together with a basis for more significant Government functional interface to the external environment engagement and clearer industry strategy than and practical steps and measures, we can ever before. make a real difference to your future business performance and the business environment in However, it was the ‘Hear it from our members’ which we all operate. section that spoke volumes. We heard Andy Birnie of Freescale talk about our Automotive Holding this as a personal philosophy is fine Electronic Systems Innovation Network (AESIN); but it’s the implementation that counts. This of a unique platform that brings together the course is dependent on the performance of the supply chain from chip to OEM. With such a whole team, so I’m delighted that the same great platform for tangible benefits and philosophy is one we all share at NMI and thought leadership now in place, 2014 will be come back to from time to time. As we’re all the year we take that forward into significant from the industry, helping our industry prosper action. We heard from Stuart Jobbins on the in the long term through tangible measures is ever-growing importance of embedded something we all care passionately about. software and we’re excited to be launching the Software Leaders Group; a new collaborative For me, the Summit perfectly summed up what peer group forum. We heard Steve Smith of we’re trying to do. It was great to receive BAE Systems talk about the importance of

10 NMI YEARBOOK 2014 being part of a network of manufacturing exciting stage in our evolution when we have organisations who benefit from each other by arguably the biggest and best opportunity sharing challenges and learning as part of the yet to make a difference for our members Lean Manufacturing journey. We heard Helen and the industry as a whole. I feel that with Finch of Infineon talk about the benefits of a few additional resources, we can push engaging in R&D funding and the role NMI forward and deliver like never before. plays in supporting that. Last but not least, With his history of raising investment behind we heard from Adam Malpass, UKESF Scholar exciting propositions, Stan seems like the of the Year 2012 and Young Engineer of the perfect person to help us shape our strategy. Year 2013, who talked about the benefits UKESF had provided him in developing his One obvious missing ingredient that would career. If we can encourage more young help drive things forward is co-investment people like Adam to join our industry, we will between industry and government, especially be in great shape in the future. The Summit with promising and far-reaching activities provided only a snapshot of NMI’s activities, such as AESIN, which would benefit from but served as a powerful and uplifting reminder the boot-strapping that additional resource of the difference that real commitment and could provide. Whilst seed-funding and participation can make. industrial co-investment are clearly part of Government policy, it seems incredible that The Summit also marked the stepping down this does not extend into the area of building of our previous Chairman, David Wollen, and innovation networks and has the effect of the election of our new Chair, Stan Boland. starving organisations like NMI of the potential David was our first Chairman from the start-up for co-investment to develop sustainable, community and his views on investing for powerful and long-term industrial future growth were influential in us becoming collaboration. This is surely something that the organisation we are today. Over the past public policy makers need to review in the near three years he’s worked closely with me and future as it’s now a recognised and observable I feel everyone connected with NMI owes weakness in UK strategy. David a big ‘thank you’ for the time, energy and commitment he has invested since taking In closing, I’d like to thank all of our members over as Chair. for your support this year. We’re proud of what we’re achieving but we know there’s still Reflecting the development of our ‘Influencing a long way to go. With the growing army of Government’ and ‘Connecting the Innovation organisations uniting with NMI in the common System’ activities, we are also delighted to add cause of driving our industry forward, I feel Stephen Pattison, VP of Government Affairs at sure we’ll continue to go from strength to ARM, and Brooke Hoskins, Director of Strategy strength and personally look forward to being & Government Relations at Raytheon Systems, at the very heart of that. as important additions to the Board.

I’d like to welcome the new Board members and our new Chair. Stan is one of the UK’s leading entrepreneurs and joins us at an

NMI YEARBOOK 2014 11

ANNUAL REVIEW OVERVIEW

NMI is the trade association representing the UK electronic systems, microelectronics and semiconductor communities.

Our objective is to aid the continued development of a sustainable and world-leading industry in the UK by building a strong network and acting as a catalyst and facilitator for commercial and technological development.

A not-for-profit organisation funded by its members, NMI is the home for a membership that spans the supply chain and includes electronic systems design and manufacturing companies, integrated device manufacturers, fabless semiconductor manufacturers, semiconductor foundries, semiconductor suppliers, electronic design services, Intellectual Property providers, research and academic institutions, national and regional government agencies.

NMI’s work includes: • Encouraging innovation, communication and collaboration through networking, funding, brokering and signposting activities. • Representing the electronic systems, micro and nano-electronics sectors to government, policy makers and public funding bodies. • Supporting skills development, education and training. • Improving operational efficiency through benchmarking and best practice initiatives. • Providing an industry specific information flow.

NMI YEARBOOK 2014 13 ANNUAL REVIEW

REPRESENTING THE INDUSTRY

Together We’re Better – NMI’s strapline says it all. Ours is a remarkably diverse and fragmented industry, but by giving it a common voice and communicating its needs effectively, be it to Government, academia or funding bodies, we can all move forward as one.

NMI NOW REPRESENTS A BROADER role that technology plays in the modern SECTION OF INDUSTRY THAN EVER economy, NMI was entrusted with leading on BEFORE. Originally established to benefit the ESCO Report, a strategic blueprint for the a small number of fabs, NMI’s remit has future development of the sector. expanded over the years in response to members’ requests and technological Launched in June and produced in progress, so that today we represent the collaboration with a number of other trade electronic systems community in the UK – associations and stakeholders, this an industry worth approximately £78 billion unprecedented report into the challenges and a year and employing over 850,000 people. opportunities facing the electronic systems community draws on the findings of five With that role comes responsibilities. Born out workstream reports covering: of a desire to encourage the Government to • Economic footprint of the UK electronic take our industry seriously and understand the systems community.

14 NMI YEARBOOK 2014 • Research, development and Intellectual Property (IP) creation. • Innovation climate. • Manufacturing. THE ESCO REPORT IS A • Skills – supply, demand, provision and gaps. CATALYST FOR FURTHER

You can read the full report, its findings and ACTION RATHER THAN recommendations at www.esco.org.uk, after AN END IN ITSELF which we would ask you to lend your support to help deliver its ambitious goals.

A major achievement though this may be, not to mention validation that NMI is tackling all of the industry in its efforts to reduce greenhouse gas key priorities for the industry, the ESCO Report emissions through increased energy efficiency. is a catalyst for further action rather than an This year we’ve successfully negotiated new end in itself. So it’s encouraging to see that targets and implemented new agreements for several of its recommendations are already members, securing an additional £1 million in being implemented. Co-chaired by Warren East savings a year. (ex-CEO of ARM) and Michael Fallon, Minister of State at the Department of Business, Overseeing all these activities and providing Innovation & Skills, the ESCO Council that will future direction at a strategic level is the turn words into action has now been established Microelectronics Design Advisory Board and held its first meeting in October 2013. (MDAB). High on its agenda is university engagement, partly to ensure that future Similarly advanced though on a smaller generations of graduates are suitably scale, the PowerelectronicsUK Forum equipped for industry and partly to influence represents a cluster that’s vital to the UK and access the research agenda. economy and its international competitiveness. Officially launched in April by David Willetts Strengthened by several new appointments, MP, Minister for Universities and Science, the influential MDAB successfully lobbied the as a direct result of the National Strategy for Government’s Migration Advisory Committee Power Electronics, also driven by NMI, the to add key roles that our industry is currently PowerelectronicsUK Forum is now the ‘go to’ crying out for to the shortage occupation place for all things power electronics-related. lists until such time as we have the necessary If you haven’t yet connected with its dedicated homegrown talent, another of the ESCO LinkedIn group, now’s the time. Report’s recommendations.

Exciting and important as these groundbreaking The Manufacturing Steering Group (MSG) initiatives are, NMI remains fully committed to meanwhile continues to shape NMI’s future its ongoing activities and original membership offering, first by identifying members’ shared base. Last year’s Annual Review reported that priorities, be it cycle time, obsolescence, Lean NMI had fought to safeguard and extend the or workforce engagement, and then how best Climate Change Levy (CCL), which supports to tackle them.

NMI YEARBOOK 2014 15 ADVERTISEMENT SiVenture – A MICRO-ELECTRONICS SUCCESS STORY The SiVenture laboratory, located in Maidenhead, Berkshire, contains all the necessary equipment to support chip deprocessing, circuit edit and failure analysis, including full chemical facilities, reactive ion etching, focused ion beam and scanning electron microscope. In addition there are probing facilities to test the results of FIB edits. Working for a variety of clients, SiVenture provides a high quality, quick turn round, service designed to help clients minimise down time, and maximise yield and throughput. SiVenture prides itself on its long experience with circuit analysis and edit, and on its ability to be available as and when necessary for its clients. ANNUAL REVIEW

PROMOTION

Impressive though they undoubtedly are, the UK’s world-class capabilities will never reach their full potential if they also remain the country’s best kept secret. NMI publicises the industry’s value to society and the economy far and wide in order to benefit our many members, be it through encouraging the next generation of talented engineers, attracting further investment or simply generating sales.

THIS YEAR WE ADDED ANOTHER STRING iPower3 and Manufacturing Excellence TO OUR BOW with the launch of a new conferences all proved highly productive. conference, which it’s planned will become a regular in the industry calendar. Exploring the Sometimes the communications challenge technical challenges facing engineers involved is more about getting the message out to in the design of electronic systems to solve an audience rather than inviting them to societal challenges and provide economic come to you. Following previous years’ benefits, our first Electronic Systems Technology successes, NMI is once again producing a (EStech) conference featured rousing sessions supplement with the support of several from Sir Richard Noble on the Bloodhound members. Due for publication in the project and Dr Ivo Bolsens, CTO of Xilinx, Sunday Telegraph in January, the latest amongst others. supplement showcases the UK’s outstanding capability in electronic Complementing our flagship Future systems while also highlighting the World Symposium (FWS), EStech rewarding opportunities for and FWS will now run in alternate bright young minds. years, with FWS2014 already looming large on the horizon. Scheduled for 29 and 30 April 2014 at Twickenham, FWS2014 will bring you the latest business opportunities, challenges and solutions in the realms of the Internet of Things (IoT), Connected Home and much more, with a Keynote from Khalil Rouhana, director for Components & Systems in DG Connect. This promises to be another leading-edge event, so if you haven’t blocked out the days in your diary yet, don’t leave it too late. You’ll read more about our other events later, but suffice to say that NMI’s Automotive Electronic Systems,

NMI YEARBOOK 2014 17 Nor-Cal Products, Inc. In Europe 1967 South Oregon St. D7, Kemble Airfield Enterprise Park Yreka, CA 96097, USA Kemble, Gloucestershire GL7 6BA, UK Tel: 800-824-4166 Tel: 01285 771252 Fax: 530-842-9130 Fax: 01285 771299 www.n-c.com www.norcaluk.com NMI’S ANNUAL SUMMIT, DINNER AND AWARDS PROVIDE ONE FURTHER OPPORTUNITY TO CELEBRATE ALL THAT’S BEST IN OUR INDUSTRY

At a more targeted level, NMI puts members members to this global giant in the world of directly in touch with and in front of disc drives, while September’s event at the potential customers, be they in the domestic University of Warwick coincided with our market or far flung China and Russia where Manufacturing Excellence conference, bringing leading brands require the UK’s expertise to suppliers and customers face-to-face. power their smartphones, set-top boxes and games consoles. Whether it’s gaining members access to lucrative international markets or big names This year, with the help of UKTI (UK Trade & right here in the UK, NMI facilitates what might Investment) and SDI (Scottish Development otherwise seem impossible, especially for SMEs. International), we made it possible for members If you haven’t yet made the most of these to attend major international trade shows in opportunities and would like to explore the Shanghai, Moscow and Dresden, assisting with undoubted potential, contact Mark Hodgetts. everything from business culture briefings and arranging visas to bi-lingual promotional One member benefit that all suppliers enjoy is material and translators on our shared stands. inclusion in the NMI Manufacturing Suppliers Directory. Listing around 100 specialist Closer to home, NMI opens the doors of some companies, all of whom play a vital part in of the biggest names in the industry that usually maintaining a healthy and competitive remain closed. April’s tabletop exhibition at infrastructure in the UK, the 2014 edition will Seagate in Springtown, for example, introduced be circulated to all our equipment engineering, purchasing and facilities engineering contacts. It will also be available to download from our website from January.

NMI’s Annual Summit, Dinner and Awards provide one further opportunity to celebrate all that’s best in our industry. A complete list of this year’s winners is included on pages 32-35. You’ll be surprised at the calibre, or maybe not if we’re doing our job of promoting the industry properly.

NMI YEARBOOK 2014 19 ANNUAL REVIEW

CONNECTING AND COLLABORATING

NMI employs a variety of tools and techniques, developed over the years, to help members connect with the innovation system and keep up to date with important developments.

THESE RANGE FROM thought leadership/peer launching an entirely new conference. forums providing a broad overview to innovation Providing direction and ensuring that our networks themed around particular clusters, activities are tailored to members’ needs, the operational excellence geared towards helping Systems & Software Leaders Forum established industry optimise its performance and technical in December 2012 has almost doubled in size. networks, focusing in on the fine detail. With the key challenges facing the industry now agreed, members can look forward to Once again, electronic systems, automotive concerted action on competency frameworks, electronics and power electronics have all been addressing the growing skills gap and hives of activity. model-based systems engineering (MBSE). Prior to that, the Forum has already led to a ELECTRONIC SYSTEMS course on multicore programming, run by Intel exclusively for members. NMI said it would broaden its offering in the systems space and it has done just that, Our inaugural EStech conference has already increasing the number of networks and been mentioned, but in addition NMI ran two

20 NMI YEARBOOK 2014 FPGA (Field-Programmable Gate Arrays) expert UK’s automotive sector, so if you haven’t user events, one on Verification Methodologies engaged with AESIN yet, but would like to, and the other on Embedded Processors, see the dedicated website (www.aesin.org.uk) as well as conducting a survey on the or come along to scheduled events such as verification challenges facing the community. the Functional Safety (ISO-26262) workshop Demonstrating the continued expansion, we planned for March 2014. ran a market sector-focused event on medical electronics, entitled Solving the Challenges of POWER ELECTRONICS eHealth Solutions. We’ve also welcomed Aero Engine Controls, Roke Manor Research Already a core competence of UK industry and Siemens (Traffic Solutions) as members, and R&D activity, power electronics has made proof positive that NMI has fully embraced the giant strides this year, with NMI’s ongoing electronic systems community. support. April saw the launch of a dedicated steering board, the PowerelectronicsUK Forum, AUTOMOTIVE ELECTRONICS while towards the end of the year, the sector’s key players came together for NMI’s iPower3, Launched with the support of many of the a two-day conference at the University of UK’s largest car manufacturers and supply Warwick, entitled Building a Smart Power chain partners in response to the increasing Future and covering Smart Energy, Smart use of electronics in cars and the associated Power for Automotive, Transport and challenges, the Automotive Electronic Systems Aerospace, and Smart Consumer/Smart Home Innovation Network (AESIN) is going from among other topics. NMI also ran two strength to strength. In March we ran a network events, one on Power Electronics – workshop on Working with ISO-26262, Transforming the Management of Energy the functional safety standard at the top of Networks, which coincided with the opening the automotive electronics agenda, followed by of the new Power Electronics Centre at the a two-day conference at Warwick University, University of Nottingham and attracted featuring keynotes from Visteon and Jaguar the likes of Chiltern Power, Scottish & Land Rover, not to mention the latest Lotus Southern Energy and GE Energy, and the and Land Rover high performance electric other on Power Electronics for the Smart Home vehicles. Industry experts are talking about a at Newcastle University. “once in a generation opportunity” for the DESIGN EXCELLENCE AND INDUSTRIALISATION NETWORKS

NMI runs the most comprehensive range of sector networks spanning the entire value chain, from front end chip and software/system design through ‘foundry link’ to manufacture.

Providing an opportunity for knowledge exchange, business development and collaboration, these either focus on the

NMI YEARBOOK 2014 21 GLOBAL STEPPER & SCANNER PRODUCTS AND SOLUTIONS

NTEKlitho was formed in Jan 2013 as a third party alternative to servicing all aspects of Nikon Stepper and Scanner Systems. Our highly qualified team of engineers with a combined experience over 80 years ensure first class customer service. Customer needs are at the heart of our organisation. NTEKlitho is headquartered in Scotland, UK with NTEKlitho have an extensive supply of parts for facilities in the USA and the Netherlands. We provide the full range of Nikon Stepper and Scanners, we service and support worldwide on the full range of have currently manufactured our own illumination Nikon systems G6-S307 and also the Nikon SF optics up to the S204 range with the S205-S207 systems. With our state of the art cleanroom facility currently at the testing stage before release. in the Netherlands which fully facilitised and our In addition to this we have successfully acted as highly experienced team of engineers NTEKlitho has agents on the purchase and sale of Nikon the capability of assessing, refurbishing and testing Equipment through our connections to our broker customer tools offsite. network worldwide. With it’s extensive customer base throughout the In addition to the Nikon service that NTEKlitho world and it’s close relationship with brokers in the provide, we have also partnered with IDL USA , Asia and Europe we have fast became the Semiconductor who have offices in San Diego, number one alternative to the OEM for customers Singapore and Nijmegen to support the needs of looking to reduce their costs in this ever challenging customers on all their Cymer 5000, 6000, 7000/ economic environment. Completing mass projects ALA lasers, they also have an extensive supply of on decommissioning, refurbishment and installations parts for their Cymer systems, IDL can also support with pre agreed logistics and pricing. Gigaphoton on service.

SUMMARY OF CAPABILITIES Sales and support G-line G6, G7 and G8 I - line I7, i8, i9, i10, i11, 4425i, i12, i14, SF100, SF110, SF120, SF130 and SF140 DUV steppers EX12 and EX14 DUV scanners S202, S203, S204, S205, S206, S207, S305, S306, S307 Illumination and Lens capabilities Full optics refurbishment G6-i14E Inclination. Lens optimisation including Distortion, Astigmatism, Curvature, Coma shift, Coma magnification. Refurbished BMU illuminators. Lasers Cymer sales and service. Gigaphoton to Cymer laser change. Parts Please enquire for all your parts requirements, availability and pricing available on request. Training Nikon training is available at various levels and can be tailored to individual customer requirements.

For further information on all our products and services please contact [email protected] NTEKlitho UK NTEKlitho NL. BV NTEKlitho USA 51 Blackcroft Road Tarweweg 3 109 East 17th Street Mount Vernon 6534 Nijmegen Ste 63 Glasgow Nijmegen Cheyenne G32 0QZ Netherlands WY 82001 capabilities required to deliver innovative Electrostatic Discharge Damage, a key factor products, such as design verification and as the scale of IC transistor gates shrinks year fabless operations, or specific technical on year, and Design for Reliability – From Chip competencies, such as how the UK’s mixed to System (Quality & Reliability), both of which signal and RF capabilities enable global bridged the gap between chip and system mobile communications. companies. Cost-Effective Thermo Design, run in conjunction with the Cambridge During 2013 we ran cutting-edge events on Innovation and Knowledge Centre (CIKC), Embedded Software Security, exploring the introduced the latest innovations in IC different ways to safeguard systems, and packaging, while December’s Design for Energy-Efficient Systems & Software, which Manufacture event took Test as its theme. brought the two ends of the design community together to solve a common problem (both The Fabless Operations Forum, which provides delivered under the Embedded Software senior operational management with a vehicle banner). Other activities within the design to discuss common issues such as supply chain space included events on IP – Designing for management, quality and audit systems, test Integration & Reuse (Chip-Level Design & development planning and regulatory action Verification), which tackled the challenge of with their peers and to collaborate to make designing IP that’s not only easy to integrate them more competitive, also met twice during and 100% reusable but also delivered in an the year, at CSR and Nvidia. acceptable timeframe, and High Speed Data – Conversion & Acquisition (Analogue/ MANUFACTURING Mixed Signal & RF), featuring a session from Rutherford Appleton Laboratory. The challenges may remain broadly the same, but NMI continues to explore new and These were complemented by events innovative ways of optimising quality, cost and highlighting the latest developments in delivery, while maintaining its tried and tested Managing the Ever-Increasing Risk of regular forums and reviews.

NMI YEARBOOK 2014 23 One year in, NMI’s new Lean Manufacturing took Workforce Engagement as its theme and network has taken its ‘Seeing is Believing’ featured an impressive line up of speakers, approach to a whole new level with the including Professor Nick Rich from the University introduction of site assessments and supervisor of Swansea and Stephen McKenna, Director development workshops. Engineering & Quality Assurance at Foxconn in the Czech Republic, alongside several teams of Site assessments involve a team of Production hands-on operators, technicians and engineers Managers spending two days on the shop presenting and sharing their own successes in floor, scrutinising how everything is done and manufacturing practice. For more on Workforce talking to everyone who is involved in the Engagement, read our article Manufacturing in operation. The main output is a detailed report action on page 107. for the host site, highlighting existing strengths and the opportunities for further improvement, Throughout the year, NMI’s portfolio of regular but it’s not just the host site that benefits. forums and reviews continued to deliver The site assessment team too reaps rewards, tangible benefits where it counts, in day-to-day taking observed good practice back to their operations. These include the Equipment own workplace and gaining valuable personal Engineering Forum, Purchase Managers development too. Review, Utilities and Energy Conservation Best Practice Forums, Industrial Group, Health & NMI’s supervisor development workshops Safety, Facilities, Human Resources and take a similarly practical approach, with Production, together with a new working group groups of six spending two days on site formed specifically to look at cycle time and tackling a range of real challenges at a host scheduling systems/inventory management. site. All of the supervisors who have so far participated have returned to their facilities FURTHER COLLABORATION brimming with ideas for continuous improvement and the motivation to implement You could be forgiven for thinking that would them. Both our site assessments and supervisor be enough for a small team such as ours, development workshops are free to members, but in NMI’s desire to always provide the very so get in touch if you’d like to be involved. best service for its members we have also: • Continued to support and provide Another first for 2013, which we’re also keen management for the South West to repeat in the future, was April’s international Microelectronics Innovation Network (iNET), utilities conference. Co-hosted at Seagate, one of the few regional initiatives to have its this provided an excellent platform to share funding extended for a further two years knowledge and best practice on utilities beyond its original remit. and saving energy, by far the biggest cost • Worked with the Electronics, Sensors & for all our members operating a cleanroom. Photonics Knowledge Transfer Network to We hope to replicate this energy efficiency deliver a series of networking events across success in one form or another next year. a range of Embedded System topics. • Worked with UKTI and our members to Already a regular fixture in the industry calendar, highlight the UK’s expertise in audio to an our fourth Manufacturing Excellence conference inward delegation from China.

24 NMI YEARBOOK 2014

ANNUAL REVIEW

RESEARCH AND DEVELOPMENT

Ours is an industry that’s always looking forward, so NMI does everything in its power to support and stimulate both the skills pipeline and world-leading R&D activity.

NMI’S DEDICATED R&D RESOURCE has Electronics, together with a series of six joint once again acted as a launch pad for a host events with the Knowledge Transfer Network of promising collaborations and technological (KTN) on funding schemes relevant to SMEs, advances, be it through providing members for example. with bespoke one-to-one support and assistance through the funding maze, Alerted to the possibilities, the next step is to networking with the community to enable encourage and support members’ involvement effective collaborative R&D or influencing and in the various funding schemes and 2013 informing fundholders on your behalf to better proved to be another fruitful year. In total, NMI align the needs of the community with funding members received over £10 million of R&D calls and competitions. grants through competitions such as Eurostars, the Regional Growth Fund, SMART, Eniac and Raising awareness of the many potential Artemis. For more on this, read our article opportunities, NMI ran well-attended R&D Benefits and challenges of EU R&D engagement workshops on Artemis and Harsh Environment on page 67.

26 NMI YEARBOOK 2014 will identify key and disruptive technologies which can be exploited by UK industry, guiding research and investment decisions. 2013 PROVED TO BE ANOTHER FRUITFUL Strong advocates of collaborative R&D as we are, NMI has also lent its support to two YEAR pioneering research programmes. Jointly run by the universities of Glasgow and Edinburgh with industrial partners IBM and Wolfson, the first, StatDes, is breaking new ground in process implementation at advanced process NMI has a particularly strong track record in nodes. The second, PRiME, which stands for power electronics and we once again added to Power-efficient, Reliable, Many-core Embedded our tally in 2013, working closely with the systems, pools the talents of no fewer than Technology Strategy Board (TSB) who invested four UK universities, five companies and seven more than £20 million of funding in various international visiting experts. power electronics-related calls. This brings the total of new R&D funding secured by NMI for NMI is looking forward to seeing how both the cluster to around £40 million over the last programmes develop over the coming year, two years, with many NMI members among the as well as to offering members more support beneficiaries. Paving the way for future success, in the European funding arena with Horizon NMI is also creating a unique cross-sector 2020 bringing a further €70 billion of funding technology roadmap for power electronics that over the next seven years into view.

NMI YEARBOOK 2014 27 James Watt Nanofabrication Centre

The James Watt Nanofabrication Centre is one of the premiere cleanrooms working with over 250 international companies

Glasgow has over 35 years experience of developing solutions for science, nanoelectronics, optoelectronics, healthcare, energy harvesting, security & defence, .... The 750 m2 cleanroom is run by 18 dedicated technical staff as a pseudo-industrial operation

The Centre has sub-5 nm electron beam lithography over 200 mm wafers and low damage process transfer capability

The Centre presently collaborates with over 90 universities & research institutes from around the world

Kelvin Nanotechnology provide full commercial access and have delivered services to over 250 international companies

MSc in Nanoscience & Nanotechnology provides education in the science & technology of present & future micro/nanofabrication http://www.jwnc.gla.ac.uk/NanoMSc.html The Centre holds many world records including the smallest electron beam lithography patterned devices of 2.5 nm, the smallest layer-to-layer alignment (0.46 nm rms), the highest performance III-V HEMT and the smallest diamond transistor

Director: Prof Douglas J. Paul [email protected] Tel: +44 (0)141 330 5219 http://www.jwnc.gla.ac.uk/ ANNUAL REVIEW

FUTURE SKILLS

In a world of complexity, there is one thing we can say for certain: without engineering skills we have no capability and without capability we have no business. That’s why NMI places engineering skills at the top of our priority list. The primary, but not exclusive focus, is on the UK Electronics Skills Foundation (UKESF), of which NMI is a founding partner, and which we established in 2010 in response to the marked decline in UK applicants for electronics degrees.

THIS TREND, as the ESCO Report has since valuable work placements and exposure to reiterated, threatens the performance and employers and the required skill sets to ‘hit long-term prospects of our industry. Aimed at the ground running’ on finding employment increasing the number of talented graduates after graduation. entering our industry, UKESF tackles this challenge in three ways: The earlier you can inspire young minds the 1. A schools programme aimed at sparking better, so last year UKESF piloted a 10-week interest among 12-14 year olds in the project for 12-14 year olds from across the world of electronic systems. South West, in partnership with EDT 2. UKESF Summer Schools seeking to increase (Engineering Development Trust). Designed to the number of talented young people taking stimulate interest in and raise awareness of electrical and electronic engineering degrees. electronic engineering as an exciting subject 3. A Scholarship Programme that connects and rewarding career path, ‘Our Electronics employers and undergraduates, providing Environment’ was a huge hit with all concerned

NMI YEARBOOK 2014 29 Want to build better embedded systems? You can with Perforce Enterprise Version Management!

Creating the development environment necessary to support embedded engineers can be daunting. Distributed teams of chip designers, engineers, developers, and testers each working at Find out more at: different rates, using a wide range of design and development info.perforce.com/nmi tools need to be coordinated.

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Contact : [email protected] and is now available as a ready-made project to the list of sponsors, UKESF is clearly heading for any company to run with schools as part in the right direction. To reach even more of the Go4SET portfolio. In the meantime, young people though and secure our industry’s another pilot is starting in the East of England future, we need more employers to participate in January 2014. in this truly unique programme, as you can read in The electronics industry must reach out Aimed at a slightly older age group of A-level to future recruits on page 59. UKESF was and Scottish Higher students, UKESF’s four-day awarded charitable status in 2013, so there Summer School uses a combination of design are now even more ways to help, with the competitions, lectures and lab sessions to website (www.ukesf.org) being your first point inspire potential electronics undergraduates. of contact. Held at Imperial College London, 2013’s course attracted 60 students from across the NMI’s activities are not limited to future skills UK, up 50% on the previous year, and featured though. We now conduct an annual topics including biology-inspired machines, employment survey which provides a salary mobile robots and a design challenge using and job benchmarking tool, while also the Raspberry Pi, itself a great example of gauging opinion on likely employment trends. British engineering innovation and the subject We intend to develop the content and range of of NMI’s Raspberry Pi give-away, which saw participation in this survey and look forward to 50 kits awarded to a range of organisations working with you on this in 2014. including several schools during 2013. CONCLUSION If our industry is to continue developing world-leading technology we need the very best You may be surprised by the sheer breadth of people, which is where the UKESF scholarship NMI’s activities, but with a community as diverse scheme and Summer Skills Workshop both as ours a one-size-fits-all approach was never come in. Targeted at the brightest electronic going to work. That’s not to say there isn’t a engineering undergraduates, 2013’s workshop common thread running through everything featured several inspirational speakers who we do. All of NMI’s programmes, projects shared their visions for the industry, as well as and initiatives, be they in the field of skills, seminars on project management, business innovation, R&D, the business environment, ethics, negotiation and emotional intelligence, promotion or representation, are designed to encouraging these top-flight students to develop ensure our industry is fit to compete on the themselves as rounded people and recognise global stage, fit to lead and fit to win. that while technical skills are important, there are other skills that matter in the workplace too. As the pages of this Annual Review demonstrate, it has been a remarkably With more students than even before productive 12 months! But with your support participating in the various programmes, we can do even more next year. If you’re around 180 scholarships already awarded, already a member, thank you for your three more universities joining UKESF’s continued backing. If you aren’t yet but would academic ranks and both Jaguar Land Rover like to enjoy the many benefits you’ve just been and Broadcom Foundation adding their weight reading about, look into joining NMI today.

NMI YEARBOOK 2014 31 THE CONTRIBUTION TO INDUSTRY AWARD ANNUAL AWARD

Winner: Jamie Urquhart WINNERS 2013 Award Sponsored by: NMI

SPONSORED BY:

THE COMPANY OF THE YEAR AWARD Winner: McLaren Electronic Systems Award Sponsored by: IC Group Photo: Derek Boyd (NMI), Charles Hawkins (McLaren), David Earle (McLaren), Tim Strafford (McLaren), Mark Booker (McLaren), Neil Dickins (IC Group) and Quentin Willson

THE YOUNG ENGINEER OF THE YEAR AWARD

Winner: Adam Malpass Award Sponsored by: ARM Photo: Derek Boyd (NMI), Adam Malpass (Dialog) and Kirsty Gill (ARM)

32 NMI YEARBOOK 2014 THE SEMI360 AWARD THE INNOVATION AWARD

Winner: Lime Microsystems Winner: Coveritas Award Sponsored by: Cadence Award Sponsored by: ASE Group Photo: Derek Boyd (NMI), Photo: Derek Boyd (NMI), Sean Redmond Nick Stables (Lime Microsystems) (Coveritas), Bradford Factor (ASE) and and Janet Collyer (Cadence) Patricia MacLeod (ASE)

THE COLLABORATIVE R&D THE TRAINING AND ACHIEVEMENT AWARD DEVELOPMENT AWARD

Winner: Dialog Semiconductor Winner: Infineon Award Sponsored by: Comms Masters Award Sponsored by: STFC Photo: Derek Boyd (NMI), Rebecca Photo: Derek Boyd (NMI), Helen Finch Fradley-Stokes (Dialog Semiconductor) (Infineon) and John McLean (STFC) and Heather Campbell (Commsmasters)

THE LOW POWER DESIGN THE MANUFACTURING SUPPLIER INNOVATION AWARD OF THE YEAR AWARD Winner: Cam Semi Winner: memsstar® Award Sponsored by: Synopsys Award Sponsored by: International Rectifier Photo: Derek Boyd (NMI), Mark Muegge Photo: Derek Boyd (NMI), (Cambridge Semiconductor), Bruce Dickson (memsstar®), David Baillie (Cambridge Semiconductor) Alan Lambie (International Rectifier) and Gabriel Lezmi (Synopsys) and David Gold (International Rectifier)

NMI YEARBOOK 2014 33 Gala Dinner November 2014, London

The Gala Dinner has successively grown in recent years and 2013 was over-subscribed and our biggest ever. We plan to make 2014 even better, as this is the event in the UK Electronic Systems calendar not to miss.

See www.nmi.org.uk for details THE PRODUCT EXCELLENCE THE MANUFACTURING SITE OF THE YEAR AWARD AWARD Winner: XAAR Winner: Frontier Silicon Award Sponsored by: Ichor Systems and Award Sponsored by: Maser Engineering Lam Research Photo: Derek Boyd (NMI), on behalf of Photo: Derek Boyd (NMI), Ted Wiggins Frontier Silicon – Alison Burdett (Toumaz) (Xaar), Paula Crofts (Xaar), Paul Smith and Mike Warren (Toumaz) and (Xaar), Owen Tangey (Ichor Systems) and Kees Revenberg (Maser Engineering) Neil Hendry (Lam Research)

THE INNOVATION IN POWER THE ENVIRONMENTAL ELECTRONICS AWARD MANAGEMENT AWARD

Winner: Anvil Semiconductors Winner: Seagate Award Sponsored by: Alstom Award Sponsored by: Compugraphics Photo: Derek Boyd (NMI), Photo: Derek Boyd (NMI), Jill Shaw (Anvil Semiconductors) Mark Moroney (Seagate) and and Colin Davidson (Alstom) Brian Young (Compugraphics)

THE UNIVERSITY DEPARTMENT THE AUTOMOTIVE ELECTRONICS OF THE YEAR AWARD INNOVATION AWARD

Winner: Freescale Winner: Heriot Watt University Award Sponsored by: Aesin Award Sponsored by: Raytheon Photo: Mark Robson (Freescale), Photo: Derek Boyd (NMI), Keith Brown Andrew Robertson (Freescale) and (Heriot Watt) and Brooke Hoskins (Raytheon) David Battersby (Jaguar Land Rover)

NMI YEARBOOK 2014 35 Sir Hossein Yassaie CEO, Imagination Technologies WHAT THE FUTURE NEEDS

The most common question I get from and electronics industry should not industry and financial analysts is: what’s (and in fact will increasingly not) be just next? Although I believe technology has about how or if we can abide by Moore’s real potential to change our lives for the Law with every new process node. better, the future of the semiconductor

WHENEVER DESIGNING new technologies, and how technology must be designed to it is always important to remember that these address that. processors end up in final products which consumers should want to buy and find their Mobile is perhaps the best example of this; lives enriched by. when the first smartphones were launched, even industry insiders were wondering whether The consumer market enables everyone in there was any future for these devices in the the supply chain to thrive and this growth can context of portable electronics. Since then, only be sustained through ensuring the best smartphones have become everyone’s main possible user experiences and original, exciting product offerings that make a real difference to consumers. Therefore I always try to encourage and help our silicon partners to be increasingly aware of what consumers want GROWTH CAN ONLY BE and need and focus their engineering towards fulfilling those needs. SUSTAINED THROUGH ENSURING THE BEST THE NEXT REVOLUTION IN MOBILE COMPUTING POSSIBLE USER EXPERIENCES AND If I can summarise what I have learned in my career so far in one phrase, it would be ORIGINAL, EXCITING that spurring innovation is all about looking PRODUCT OFFERINGS for discontinuities and spotting trends across multiple markets. This involves a deep understanding of what drives markets

36 NMI YEARBOOK 2014 computing device – I’m pleased to say due in sounded familiar to Imagination who had to part to the powerful but low-power graphics overcome similar problems when it initiated technologies that Imagination has pioneered. something unheard of some time ago: integrating the graphics and video processing By integrating our GPU and hardware video units on the same chip together with the CPU. engines on the application processor, We were pioneers in this area, as our PowerVR semiconductor companies were able to offer graphics IP cores were one of the first solutions better multimedia experiences and capabilities to be included in modern mobile SoC platforms. for developers to exploit. Now, by incorporating our Ensigma RPU into It created a snowball effect where more and the SoC we believe system designers will create more software companies became interested the next generation of smart TVs, set-top boxes, in investing in mobile; this in turn generated in-car communication systems or mobile the pull for consumers who were enchanted by phones and tablets by enabling a combination the new range of applications that could run of world TV, world radio and complete on their devices; finally, silicon vendors started connectivity (Wi-Fi, Bluetooth and more) in all accelerating their development cycles to keep of the above. It’s taken some time but this up with the demand for higher performance technology has enabled the digital radio market, and increasing functionality. is empowering connected entertainment devices and early in the New Year will be part Going forward, everything will need to be of another exciting platform that we’re looking smart, so most devices will need a CPU with forward to being able to talk about at Future low power credentials for the next wave of World 2014. wearable devices. I was very pleased to bring MIPS, one of the most efficient architectures ENGINEERING THE FUTURE that exist on this planet, into the Imagination family where we can drive forward a compelling Building a successful IP business is a complex next generation CPU. Our expectation and and involved task so you have to be prepared aspiration is that MIPS will grow from its current to plan and execute roadmaps for the short, strong base in networking and the digital home medium and long haul. You need to hire the and become a major player in new markets, best people in the field and ensure they have with the energy we can put behind it. We are everything they need to develop world class already seeing the first steps of this happening: technology. Ultimately, new technology can a new, compelling roadmap has been released, only be created by engineers with the right set numerous customers are licensing the current of skills, motivation, and respect for the craft. generation of processors and the first wearable products are appearing in the market. We understand the value of investing in technology for society. Our IP enables better Another inflexion point in silicon IP is complete communication between social groups and hardware integration. For years, including the delivers the solution companies need to build Wi-Fi and Bluetooth components on the better platforms for a range of applications system-on-chip has been a hot topic among from entertainment to e-health, using energy integration and design engineers. This all and resource wisely.

NMI YEARBOOK 2014 37 What still puzzles me is the lack of really big ABOUT THE AUTHOR technology brands, like Amazon, Microsoft and Google from Britain. The UK was once famous Sir Hossein Yassaie for the host of great technology companies it PhD, Chief Executive Officer: had, but most have either disappeared or have After attaining his PhD, Hossein was a been sold to larger corporations. This puts us in research fellow at the University of a dangerous position and leaves room for a Birmingham. Prior to joining Imagination fundamental question that I’ve asked multiple Technologies in February 1992, he was times in public forums: do we want the UK to with STMicroelectronics and Inmos for eight be a nation of tens of millions of consumers or years, where he set up and managed the creators who have scale and make a difference DSP and digital video developments. on the global scene? Ultimately he became responsible for the system divisions, including research and I believe there is still great opportunity and development, manufacturing and marketing. potential for local companies to be successful Hossein joined Imagination Technologies on a global stage if we do the right things in 1992 as CTO, joined the Board in and have the right policies implemented. 1995, and became CEO in 1998. He was Everywhere I look, there are British visionaries knighted in the 2013 New Years Honours designing cutting-edge products for top List for services to technology and innovation. companies worldwide, but we don’t have (from www.imgtec.com/corporate/investors/ globally-recognisable companies or brands. boardofdirectors.asp)

A perfect example of this is digital radio; a few years ago, the pace of innovation in DAB was to create a leader in the market that had lacklustre. Therefore, the only way to boost exciting and innovative products – this is how interest from consumers for digital radios was Pure was born. Pure is now a market leader in the UK and worldwide and the underlying processor technologies it uses is included in a vast majority of all digital radios sold. Built in the UK, the brand is now worldwide, including EVERYWHERE I LOOK, the USA where it has several thousand retailers THERE ARE BRITISH stocking its wireless audio products. VISIONARIES Two out of the top three silicon IP companies are UK-based and the rest of the UK tech DESIGNING CUTTING- sector should capitalise on the innovative EDGE PRODUCTS FOR solutions that are designed here. We should have an ecosystem of fabless semiconductor TOP COMPANIES companies, design houses and global OEM WORLDWIDE brands that can take advantage of all these IP technologies. In order to build this, we need to look at other regions and understand their models. Companies like Samsung, LG, Sony

38 NMI YEARBOOK 2014 did not appear by accident. They started from more UK businesses that would not only help small beginnings too but they had a long the NHS to become the best and the most range plan for global success. Given the effective healthcare provider in the world but strength of the UK economy in a global context such companies will also have a real chance to dominated by influencers from the US or Asia, become major exporters of proven technologies I feel much more could and should be done to and solutions for next generation healthcare. leverage the tremendous intellectual prowess The same models can and should be used in we have here and that has been recognised by other key areas beyond the NHS, including every leading semiconductor and OEM in energy, automation and education to manufacturer world-wide. encourage growth of existing and creation of new business in UK focused on areas of Even though we have plenty of successful importance to the nation. software and hardware companies in tech hubs in the UK, we are still missing two Furthermore, we need to make sure that essential pieces in the supply chain puzzle: these companies are sufficiently well staffed. semiconductor companies and OEM with By focusing on students at an early age and scale and brand, both of which can make a initiating partnerships like UKESF, we ensure significant contribution to the future of the UK. they will be the creators of technology and The usual pattern with UK start-ups is a meteoric leaders of future companies – and that they rise followed by either a sudden cut in funding have the confidence and capabilities to do it. or a rushed sell to a larger company. With the As one of the fastest growing electronic right guidance and support, government engineering employers in the UK, Imagination organisations such as the Technology Strategy has a strong focus on enabling and enhancing Board could deliver amazing results in enabling the education of a local engineering a modest number of these start-ups to continue community, starting with sixth-form schools building momentum and eventually establish and universities. Our UK undergraduate themselves as technology leaders. programme is an excellent vehicle for us to engage and excite students when they are The main problem however lies in the making crucial career choices, nurture the absence of capital. Without a clear strategy UK’s best engineering talent, and ultimately and support in funding, most companies will strengthen the UK electronics industry. eventually collapse; this needs rectifying urgently. One ideal place to start investing in is Overall, we strongly believe we need to ensure the national health system. The NHS has been that we have a technology and industrial in dire need of modernisation for it to cope strategy that takes the current environment, with an ageing population that demands more industry trends, and our expertise and skill and more services from GPs and specialists sets into account – and actively steers the UK alike. Therefore we should support strategic towards a strong and vital position for the initiative involving several companies to future and on a long-term basis. I am confident develop and introduce advanced technologies there are many who are ready to help so we will for e-health and well-being monitoring. If this continue doing our part. But all these efforts is done on a long-term and strategic basis it need to be part of a larger strategy – and we will result in the emergence and creation of need this happening yesterday.

NMI YEARBOOK 2014 39

Warren East

ESCO TODAY AND THE WAY FORWARD

IS THE ELECTRONIC SYSTEMS COMMUNITY ON ITS WAY TO BECOMING A RECOGNISED INDUSTRIAL SECTOR IN THE UK?

“Imagine a world without Electronic It is the intention though of the ESCO Systems” so began the introduction council that the publication of the report to the ESCO report published on marked not the end, but the end of the June 27th 2013. This was the culmination beginning. At the time of writing we are of almost 2 years of effort spearheaded optimistic that the ambitious goals set by NMI and other trade associations out in the ESCO report will be seen to be active in the area of Electronic Systems. within reach over the next 5 to 8 years.

GENESIS And of equal importance, could we get some Government commitment to listen? It has long been recognised in numerous reports that the Electronic Systems sector in The good news was that in Mark Prisk, the the UK, within which most of NMI’s member Minister of State for Business, Innovation and companies are found, is a hugely fragmented Skills at the time, we found someone open to and diverse arena. There are a handful of the messages we were given and NMI’s CEO, trade associations and compared with other Derek Boyd, was invited to work with other more traditional sectors in the UK all efforts at joining-up have seemed to yield sub-critical results over recent years. The UKEA (UK Electronics Alliance) was trying to achieve this but progress was really not forthcoming and THE ELECTRONIC the supporting companies began to focus more on other priorities. The opportunity was SYSTEMS SECTOR IN apparent however; if industry could be more THE UK IS A HUGELY joined-up, especially in communications with UK government, greater growth and more jobs FRAGMENTED AND would follow. At the start of the ESCO process DIVERSE ARENA this was largely conjecture and gut feel, what was needed to open eyes and later minds and corporate cheque books would be data.

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[email protected] www.exceptionpcbsolutions.com stakeholders to bring forward an Industrial just off Westminster square. We had a fantastic Strategy for UK Electronic Systems. turnout, and Sir Hossein Yassie (CEO of Imagination Technologies), made use of his With something tangible to aim at Jamie recent knighthood to secure the participation of Urquhart, ex-ARM, was persuaded to chair Ed Vazey (Minister for Culture, Communications a small group of willing executives from some and Creative Industries). of the UK’s leading companies. With senior staff at BIS providing invaluable support, In the process of generating the report we Intellect and Gambica joined with NMI to established the vital information that we put in some vital funding, and UKEA and intuitively knew but could not substantiate: other Stakeholders all contributed to the We are a productive community generating development of the report and supporting almost 6% of UK GDP with only 3% of the workstream reports. population and we have global leaders here in the UK. The work done in producing the report LAUNCH showed that there is potential to grow the absolute GDP and number of jobs connected After a great deal of collaborative effort the with Electronic Systems by 50% and 20% report was launched on June 27th, in London respectively by 2020.

Figure 1: ESCO Blueprint

NMI YEARBOOK 2014 43 CURRENT STATUS

The success of the report launch and the enthusiasm that it generated has continued with a number of notable developments: • The ESCO acronym has momentum in itself and has been reused, now standing for “Electronic Systems COmmunity”. • The steering team has become the leadership team and is now a formally recognised “Council”. • The working group has joined forces Figure 2: Vision for Leadership with the executive from the UK Electronics Alliance (UKEA) and become the Our first meeting held in late October 2013 ESCO executive. with ministerial involvement was very successful and produced tangible actions supporting the The ESCO Council is being co-chaired with vision shown in Figure 2. Action plans are also me by Michael Fallon, Minister for Business being developed, and members of the leadership and Innovation. This in itself is a significant team are actively marketing the activity. step forwards in terms of engagement and we have now established a clear mechanism We have identified ten primary areas of strength to partner with Government as part of our or significant potential for Electronic Systems in original objectives. the UK and mapped these to the key areas of

Figure 3: UK Industrial Strategies

44 NMI YEARBOOK 2014 Figure 4: Horizon 2020 Societal Challenges the UK defined Industrial Strategies (Figure 3) itself. The thousands of companies represented and to the six big societal challenges identified by the trade associations like NMI will only by Horizon 2020 (Figure 4) with the important contribute if they can see a path to economic addition of Advanced Manufacturing Capability. benefit. The companies and organisations directly involved in the ESCO Council today LOOKING FORWARD will need to continue their support, but we need the assistance and breadth of others to realise As I write, over the coming months we plan the potential we have here. The ESCO initiative to have bi-monthly meetings of the council was led by the Trade Associations and other to monitor progress and appoint a CEO to stakeholders with NMI front and central. help drive the programme. In July 2014 we The best way for you to add your support is will publish an annual report reviewing first of all to ensure you are a Trade Association progress for the first 12 months – just as a member and to consult with your association company produces a report to account to its on how best to get involved. shareholders. We hope this will become an annual “Industry Summit” where we genuinely come together to report on and discuss the progress we are making. THE AMBITIOUS GOALS Throughout 2014 and into 2015 I expect the ambitious goals we set out in the report will WE SET OUT IN THE be tested. Are they optimistic? Realistic? REPORT WILL BE TESTED Or, perhaps, even pessimistic? Can we achieve even more? A lot will depend on how effectively we can harness the efforts of the community

NMI YEARBOOK 2014 45 Roke Manor Research Limited Roke Manor, Romsey, Hampshire SO51 0ZN UK T +44 (0)1794 833000 [email protected] IN CLOSING

Terms such as “re-shoring” are rattling THE POTENTIAL around the business community at large at present. Whilst it seems unlikely that a FOR CONNECTED state of the art semiconductor facility will be showing up in the UK soon, Electronic INTELLIGENCE TO Systems are breathing new life into ADDRESS SOME OF THE manufacturing across multiple sectors, and the Internet of Things is now a phrase BIG SOCIETAL QUESTIONS to be found in the general press and IS BEGINNING TO heard on Radio 4. The potential for connected intelligence to address some BE RECOGNISED IN of the big societal questions is beginning GOVERNMENT to be recognised in government. At last in the UK the excitement has returned to this industry – our community.

ESCO COUNCIL MEMBERS ABOUT THE AUTHOR

Warren East – Co-Chairman Warren East served as the CEO of ARM Michael Fallon – Co-Chairman from 2001 to 2013 having joined them in (Minister of State for Business & Innovation) 1994 to set up ARM’s consulting business. Juergen Maier – Siemens UK Indro Mukerjee – Plastic Logic In October 2000 he was appointed to the Stephen Pattison – ARM Board as Chief Operating Officer and in Keith Williams – Altran Intelligent Systems October 2001 was appointed Chief Joe Wilson – Emerson Executive Officer. Before joining ARM he Sir Hossein Yassaie – Imagination Technologies was with Texas Instruments. He is a chartered engineer, Fellow of the Institution Directly supported by of Engineering and Technology, Fellow of ESCO Executive Members the Royal Academy of Engineering and a Derek Boyd – NMI Companion of the Chartered Management Peter Brooks – Electronics Yorkshire and Institute. He has an honorary doctorate ESCO Executive Ian Osborne – Intellect from Cranfield University and has several Graeme Philp – GAMBICA non-executive director appointments including BT, Dyson, Micron Technology and Rolls Royce.

KEEPING UP TO DATE Warren was appointed Commander of the To obtain a copy of The ESCO Report, Order of the British Empire (CBE) in the to keep-up with the latest news or to 2014 New Year Honours for services to the register for updates, see www.esco.org.uk technology industry.

NMI YEARBOOK 2014 47 Semefab exports > 200 million die per year globally

Semefab Newark Road South, Eastfield Industrial Estate, Glenrothes, Fife, Scotland KY7 4NS, Tel: +44 1592 630630 E-mail: [email protected] Website: www.semefab.com HAVE UK SEMICONDUCTOR STARTUPS HAD THEIR CHIPS?

The UK has long been valued for its in the UK? Has investment dried up technological know-how, creativity and now that stellar exits are a thing of innovation in the semiconductor arena. the past and chips are too expensive The startup has been a vehicle of to build and qualify? There are some choice for many to capitalise on this who have direct experience of this innovation. But has the fabless space who would respond with an semiconductor startup run its course unqualified “yes”.

THIS ARTICLE IS an attempt to provide a recognise Bristol, Cambridge, Oxford, Silicon view from the trenches of undertaking Glen and others for the depth of technological semiconductor startups in a changing know-how, innovation and capacity to build landscape, touching on the drivers for sustainable high-value global businesses. enterprise and the agents of change and The UK semiconductor startup scene seems a new models that might emerge that talk world away from all this, and invisible to those directly to exploiting “knowledge-capital”. who promote Tech City as the hub of UK technology – a view clearly held by the British UK STARTUP LANDSCAPE Venture Capital Association1.

Startups are very much in vogue. Outside the Tech City’s supposed progenitor, Silicon Valley, chip industry they’re abuzz. A glance at grew in a large home market, driven by Dragon’s Den, Tech City/Silicon Roundabout industry innovators with an aggressive business and events such as Futurefest are testament mindset and an acute attention to marketing; to this. With reference to technology startups, this was coupled with substantial state Tech City News boasted “Outside of London, investment and a national economy of scale there are far fewer real hotspots for new that made it easier to grow a business than in business creation. The top postcode outside the UK. Most businesses sprang out of other of London, WA1 (Warrington), accounted for business as they grew. Over time a rich 1,510 – only a tenth of the number of new infrastructure was cultivated providing ties businesses as Tech City.” between networks of seasoned entrepreneurs, investors, advisors and academia. This statement is revealing, partly in that the nature of these startups are “tech” only in Technology markets are now all global. that they need a computing platform for So are all the supply chains that feed them. their deployment, and partly in that it fails to This offers an even bigger economy of

NMI YEARBOOK 2014 49 scale, and successful high-tech startups are emerging worldwide.

One key question is where future UK ONE KEY QUESTION semiconductor startups will come from. Another is what the nature of the startup will IS WHERE FUTURE UK be. The 2011 World Economic Forum Global SEMICONDUCTOR Entrepreneurship report2 cited 7 sources of new ventures, all variously industry STARTUPS WILL entrepreneurs seeding new enterprise. It did not cite institutional R&D being a key source of COME FROM commercial startup. This may need to change.

UK government is invigorating its efforts to cultivate and exploit the “knowledge-economy”, to recognise and develop deep technology value bring on-board industry expertise, undergo a that is generated in the UK. In 2011, UK substantial change in direction in the non-business investment in R&D was £10 billion, process as they redirect the technology at a funding higher education, research councils, reachable commercial target. In the process defence-related R&D and other sponsorship. these companies have successfully leapt a gap. The Technology Strategy Board (TSB) has a And it is quite a substantial one. budget of £440 million for “transforming ideas into new products and services to generate This was central to the themes of reports economic growth.” This includes seven specific by Sainsbury3 (2007), Dyson4 (2010), and fields have been identified as high value to the Hauser5 (2010), all of which explored of economy to be promoted through Catapult the knowledge-economy and its development Centres. It also includes grants, knowledge in the UK. The “gap” between R&D, enterprise transfer, research initiatives and other innovation and global markets is still there. What is new support. The pressure to extract value from all is a high-level recognition that this gap exists, that R&D is significant. with attendant questions about how to deal with it. Other initiatives are more local. Organisations such as Imperial Innovations and UMIP seek For the chip industry, the recently-published to propel university research into the ESCO report is an articulate response to those commercial arena, and have a focus on questions, raising the profile of the UK select institutions. Regional networks such as semiconductor industry to a high-level audience SETsquared and Cambridge Wireless deliver that appears to be listening. It aims to highlight local context and infrastructure for innovation the UK’s contribution to semiconductor systems and communication. No doubt there is room worldwide, promote its strength in innovation, for a national initiative too. in manufacturing, in skills development and create a blueprint for the UK semiconductor Where companies do emerge successfully from industry in the context of broader government academic R&D into seed stage, they usually initiatives. This raised awareness could help

50 NMI YEARBOOK 2014 provide a much-needed following wind for new Right now it would seem there are some British chip startups. particular drivers that err in favour of startups in the West. Of course this still depends on commercial drivers, availability of funding and suitable Imbalance of supply and demand: business models. As Figure 1 shows, exits for investors in startups (increasingly through M&A of late) NEW DRIVERS FOR ENTERPRISE have been relatively steady at around 45 per annum. However, the number of Throughout the global economic downturn, businesses receiving early stage venture capital M&A has been a steady growth strategy for has plummeted. The resulting imbalance industry majors to maintain an “edge”, between supply and demand is greatly in but appetite is sharpened even more so favour of any technology startup seeking now we are emerging from it, and many partnerships and potential M&A – a great leading semiconductor businesses are known opportunity for new “knowledge” enterprise. to be actively on the acquisition trail. It is also known that the principal driver for M&A today Appetite for innovation: The West is is not revenue/supply chains/customers, intellectually rich. Manufacturing and fulfilment rather it is know-how that can deliver has increasingly headed East and consolidated strategic advantage to the acquirer’s existing around global efficiencies of scale. Figure 2 portfolio. This usually means smart people with reflects this difference in emphasis. In addition a well-proven and well-directed technology to classic startup models, this is a great time rather than a rich P&L. to be building new enterprise exploiting

Sources: VentureSource, GSA, Pagemill Partners

Figure 1: Number of exits for startups vs initial venture funding deals

NMI YEARBOOK 2014 51 © ARM Ltd. AD396 | 09.13 Source: Infinitedge LLC

Figure 2: Technology adoption emphasis worldwide

specialist know-how and intellectual property. Market tsunami: The Internet of Things Business models that address this, and which (IoT) is an attempt to articulate an anticipated are discussed later, supplement more traditional vast assembly of new devices and new enterprise and are very much in keeping with technologies, with 50 billion things connected the UK’s knowledge-economy initiatives. to other things by 2020 – all delivering new features, products, and commercial opportunities. This has already spawned startups (Neul, Blu Wireless) acquisitions (Sensinode, Teridian, Icera) and delivered new THIS IS A GREAT business strategies (ARM). IoT should be rich pickings for the knowledge-economy, and TIME TO BE BUILDING conveniently is a handle that government can NEW ENTERPRISE grab hold of. Our industry should make sure EXPLOITING SPECIALIST it does. KNOW-HOW AND CHANGING INVESTMENT ARENA

INTELLECTUAL Semiconductor startup funding models are PROPERTY increasingly strained. The classic VC investment model sought a 10x return on investment over 5 years, and studies have shown that the average return for

NMI YEARBOOK 2014 53

Table 1: Returns on Investment in the last decade for semiconductor startups

semiconductor companies exiting over the last amongst VC’s for the riskier targets. This is a decade has been a healthy 1.2x as shown in simplification of reality, of course, but there is Table 1. Sadly two malign factors conspire to a widely acknowledged dearth of investment break this model: that is needed to cultivate growth enterprise. (1) exit values are nowhere near the hundreds of millions of dollars of the 90’s and This state of affairs favours the IP-based or noughties, the last-decade average “chipless” business model, where a business being $46 million according to Pagemill can address a key subset of an end product, Partners. scale down costs and offer a compelling (2) costs of building semiconductors are investment proposition – much as the fabless exponentially rising (with a few specialist model did at the end of the last century. analog exceptions) and are virtually prohibitive. A chip startup in 2000 could FUNDING AND EXPLOITING get to market producing qualified silicon THE CHIPLESS MODEL product with $5 million-$20 million. Today it is not uncommon for a company Investment bankers Infinitedge assess that to need $40 million-$100 million. A chip enterprise value expressed as a multiple of mask-set alone can cost millions. revenue for specialist wireless chip startups might touch 3x, and for analog/mixed-signal On top of this, there is a funding problem. companies 2.1x, but that similar figures for While there are early stage institutional Semiconductor IP may be 6.1x or more. investors who – laudably – still seed and fund They also assess that market indices for IP startups, the VC community has recently shown vastly outperforms those for more traditional reduced appetite for sizeable A- and B-Series semiconductor-related businesses (see Figure investments. There is a black hole of funding 3), fuelled by the explosive growth in handheld just at the point that a company is able to start devices and associated chipsets. demonstrating its value. Figure 1 starkly illustrates this. Part of the reason is the lack of This promises a compelling ROI model for availability of debt capital from banks to business founders, and one that is well suited mature businesses, which opens up a very to the knowledge-economy. attractive lower-risk home for equity investments. Until the banks fully re-embrace By definition, chipless is lean. So the model lending again, it is hard to see appetite may have renewed appeal to traditional

54 NMI YEARBOOK 2014 Source: Infinitedge LLC Figure 3: Custom market growth indices for semiconductor industry sectors investors, such as angel networks, regional a low-cost R&D initiative. Such investments investors, venture capital and others. Of course might buy equity and might form the start of a the very nature of the model presumes that spin-in where (once de-risked, the R&D is such a company’s deliverables will have direct re-absorbed at a premium) or might be in the appeal to a third party. This makes it highly form of purchase of rights over IP. The key suited to corporate venturing. thing is involvement of strategic investment early on. Infinitedge and Silicon Ventures both Corporate venturing goes beyond arms-length champion such models. strategic investment by VC arms of a large corporate. A chipless company with a An interesting supplement (even alternative) is well-positioned technology can attract crowd funding, and this is now being adopted investment from corporate product divisions as by the semiconductor industry. Adapteva and

CORPORATE VENTURING GOES BEYOND ARMS- LENGTH STRATEGIC INVESTMENT BY VC ARMS OF A LARGE CORPORATE

NMI YEARBOOK 2014 55 Micropower Global in the US and Red Pitaya in in their own right, as demonstrated by ARM and Slovenia have all launched KickStarter Imagination Technologies. campaigns, Adapteva successfully raising $810 thousand for a product development. Crowd The knowledge-based startup model has lots funding has the added benefit of raising the of precedent in the UK. To some it represents profile of the semiconductor industry via social a historic failure to fully develop a UK media. Not a bad thing – right now the UK semiconductor industry, but it may be a link semiconductor industry’s massive contribution to to future opportunity if – as some attest – the iPhone is a well-kept secret! true future value is in ideas rather than physical products. The term applies to any A lean chipless company can survive much fabless semiconductor company that longer on a smaller investment. It does not chooses to extract value from its product need to invest in costly overheads, and can development through know-how and industry focus on that all-important metric: time-to- relationships rather than volume production money. Given that “time” is less expensive, through foundry. Arguably the likes of Element this means good ROI. Time can be spent 14, Microcosm, Alphamosaic, Nanotech, building customer relationships, honing Jennic, IRT, Gigle and Icera all meet this know-how, identifying the best market focus criterion, even if that was not the original for a technology – exactly what a university intent. Given the track record of these spin-out tends to seek. companies, it is true to say that the UK is rich in experience of exploiting the model, and new THE UK SEMICONDUCTOR companies such as Blu Wireless are setting up STARTUP IS DEAD – LONG LIVE THE with that express intent. UK SEMICONDUCTOR STARTUP The internet (and associated social and So where next? It is clear that classic models for professional media networks) is starting to startups are under strain and may even be provide new open models of investment, broken. However that is not the same as saying harnessing popular awareness and recognition the industry is broken. Supply and demand of innovation. In addition, strategic investment for innovation is tilting in favour of startups. such as corporate venturing provides for huge New models for business and for investment scope for “open innovation” where R&D risk are starting to emerge, and these models are and cost are spread; out of this, acquirers can set to mature and become more prominent. survey and mine seams of maturing innovation. Both of these can help mitigate the risk burden Chipless businesses with an IP focus are all felt by wary institutional investors today. about harnessing the value of knowledge. With experienced entrepreneurs on board – In our diverse industry, such models might and the UK has many – these can be affordable just provide an alternative framework to commercial vehicles for innovation. They can re-energise startups, that at once suits deliver return to founders and investors, and established corporate interests, provides present to a rich selection of external R&D for incentive for founders and aligns with national potential M&A customers. Alternatively they can government initiatives to harvest its own be developed into strong global organisations extensive investment in R&D.

56 NMI YEARBOOK 2014 REFERENCES

(1) “Tech Country / Looking beyond London in search of Britain’s technological future”. James Clark, BVCA http://admin.bvca.co.uk/library/documents/BVCA_Tech_Country_2013.pdf (2) “Global Entrepreneurship and the Successful Growth Strategies of Early-Stage Companies”, www.weforum.org/reports/global-entrepreneurship-and-successful-growth-strategies-early-stage-companies (3) “The Race to the Top”, Lord Sainsbury of Turville. http://webarchive.nationalarchives.gov.uk/20130129110402/ www.hm-treasury.gov.uk/d/sainsbury_review051007.pdf (4) “Ingenious Britain”, James Dyson www.bis.gov.uk/assets/biscore/innovation/docs/10-843-role-of-technology-innovation- centres-hauser-review (5) “The Current and Future Role of Technology and Innovation Centres in the UK”, Dr. Hermann Hauser www.bis.gov.uk/assets/biscore/innovation/docs/10-843-role-of-technology-innovation-centres-hauser-review

CONTRIBUTING AUTHORS

Ian Macbeth Henry Nurser Until recently Ian was Henry has over 28 years CEO, CTO and experience in business, co-founder of eoSemi, R&D and operational a VC-backed startup management roles – set up to meet the elusive bringing to market challenge of replacing innovative high quartz crystals with an all-silicon CMOS volume consumer products on aggressive alternative, to provide timing clocks in technology nodes. electronic systems. Prior to starting eoSemi, he was co-founder and Chief Technical Henry started his career in memory design Officer of Anadigm, a leading supplier of at Mitsubishi Semiconductor’s Japanese R&D programmable analog ICs and software site and on return to the UK spent 4 years spun out of Motorola/Pilkington Micro- managing its applications support team in electronics, where he jointly developed the the UK sales office. He joined INMOS (later first commercial dynamically field- acquired by STMicroelectronics) as manager programmable analog array (FPAA). of the process NPI team, and after bringing multiple SoC designs to high volume A 1985 BSc Hons graduate of the University production in product engineering and design of Edinburgh, Ian started professional life at management roles, he was appointed as Philips Research, is author of 17 technical STM’s DVD & MediaCenter business unit publications – two winning institutional director. When he left STMicroelectronics in awards, and 8 patents on analog IC and May 2011 he was the technical marketing systems design. He has a keen interest director of the Connected Home division. in technology enterprise. For fun he flies microlights. [email protected] Henry holds a degree in engineering from (from www.imgtec.com/corporate/investors/ Cambridge University. boardofdirectors.asp)

NMI YEARBOOK 2014 57

Dr Gordon Mizner CEO Engineering Development Trust (EDT) THE ELECTRONICS INDUSTRY MUST REACH OUT TO FUTURE RECRUITS

Urgent action is needed by companies if the lead in developing through UKESF UK manufacturing, including the electronics a number of key initiatives supported by sector, is to avoid a critical shortage of leading educational charity EDT. skilled labour in coming years. While the development of skills is certainly an area It is only by tackling some of the key for education structure, policy and curriculum issues of information and perceptions at it has also been recognised by NMI that school level that students will be companies must engage with education attracted into the industries which will to avert the problem and NMI has taken need them at all levels in coming years.

THE PROBLEM ends of the spectrum. Many manufacturing companies have an employee age profile After years of focusing on services, and in which sees a bulge in numbers nearing particular financial services, for economic retirement in the next decade. At the same time growth the UK growth agenda is once again there is a decline in the number of 18 year focused on manufacturing as an engine for olds which will bottom out and start to rise development. While the UK has lost much again in around 8 years but at the present the manufacturing capacity over the years, it numbers are in decline. This means that at remains a significant global player, and the very time retiring staff need replacing the importantly remains highly innovative, hosting raw material for that replacement is in short many of the world’s leading companies supply, and this is even before any required and operating at the high value end of the growth in numbers is considered. manufacturing spectrum. Various studies have underlined this need. However, just as the sector sees the opportunity In September 2012 the Royal Academy of for expansion, a significant problem has been Engineering Jobs and Growth Report showed developing which threatens to stunt the growth that demand for STEM graduates and technicians that is possible. There is a current and growing outstrips supply. The Academy estimates that skills shortage, particularly focused towards there will be 1.28 million new science, science, technology, engineering and maths engineering and technology graduates and (STEM) disciplines and this shortage is technicians needed by 2020. Similarly a 2013 accentuated by demographic issues at both Social Market Foundation report puts the

NMI YEARBOOK 2014 59 current shortfall of STEM graduates at an alarming 40,000 per year.

WHY AREN’T STUDENTS LINING SCIENCE, ENGINEERING UP FOR MANUFACTURING CAREERS? AND TECHNOLOGY So the demand is high, why is supply ALL HAVE POPULAR not responding? STEREOTYPES THAT There are various issues that companies DAMAGE ASPIRATIONS must take a role in tackling. The first issue is one of perception. Science, engineering and TO JOIN THESE technology all have popular stereotypes that SECTORS damage aspirations to join these sectors. Scientists are mad, wear glasses and have wild hair. Engineers work in garages and have dirty hands and faces. Technologists are geeks with no social skills. All these adverse Another issue is disengagement between images lead to children aspiring to careers communities and local industry. Very often which are perceived as more attractive and within the communities in which many which have positive images in the popular manufacturing industries operate there is media; sportsperson, news presenter, media a lack of awareness amongst young people industry, actor, entertainer, lawyer, doctor etc. and their families of the local companies,

60 NMI YEARBOOK 2014 the available job opportunities and of the mechanical, electrical, electronics, not to routes to attain these. Most companies need mention ICT where the shortage of girls is to recruit from their locality as job mobility can chronic and getting worse. be poor. This is certainly true for non-graduate jobs but also, to an extent, for graduates in HOW TACKLING THESE ISSUES CAN their first jobs. In order to raise aspirations for COMBAT THE SKILLS SHORTAGE careers in these local industries, awareness and employability skills need to be developed The issues outlined above can be tackled to through contact between industry and schools a significant extent by building links between and the wider community. schools and local industry. Evidence from the Education and Employers Taskforce and others Finally, manufacturing industry is still failing indicates that supplemental activities such as to attract new talent from groups and visits, access to role models and real-world backgrounds which have previously been project work, mentored by engineers and under represented. A clear example is girls scientists, can make a significant difference to which still have only a 7% representation the young person’s aspirations and help them within the engineering population. There are make more informed decisions. variations by specific disciplines with girls more attracted by the subjects that are perceived as EDT, an independent education charity, is the “making a better world” such as biomedical UK’s leading expert in building such links and engineering. Perhaps this offers some insight has been working with UKESF for the past into how we need to address the opportunities three years to make inroads towards changing for girls in the traditional disciplines such as attitudes among children at school.

NMI YEARBOOK 2014 61 EDT runs six main schemes tackling different age company. A key element to most of the groups and providing different experience options programmes is to provide project work that for students and companies to engage with. allows secondary school students to see All the programmes focus on four main areas: the application of STEM subjects to real • Skills development – equipping young problems and issues. Research indicates that people with skills that are valued by business pupils at primary school are enthused by and the confidence to achieve in STEM and science and making things with their hands. flourish in a range of STEM careers. However, for many, by the time they get to • Careers awareness – enabling young people secondary school they lose this enthusiasm, to understand sector opportunities and make often because there is no context or informed decisions about STEM learning and understanding of why they are studying the work pathways to which they can aspire. science and maths subjects and how they • Curriculum impact – delivering experiences, apply to life. The extra-curricular STEM projects and placements that provide projects that EDT provides enable enthusiasm context and relevance to STEM learning. to be reignited by seeing the application of • Teacher CPD – involving teachers in science and maths in a real world environment programme design and delivery to improve under the guidance of role models working their awareness and application of project in local industry. learning back to the classroom. THE PARTNERSHIP BETWEEN Every year EDT provides taster activities, EDT AND UKESF projects and placements which connect industry, education and young people. The Engineering Development Trust (EDT) has EDT raises aspirations and provides informed been working in partnership with NMI through choice for over 25,000 11-21 year olds. the UKESF to promote electronic engineering to Programmes run by EDT range from half day young people. The partnership began 3 years visits to local industry with a format linked to ago and has focused on two projects – an annual curriculum needs, to 6 month project work Headstart UKESF Electronics university summer linked with a local company for sixth form school for 17 year olds and an electronics students with mentoring provided by the Go4SET school project for 14 year olds.

A KEY ELEMENT IS TO PROVIDE PROJECT WORK THAT ALLOWS SECONDARY SCHOOL STUDENTS TO SEE THE APPLICATION OF STEM SUBJECTS TO REAL PROBLEMS AND ISSUES

62 NMI YEARBOOK 2014 The Headstart programme allows those in year The Go4Set activity is aimed to catch students 12 (S5 in Scotland) to spend up to a week at earlier in their school careers, linking teams a UK university prior to making their UCAS of six Year 8/9 (S2 in Scotland) students application. The young people can make well with companies to offer a 10 week STEM informed important degree and university investigation. The UKESF Go4SET projects are choices based on real experience because they: themed around “Our Electronics Environment” • Participate in practical problem with students exploring the development solving activities. of electronic/electrical devices of the past, • Attend lectures and seminars. interviewing staff about their use of electronics • Visit local companies. and finally designing and building a device • Experience life as an undergraduate. (or model) that will help a member of the • Meet academics, post graduates and school staff with a particular problem. young professionals.

UKESF Electronics Headstart courses have so far taken place at Bristol and Cardiff universities as well as Imperial College and are planned at Southampton and Edinburgh. Evaluation demonstrates the impact of the Headstart courses on these students’ careers with some 86% eventually giving engineering or science based roles as their first job destination.

NMI YEARBOOK 2014 63 Precision Parts Cleaning and Advanced Thermal Coatings

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STS, 3 BANKHEAD INDUSTRIAL ESTATE, GLENROTHES, FIFE Tel: +44 (0)1592 593300 Fax: +44 (0)1592 562601 E-mail: [email protected] administrating the programmes and the indirect costs of the engagement of staff in mentoring and presenting to students, albeit that many companies view the latter as an investment in the development of their own people. However, what no electronics or manufacturing company can afford is to be sitting on its hands while its potential future workforce wanders off to pursue subject studies which will leave them unsuitable for employment in local industry. This is an innovative and ambitious project for pupils of mixed abilities, from widely EDT and UKESF welcome approaches from different backgrounds and with little previous companies to explore how they can engage in experience of electronics. However, with the this work. There is considerable flexibility in the support of mentors from industry the teams options that are available and programmes produce some excellent ideas and projects can be moulded to fit with most company’s which invariably impress the industry assessors interests and needs. Doing nothing is not to whom they present at end of project a viable option for the future of UK industry. celebration events.

The UKESF Go4SET programme has been trialled with ten teams in Bristol linked with ABOUT THE AUTHOR mentors from ST Microelectronics, Dialog Semiconductors, Imagination Technologies, Dr Gordon Mizner, CEO Engineering Semtech, Horstmann Controls, RS Components/ Development Trust (EDT): University Bristol, RWE nPower and Intel Gordon studied Aeronautical Engineering Corporation. 54% of the students have been at London University. He spent nearly girls. The successful pilot will now be 30 years working for the Royal Dutch developed across the UK. Shell group of companies in a variety of functions including research, product WIDER AND STRONGER management relating to renewable and conventional fuels and lubricants, As yet the numbers which have been engaged and latterly general management in the in these pilots remain small and there is UK, South Africa, Indian Ocean and a need for rapid acceleration in the efforts to Africa. Returning to London in 2002 engage students with electronics and other he became Vice President – Commercial manufacturing careers. There is a need for Fuels & Bitumen in Shell International companies large and small to engage with the Petroleum Co. process of ensuring the skills of their future workforce by a wider and stronger network of In September 2005 Gordon joined the business/education links. Undoubtedly there EDT as Chief Executive. is a cost in doing this, the direct costs of

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66 NMI YEARBOOK 2014 Steve East STMicroelectronics BENEFITS AND CHALLENGES OF EU R&D ENGAGEMENT

As part of our support for R&D activities rather than think about the strategic within the NMI community, we help business reasons for participation. provide companies with the know-how to The decision to participate can boil make business decisions on participating down to two questions: (1) Does the in publicly-funded R&D programmes. project align with my company’s strategic There are a broad range of Regional, business goals? and (2) Does the project UK and European programmes and align with what the funding agency funds available, but there can be a wants to see? Answer those two tendency, by companies unfamiliar with questions honestly, and you will have these schemes, to ‘chase the money’ a better chance of success.

NMI YEARBOOK 2014 67 FUNDING VARIES BY INSTITUTION AND RANGES FROM 100% FOR ACADEMICS THROUGH TO 60% (OR MORE) FOR SMES AND 50% FOR LARGER ENTERPRISES

SOME OF THE biggest and most ambitious has developed for mobile imaging provide projects are developed through the European good platforms for further developments Commission Framework Programmes. FP7 was aimed at broadening our addressable markets a 7-year €50 billion programme that has just in other fields of photonics. finished, but its 7-year€ 70 billion successor Horizon 2020 (H2020) is just beginning. Several However, we don’t always know what NMI members have successfully participated in tomorrow’s products will be. We know that Framework, often because the critical mass and yesterday’s RTD provides the enablers we need market reach possible at the European level is for today’s products, we know that today’s more appropriate in the Electronics Systems RTD will provide the enablers we need for space. To give you an idea of what it is like to tomorrow’s products and we know that without participate, we have asked Steve East from ST exploitable results from today’s RTD we might Microelectronics to share his experiences. struggle to have advanced products tomorrow. So we know that an RTD strategy is key to I have held various roles within long term sustainability in a highly competitive STMicroelectronics since 1985 and I moved global scenario but how do we mitigate the to Edinburgh, where the company has an risks? One position is to put the main internal established R&D centre for its Imaging focus onto comparatively low risk RTD that Division, in 2003. Four years earlier ST had we know is needed for our core products. acquired a highly successful University of Given that not all the RTD we’d like to do can Edinburgh start up, called VLSI Vision, a small be carried out internally, we can engage in company specialising in CMOS imaging higher risk innovation collaboratively, sharing technology. This was an exciting period of the risks (and, of course, the benefits) with evolution for ST’s imaging division. The race to partners in a mutually acceptable arrangement. provide the best miniature camera solutions for the exploding mobile phone market was on This is precisely where engaging in funded and STMicroelectronics was well placed to collaborations can provide the answer. become an established leader in the field. It provides access to skills and competences we Today ST’s imaging division is a successful may not have. It provides access to resources key player in this highly competitive volume ensuring critical mass is reached. It provides market. Notably, though, the technologies ST expertise in applications which are outside of

68 NMI YEARBOOK 2014 today’s core business, overlapping our strengths the applications of interest would be contributed with customer strengths. It stimulates the by other consortium members. propagation of know-how through collaborative knowledge building, sharing and acquisition We had no previous experience of engaging in and increases creativity and innovative ideas. Framework Programmes so we asked Scotland These all combine with the funding itself to Europa, an organisation which promotes the mitigate risk while increasing the chances of a engagement of Scottish institutions across positive impact on our bottom line through the Europe, to help us get started. The first thing creation of exploitable results. ST was interested Scotland Europa did was to put us in touch in the field of single photon detection, a popular with training organisations. Anyone with any area of research in Europe, but with most of our knowledge of how the European Commission resources committed to mobile imaging works will not be surprised to hear that the applications how would we adequately resource processes to be followed in building consortia, such work? An EU funded collaborative submitting project proposals, dealing with approach seemed to provide the answer, but funding rules, negotiations and periodic could we make it work for us? We decided to try. reporting are all subject to fairly rigid rules and procedures. The training was invaluable in A number of research grants have become getting us on the right track from the outset. available to EU member states (and some other Normally the next step would have been for us countries which have opted to join the European to write a brief description of the project we Research Area) under the European Framework wanted to undertake and then actively seek Programme for Research and Technical partners across Europe. This is something Development. Future grants will be awarded Scotland Europa or networking organisations under a programme called Horizon 2020, can help with, whether it is promoting directly which has some differences but essentially serves through co-operation profiling bulletins or the same purpose. The objective of these grants through specific partnering events. is to help fund RTD collaborations within the ERA, securing Europe’s global competitiveness In this case, however, we were approached by for the future. These grants essentially enable parties who had heard of our interest in high risk innovation projects that might few-photon detection research and who had otherwise not happen by helping to mitigate already identified an appropriate FP6 FET risk for commercial companies and supporting (Future and Emerging Technologies) Open call. academic institution involvement. The amount After an initial investigation which revealed that of funding varies by institution and ranges from this was a serious potential partner with a good 100% for academics through to 60% (or more) track record we opened a dialogue to discuss for SMEs and 50% for larger enterprises. the project outline and the way forward. The funding purpose is to support worthwhile There were a number of things to establish. projects, bringing together consortium partners We had to be sure that the proposed with different skills and attributes to achieve a consortium members were complementary, common goal. This was very interesting for each having their own area of research ST because, in return for providing access to expertise which would contribute to the project our CIS foundry process, expertise in both the results. We had to be sure that all partners had appropriate areas of technology research and a genuine interest and motivation to deliver and

NMI YEARBOOK 2014 69 SRA (strategic research agenda). To this end the authors and editors must be familiar with both documents. The proposal will be assessed by a WE HAD TO BE SURE number of experts against a list of criteria THAT ALL PARTNERS HAD provided by the commission. All of the proposals submitted in the same call will be A GENUINE INTEREST assessed and then arranged in a list ranked by AND MOTIVATION TO score, so it is important to score highly in each assessment criteria category. The amount of DELIVER AND THAT funding requested by each project is known, so when the accumulative total of the ranked THERE WERE NO projects exceeds the total available a line is PARTNERS WHO WERE drawn. Projects above the line are invited to negotiate a grant agreement. There are two ENGAGING PURELY FOR pieces of significant advice I would give when FINANCIAL REASONS writing a proposal. The first would be to employ an experienced project manager, with a track record, who knows how to manage the partitioning of the work and can ensure the quality of the proposal. The second would be to that there were no partners who were engaging get a second opinion from a consultant or purely for financial reasons (this happens and similar who can proof read the proposal and spells disaster). Importantly for ST we also execute a dummy assessment. Such consultants needed to be sure that there was complete can be recommended by regional development alignment and understanding between all agencies such as Scotland Europa or by trade partners on the business model for exploiting associations such as the NMI. the results. This is key for any consortium, it is pointless to develop IP only to find that it cannot Our first point of engagement in 2002 started a be ultimately commercially exploited to due to line of collaborative projects within Framework unrealistic access conditions. Finally all partners that has helped to progress our RTD activities were happy to move forward, so we began to and our business direction. A brief summary of write our proposal. our projects is:

The proposal writing task itself should not be MEGAFRAME: A STREP (a relatively small underestimated, but often is. The proposal collaborative project in Framework terms) needs to clearly show a description of the work which was approved under an FP6 Future and the reasons for doing it, comparing Emerging Technologies call and was launched expected results with the current state of the art. in June 2006, running until April 2010. It was The commission do provide templates which a 5-partner project (all carefully chosen) that help with the document’s construction, but in received a €1.85 million grant to develop a addition to the project work it is very important million frame per second photon counting to address all of the relevant points highlighted camera. Initial progress was slow because it in the funding call itself and in the commission’s took time to establish a sound consortium

70 NMI YEARBOOK 2014 agreement – it is never too early to work on projects? Firstly, participation solely for that. Once the project was up and running, financial reasons does not work and should we produced three generations of working be avoided at all costs. silicon, starting from a 32x32 array, eventually producing images from a 160x128 proof of From a business perspective, it was through concept chip. Two patents were also filed as a always being very focussed that the work we result of the project. carried out in the project aligned with what we wanted to do as a business. The discipline of An important aspect of a successful RTD writing a good and realistic proposal projects is that results can either spawn specific benefitted us as much as it did help get a good product directly, or develop ideas that can be score: Priorities, challenges, outcomes and exploited in aspects and features of next expected impact were worked out in detail. generation products. In MEGAFRAME, the By taking sound advice from the likes of the project results contributed towards the next Commission, the National Contact Point, generation product design of the ‘FlightSense’ we tailored a good proposal and developed family, the first product of which was announced stakeholder relationships that helped as the at the 2013 Mobile World Congress in project was being delivered. We could develop Barcelona. Aspects and applications developed good market exploitation potential through as a result of the project include a proximity market intelligence, developing a demonstrator detector that uses photon Time-Of-Flight and building a strong ‘well oiled’ consortium technology and power management for mobile that was focused on business goals rather than phones where we can shut down functions that publications. are not needed when a phone is ‘at ear’. Looking ahead, Horizon 2020 holds SPADNET: Building on this success, we used the opportunity for us as we seek to develop new core consortium of MEGAFRAME minus one (a products and plans. I would recommend that ‘publishing-only’ partner) to act as the core of a other companies in the Electronics Systems 9-member STREP proposal into Call 5 of FP7. The new consortium included a commercial partner in the application domain, which helps ensure good business impact from the project. SPADNET entails developing a scalable network of SPAD-based sensors for SiPM applications. PARTICIPATION The project also involves the development of a SOLELY FOR FINANCIAL proof-of-concept demonstrator module for Positive Emission Tomography. The SPADNET REASONS DOES proposal received maximum marks (15/15!) NOT WORK AND which in part reflects the good reputation of the consortium in being able to deliver through the SHOULD BE AVOIDED success of MEGAFRAME. AT ALL COSTS

So what are the other main leanings we have gained from the experience of these

NMI YEARBOOK 2014 71 space consider this as a potential R&D route ABOUT THE AUTHOR but with some very strong words of caution: Steve East, STMicroelectronics: Be realistic; don’t do it for the money – do it Steve East began his career with for the business benefit; carefully choose which STMicroelectronics in 1985 when he opportunity to apply for and use resources was recruited as part of a task force to such as the NCP and NMI to help you do it – launch a new ASIC design centre for the options are many; carefully select your the company. After a spell working for partners involving those and only those that ST in Grenoble, Steve moved to the will help the project achieve its goals; get a Imaging Division’s Edinburgh site in 2003. good project manager, work hard at Since 2005 Steve has been managing partnering and plan your budget and future and emerging technology resources for the project carefully. development programs with an academic and collaborative focus. Tangible business benefit and growth is the prize.

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72 NMI YEARBOOK 2014 Prof Jon Holt Atego Systems ADOPTING MODEL-BASED SYSTEMS ENGINEERING – I KNOW AN OLD LADY

INTRODUCTION TO MODEL-BASED SYSTEMS ENGINEERING (MBSE) The world of engineering faces traditional engineering silos become increasing challenges as the systems so closely related as to become, in some that we produce become ever more cases, indistinct. Consider a modern complex and sophisticated. It is no longer day system, such as a car, aeroplane or good enough to think of the engineering medical system and think about the of a system as a collection of disciplines, impact of, for example, software on each. each of which delivers their individual Can any of these systems function without system components that are then its associated software? Can the software integrated. As the system becomes be seen as a separate component of more complex so the need for increased the system that can be integrated after joined-up thinking increases as these all other systems have been developed?

AS THE NEED FOR a more comprehensive can be clearly defined. However, depending on approach to developing such complex systems the stakeholder within the organisation, these increases, so the case for ‘systems engineering’ becomes more relevant. Systems engineering is a multi-disciplinary and cross-industry approach to delivering successful systems. SYSTEMS ENGINEERING In order to understand and communicate different views of the system to relevant IS A MULTI- stakeholders, then powerful strategies are DISCIPLINARY AND required to identify and manage the complexity. One such approach involves the use of CROSS-INDUSTRY modelling the systems. In model-based systems APPROACH TO engineering (MBSE) the model lies at the heart of the definition, deployment and DELIVERING execution of this approach. SUCCESSFUL SYSTEMS

In order to sell MBSE into an organisation it is crucial that the benefits of such an approach

NMI YEARBOOK 2014 73 benefits will differ. Also, implementing MBSE A number of different types of Stakeholder in a real organisation is far easier said than (represented by the triangle symbol) are shown, done and requires the successful realisation of each of which will, potentially, realise a number people, process and tools. of different benefits from the adoption of MBSE. The benefits for each of these stakeholders will BENEFITS OF MBSE now be discussed, using the example of a car: • The ‘User’ of a car will be the driver and A key part of any MBSE endeavour is to consider passengers. Benefits for the User will include the system from different points of view or, to put improved reliability, increased availability it another way, to consider different contexts. of the car, improved safety and security. The idea is that the system will potentially look It should be noted that the Users may different depending on the context from which it actually be unaware of such benefits as is viewed, whether we are considering the nobody notices the absence of faults requirements, analysis, design, or indeed, any (resulting from the benefits), but everyone other aspect of the system. In fact, when remembers when things go wrong! considering the benefits of adopting MBSE they • The ‘Operator’ of the car will be the must also be looked at from a number of these maintainers, repairers, etc. The benefits here points of view, or contexts. One way to identify will be mainly concerned with improved these contexts is to identify a number of understanding through better documentation, stakeholders. We define a stakeholder here as traceability, etc and more lucid procedures the role of any person, organisation or thing that for the maintenance and repair of the car. has an interest in our system. In this instance, • The ‘System Sponsor’ will be whoever spends our system may be thought of as the adoption of money on the car. The main benefits here MBSE in an organisation. will be better, more usable features that represent value for money of the car. Figure 1 shows that a ‘Stakeholder’ must • The ‘Standard’ will represent all the realise one or more ‘Benefit’ from the system. appropriate standards, legislation, etc that

1...* 1...* Stakeholder Benefit must realise

Customer External Supplier

User System Sponsor Standard Manager Engineer

Operator MBSE Sponser

Figure 1: Typical organisational stakeholder roles

74 NMI YEARBOOK 2014 applies to the car. The adoption of MBSE will result in being able to demonstrate better compliance with all relevant standards. • The ‘Manager’ will be whoever is responsible THERE ARE THREE for developing the car. The main benefits BASIC ASPECTS THAT here will be being able to deliver the project on time and within budget and to improve MUST BE CONSIDERED the project delivery in terms of saving time, FOR MBSE TO BE resource and hence money. • The ‘Engineer’ stakeholder represents the SUCCESSFULLY role of the people who develop the car. REALISED – PEOPLE, The benefits here will include improving consistency of information (requirements, PROCESS AND TOOLS specifications, design, etc), improved automation (for testing, model checking, artefact generation, etc) and, hence improved tool interoperability. All of these for each stakeholder, and this must be borne will improve the general approach and in mind when making the sales pitch for MBSE. make it more efficient. • Finally, the ‘MBSE Sponsor’ represents the REALISING MBSE – I KNOW AN OLD LADY role of the person or organisation who invests in MBSE in the first place. The main One of the main themes presented in this benefit here is to increase the value of the article for the successful implementation of business by increasing quality of the system MBSE is undoubtedly the need to know ‘why’. and hence sales. These will all combine to Unfortunately, too many attempts at MBSE provide a return on investment (ROI) for the either fail or deliver no benefits (fail) as the investment on MBSE. original needs were not known in the first place. In order to know whether one has The overall benefit of MBSE is the aggregate achieved what one has set out to achieve, it is of each of the stakeholder-based benefits essential to understand these needs and the discussed here and so it is important that the benefits discussed above are a good start point relationships between these benefits can be for this exercise. Once these needs are identified and analysed – this can be achieved understood, there are three basic aspects that by modelling. For example, to demonstrate must be considered for MBSE to be successfully ROI for the MBSE Sponsor, then it will be realised – people, process and tools. necessary to realise the benefits of the Manager and the Engineer. Therefore, when Figure 2 shows the three essential aspects for trying to sell or justify MBSE, it is essential to realising MBSE successfully: identify the stakeholder and, therefore, the • The ‘Person’, by which we mean competent context of whoever you are trying to sell it people with the right skills for their roles. to in order to make the best business case. • The ‘Process’ by which refers to the basic A different approach in terms of management approach that is followed, such as tactics and delivery solutions may be required methodology, process, framework, etc.

NMI YEARBOOK 2014 75 1...* 1...* 1...* Process Tool drives enables

1...* Person

Figure 2: Three essential aspects for realising MBSE successfully

• The ‘Tool’ by which we mean notations, an ever-increasing array of solutions to a software-based modelling tools, etc. problem that is never defined. By not understanding why she swallowed the fly in the By not understanding why and just blundering first place, all subsequent actions are doomed ahead blindly, the risk of failure increases to failure. When we want to understand the greatly and no amount of MBSE will save you ‘why’, we need to consider a few points, for if the basic need is not understood. A good example: why do you want MBSE, what will it be example of this is the use of the Systems used for, and who will be using it? It is essential Modelling Language (SysML) that is an that the ‘why’ of MBSE is considered and by this excellent technique for visualising different we really mean carrying out a proper needs aspects of a system. However, the SysML is just capture and analysis exercise, rather than just a tool, has no inherent process and requires generating a wish-list. When engineering any competent people to apply it effectively – type of system, the first step is always to get a realising only one or two of people, process or good idea of exactly what the needs are for that tools will undoubtedly lead to failure. system. Implementing MBSE should be treated like implementing any other system. Bear in This is somewhat akin to the children’s poem mind that there will be many stakeholder roles ‘I know and old lady’. interested in MBSE and each of them, potentially, has a different point of view on ‘I know an old lady who swallowed a fly’. what benefits they want to realise from the MBSE can be an excellent way to deliver MBSE activities and how they can be used. successful systems but is essential to have the These different points of view will result in right people, process and tools in place to conflicts, common interest and overlapping achieve this. However, in order for the people, needs, all of which must be resolved. It is processes and tools to be put into place, it is essential that all pertinent stakeholder roles are essential to understand the ‘why’. This is rather identified and that an understanding of the like the old lady from the old nursery rhyme ‘why’ for each stakeholder is arrived at. who swallowed a fly. Bearing this in mind, ‘I know an old lady who ‘I don’t know why she swallowed a fly’. Why did swallowed a spider (that wriggled and jiggled the old lady swallow a fly? What was she trying about inside her)’. When confronted with a fly in to achieve? Unfortunately, we never find out. the stomach, the temptation is to look for tried The old lady goes further and further through and tested approaches to fly removal, such as

76 NMI YEARBOOK 2014 JUST BECAUSE A PARTICULAR APPROACH TO MBSE WORKS FOR ONE ORGANISATION DOES NOT NECESSARILY MEAN THAT IT WILL WORK FOR ANOTHER

spiders, but is this suitable? When implementing Before we can realise people, process and MBSE, the temptation is to look for best-practice tools, we need to talk a common language approaches that people have followed before both in terms of the spoken language (such as and that have a number of success stories SysML when modelling) and the domain- associated with them. Indeed, there are many specific language (such as a domain-specific best practice models such as standards, ontology that identifies and defines concepts architecture frameworks, modelling notations, and terms associated with a particular area). processes, methodologies, etc that are readily available. However, each of these must be ‘I know an old lady who swallowed a goat/ tailored for any business and their suitability cow’. Goats are renowned for eating anything assessed. Just because a particular approach – but would a goat eat a dog? Cows are to MBSE works for one organisation does not herbivores, so the eating of goats is simply not necessarily mean that it will work for another consistent with a cow’s normal behaviour. – only when the context is the same will this be By focussing too much on identifying larger the case, therefore the needs for MBSE must be and larger mammals, is the old lady losing considered in an appropriate context before sight of her goals and losing touch with they can be assessed. reality?

‘I know an old lady who swallowed a bird/cat/ The visual manifestation of MBSE is through dog’. Spiders in the stomach bring their own describing a number of views that make up problems. There may be a clearly-understood the model. Views are actually very easy to and logical progression of eating slightly generate, but there must be a reason why the larger animals to solve the problem, but does views are needed. It is all too easy to generate the old lady actually understand the nature of a set of random views that are not contributing her problem or, for that matter, her own to meeting the underlying needs. Also, all physiology? Alongside the ‘why’ of MBSE, it is these views must be consistent with one essential to be able to relate this to the system another or the result is a set of pictures rather being developed. Key to this understanding is than a true model. having a common understanding of the key terms and concepts that relate to the domain ‘I know an old lady who swallowed a horse – for which the architecture is being developed. She’s dead of course!’.

NMI YEARBOOK 2014 77 CONCLUSIONS ABOUT THE AUTHOR

There are a few key points that emerge from Professor Jon Holt, Global Head of the discussion in this article: Systems Engineering for Atego: • Understanding why – understand the Professor Jon Holt is an internationally- fundamental needs for MBSE from different published and recognised expert in the points of view by considering contexts. field of system engineering. His main This applies when considering any aspect area of interest is the application of of the system, whether it is requirements or systems modelling to all aspects of system design, implementation or benefits. The first engineering. section of this article gave a good start point for considering the ‘why’ of MBSE. Jon is currently the Global Head of Systems • Speak a common language – understanding Engineering for Atego and his areas of the terms and concepts is essential both in expertise include: UML and SysML for terms of the spoken language and the system engineering, process modelling, domain-specific language. standards compliance, requirements • A model consists of a number of Views. engineering, life cycle modelling, enterprise Each view must have a purpose – do you architectures, architectural frameworks understand which of the needs that they are and competency assessment. satisfying? Also, all views must be consistent – they must form part of a model and not be Jon has authored nine books covering the just a set of pictures. application of UML and SysML to systems engineering, process modelling, enterprise People, process and tools are essential for architectures and competency assessment. realising MBSE, but bear in mind that each of these may bring its own problems. Simply Jon is a Professor of Systems Engineering applying more, or bigger, people, process and at the UK Defence Academy, where he is tools at a problem (fly, spider, bird, cat, dog, involved with teaching and research and is goat, cow and horse) is not the best approach. also a Fellow of both the IET and the BCS and is a Chartered Engineer and Chartered It is all too easy to get this wrong and to end IT Professional. He was recently elected as up with a house full of dead bodies, hay and the Technical Director of INCOSE UK. horse dung.

SIMPLY APPLYING MORE, OR BIGGER, PEOPLE, PROCESS AND TOOLS AT A PROBLEM IS NOT THE BEST APPROACH

78 NMI YEARBOOK 2014 THE CONNECTED CAR

The phrase “Connected Car” now means diagnostics and vehicle-to-vehicle (V2V) many things to many people; everything communications for collision avoidance from live GPS/Telematics, streaming for example – the number of connections video across the internet, hands-free and applications of those connections mobile telephone, to eCall, remote is endless.

THERE ARE MANY trials and demos around the world of various aspects across FOOT NOTE (1) AESIN the Connected Car spectrum and some are The Automotive Electronic Systems Innovation more realistic than others. The myriad of Network (AESIN) [1] is a UK initiative focused on connections and formats will slow down the accelerated and advanced delivery of Electronic adoption and the rollout of the associated Systems into the car and infrastructure. This requires standards. The applications that are leading new thinking and new forms of collaboration. the way are the legislated ones using an AESIN was launched in 2012 by industry and NMI, established network (like eCall on GSM) and the UK’s electronic systems trade association. the ones where the business model is very AESIN participants come from across the clear (like multimedia applications – Ford Sync, supply chain: from materials research to OEMs. They include: Jaguar Land Rover, McLaren GM OnStar, etc). The ones that are slowest to Electronic Systems, Visteon, Plextek Consulting, emerge into production vehicles will be the Freescale Semiconductor, Mentor Graphics and safety related ones, since there is the need for Renesas Electronics Europe. a valid, sustainable business model – who pays for the infrastructure and ongoing service?

The UK automotive industry is in a strong and exciting position to lead in all of the Electronic THE UK AUTOMOTIVE Systems required to enable these technologies and the AESIN1 network launched in 2012 INDUSTRY IS IN A STRONG has created a home for the Electronic Systems AND EXCITING POSITION community in the UK to work together in a common goal aligned with the UK Automotive Council strategy and related UK bodies.

NMI YEARBOOK 2014 79 The automotive industry is in the midst of a revolution. The market winners will be the automotive companies that engage in open innovation practices, developing new partnerships in a technology fuelled eco-system enabled by intelligent systems and connectivity.

AESIN (Automotive Electronic Systems Innovation Network) is at the heart of it – come join us: www.aesin.org.uk

Lotus Evora 414 Jaguar Hybrid XJe CONNECTING IT ALL UP

There are many definitions and applications of the Connected Car and these can be broken CONNECTED VEHICLE down and examined in more fundamental TECHNOLOGY HAS detail outlined in Figure 1. THE POTENTIAL TO When reviewing the list, two things ADDRESS 81% OF ALL become clear: • The variation of bandwidth, latency & UNIMPAIRED DRIVER- trust levels means that no single network RELATED CRASHES protocol can cover all applications. 3G can cover most, except the safety related driver assist systems. • Covering the whole list means the Car OEM needs to have a controlling interest This end-to-end ownership by the car OEM in the Connected Car communication, opens up creative new business propositions beyond the simple public multimedia/eCall with associated revenue stream, e.g. remote type applications that are available via diagnostics for preventative maintenance, smartphones. Given recent security alerts, lower cost warranty programs, lower they need to control access to the car cost Insurance bundled at point-of-sale, network, and hence need to keep ownership pay-as-you-go horsepower, green driver of the overall communication path. rebate schemes etc.

Example Use Case Benefits Usage1 Bandwidth Trust Level Remote diagnostics Driver, OEM 24/7 or Medium High connection “At home” ECU software upgrade OEM “At home” High Highest Electric vehicle battery status Driver 24/7 Low High Driving style (for variable Driver, society 24/7 or Medium High insurance premium rates) “At home” Road usage fee/tolls Driver 24/7 Medium High Entertainment download Passenger 27/7 or High Basic internet “At home” security Traffic information and Driver 24/7 Medium Basic internet map update security Driver assist systems Driver, society 24/7 Medium High (but with<10ms (collision avoidance) guaranteed latency

Note 1: “24/7” means always on, realtime connection; “At home” means connected to home Wifi network when parking

Figure 1: Connected Car application parameters (Courtesy of Freescale)

NMI YEARBOOK 2014 81 RoodMicrotec Contact: Reinhard Pusch Telephone Number: 0049 711 867090 Email: Reinhard.Pusch@ roodmicrotec.com Website: www.roodmicrotec.com

LOCATIONS: RoodMicrotec N.V. RoodMicrotec International B.V. Dokter van Deenweg 58, 8025 BC Zwolle, The Netherlands With over forty years of experience as a value-added service provider, Phone: +31 (0) 384215216 RoodMicrotec has established a very strong position in the microelectronics Fax: +31 (0) 384216410 and optoelectronics industries in Europe. RoodMicrotec’s extended supply RoodMicrotec GmbH chain management from ASIC design to production shipments, one-stop Oettinger Strasse 6, services include failure & technology analysis, qualification and burn-in, 86720 Noerdlingen, Germany test & product engineering, production test, device programming, Phone: +49 (0) 9081 804-0 end-of-line service as well as reliability engineering - ESD/ESDFOS Fax: +49 (0) 9081 804 208 evaluation & training. The services fulfil the quality requirements of the RoodMicrotec GmbH automotive, aerospace, telecommunication, medical, automation and Motorstr. 49, industrial electronic industries. 70499 Stuttgart, Germany Phone: +49 (0) 711 86 70 90 RoodMicrotec has branches in Germany (Dresden, Noerdlingen, Stuttgart), Fax: + 49 (0) 711 86 70 950 in the Netherlands (Zwolle) and in Great Britain (Bath). RoodMicrotec GmbH Extended Supply Chain Management, Services - Test/Product Engineering, Maria-Reiche-Strasse 1, Production test, Programming, End-of-line Service, Qualification and 01109 Dresden, Germany Burn-In, Failure & Technology Analysis, FIB Services, Reliability Engineering, Phone: +49 (0) 351 205 6660 ESD/ESDFOS Evaluation & Training for active, passive and optoelectronic RoodMicrotec GmbH devices, printed circuit boards (PCB’s) and printed board assembles (PBA’s). Carpenter House, Broad Quay, Bath, Somerset BA1 1 UD All our products and services underline the highest Great Britain quality and environmental standards. Phone: +44 (0) 796 894 8683 ISO 9001 ISO/IEC17025 Mr. Malkit Jhitta The safety use case for the Connected Car However, the big question with DSRC is is a special example. “Connected vehicle “who will pay?” When the beneficiary is technology has the potential to address society, from reduced accidents, injuries and 81% of all unimpaired driver-related fatalities, it is difficult to generate a business crashes,” according to Peter Appel, head of model. The solution may lie in incentives from US DOT’s Research and Innovative Technology health or auto insurance companies, but will Administration (RITA). probably need legislative mandate, and government investment in infrastructure, to Vehicle-to-vehicle (V2V) or vehicle-to- ensure this becomes a widespread reality. infrastructure (V2I) communication requires That investment will not be insignificant when low latency (<10ms), low range (1km) and you consider the range of DSRC (1km) and high security. Two-way Dedicated Short Range the amount of road in the UK (>400,000km), Communication (DRSC) has been designed so clearly a targeted and phased approach to meet these requirements for V2V and V2I. will be necessary covering accident black Spectrum has been allocated to this at spots and busy intersections first. 5.9GHz, with the communications standard In addition, when looking at the average defined – Wireless Access in Vehicular age of the vehicles in the UK (7.6 years) [2], Environments (WAVE) or IEEE802.11p. we need to ask how long it will be until we have enough vehicles that can connect to There are several use cases behind DSRC – V2V networks to start having an impact on V2V communication to avoid a collision the accident rates? Investing in that option on with an unsighted vehicle, V2I or V2V your new vehicle will take a leap of faith, or communication of local traffic conditions, some government mandate, or perhaps e.g. a previous accident round the corner some other financial incentive. and the so-called “Bluewave”, warning drivers of approaching emergency vehicles. SECURITY AND INFRASTRUCTURE With the limited range of DSRC you can imagine that the vehicles themselves act as It is arguable that all the technologies a carrier, setting up ad-hoc mesh networks needed to implement Vehicle-to-everything e.g. re-transmitting warning about an communications (V2X) and such massive new accident on the north bound motorway, as levels of connectivity between people, their cars continue to travel south freely. vehicles and the infrastructure around them,

WHEN THE BENEFICIARY IS SOCIETY, FROM REDUCED ACCIDENTS, INJURIES AND FATALITIES, IT IS DIFFICULT TO GENERATE A BUSINESS MODEL

NMI YEARBOOK 2014 83 With this thinking in mind it’s clear that data security, standards and liabilities will be fundamental to any progress and only then ANTI-TAMPER TRUST will the next critical factor come into play – Protecting customers IP Silicon, software, (Reverse Engineering, firmware and IP is business cases. Cloning, etc) “trojan-free”

Even given that a secure V2X network infrastructure exists, no individual or group of companies or organisations are likely to INFORMATION invest in rolling out new technologies and ASSURANCE Protecting customers services without first identifying compelling information/data through business models to support them. These may Cryptography and Fault Tolerant Design be commercially driven business cases or government funded/directed initiatives. So for every element of the V2X M2M rollout, Figure 2: Primary Information Security Functions secure architectures as referred to in (courtesy of Plextek Consulting) Figure 2 are needed. But who will provide the infrastructure? Even once the industry already exist. However, there are some has defined the standards, who will invest fundamental challenges, already well in a complete new infrastructure to support understood by other industries, which the V2X communications? Will any group automotive sector must overcome, if delivering take this on, or are the costs and risk so such extensive connectivity and interaction high that it will fall to the incumbent service is ever to become commercial reality. provider infrastructure (e.g. the current cellular operators) to extend its capabilities Firstly no-one, be it users, governing bodies to support it? or the insurance industry underwriting the risks, will be prepared to allow the use of these systems and networks unless they can be sure that personal data and physical safety are secured by rugged secure communications frameworks and standards. How sure can a driver be that the emergency data his car is HOW SURE CAN stopping for in a hurry is guaranteed (by an A DRIVER BE THAT THE industry standard) to be coming from the car in front and not a road-side hacker? Worse still EMERGENCY DATA maybe, what are the insurance liabilities when HIS CAR IS STOPPING ‘communication between multiple trucks in an automated convoy’ is either broken or FOR IN A HURRY IS compromised? Does the Industry need to GUARANTEED address all these issues and consider every possible ‘corner case’ before such systems will become acceptable?

84 NMI YEARBOOK 2014 As interest and expectations explode for these CONTRIBUTING AUTHORS services and features, it’s up to the industry to drive the solutions and it is a hugely timely Andrew Birnie, opportunity for bodies such as NMI AESIN to Freescale: take a leading role in pushing these forward After graduating from to bring all the interested parties together. the University of Glasgow, Andy had CONCLUSION various roles in microcontroller product There are many use cases proposed for the and technology development, but is fully connected car, ranging from enhanced currently Systems Engineering Manager for safety via collision avoidance to an improved automotive microcontrollers within driver/passenger experience by offering Freescale. In this role Andy is responsible full internet connectivity for the on-board for working with Tier1s and OEMs to infotainment system. These multiple use cases understand market trends and customer have different requirements in terms of demands, to define the next generation of bandwidth, latency & security, so it is difficult Freescale microcontrollers, keeping us at to see how one single protocol can be the the forefront of automotive technology for solution. While this presents many technical the next 10 years. challenges, perhaps a bigger challenge is a commercial one – the question of “who Andrew Ashby, pays?” for the service (and infrastructure) Plextek Consulting: to achieve the enhanced safety. Finding a Graduated in Electronic lasting solution will need collaboration Engineering, Andrew between new and unnatural partners across Ashby has spent over the various parts of the vehicle supply chain, 20 years in blue chip and beyond. major semiconductor manufacturers in Field Applications, Account Management, Global Sales and Business Development roles. Since then he has held the sales director role in a Cambridge based technology start-up company and now heads up strategic accounts and new business development activities in the automotive sector for Cambridge based Plextek Consulting. REFERENCES: In this role Andrew is responsible for (1) NMI AESIN Press Release bringing together innovators, T1s and www.aesin.org.uk/pr/ OEMs, to deliver both innovative solutions (2) SMMT Motor Industry Facts 2013 and established methods and capabilities www.smmt.co.uk/2012/07/new-report- from other industry sectors, into the shows-real-impact-of-recession-on-motorists/ automotive supply chain.

NMI YEARBOOK 2014 85  … was the first 32-bit automotive microcontroller with integrated DSP functionality?  … is now in its fifth generation, from the earliest 250nm AUDO 1 family to the new, cutting-edge, 65nm AURIX™ family?  … is the first with the secure hardware extension module for theft protection and tamper resistance?  … is the first with a complete safety software package up to ASIL D?  … is the microcontroller of choice for over 50 automobile brands worldwide?  … is the clear market leader for engine control applications?  … is used in every 2nd new car produced today? http://www.infineon.com/tricore Martin Green Visteon SAFE AND INFORMED – THE FUTURE OF DRIVER INFORMATION

As we look towards the automotive This article discusses some of these market in 2020, we can identify several market drivers and challenges. key market drivers that will have significant impact on driver information The impact of Consumer electronics systems. Drivers are being presented devices on Driver Information Systems with ever-increasing levels of information can be readily observed in the which presents car makers with the adoption of display technology in the challenge of providing an informed but automotive environment. safe environment for the driver.

THE IMPACT OF CONSUMER Display technology trends ELECTRONIC DEVICES (PHONE AND The increasing need to display unpredictable TABLETS) ON DRIVER INFORMATION content, both brought and beamed in to the car, has resulted in a steady growth in the use The smartphone industry subconsciously of Thin Film Technology (TFT) displays as shown shapes the consumer’s expectations for display in Figure 1 which can show reconfigurable quality, graphics, user-friendly interfaces and graphics. TFTs are now replacing the traditional their desire for 24x7 connectivity. segmented and dot matrix display technology which are limited in the range and quality of The automotive display market is only a graphics supported. The growth in the use of very small proportion of the global display reconfigurable TFT displays has occurred mostly market which include TVs, tablets, laptops in the centre console for navigation, comfort and smartphones but must be designed and media information and in the instrument to meet the automotive industry’s stringent cluster to manage the flow of information safety and performance requirements. presented to the driver and to enable Automotive displays must be able to operate information to be accessed on demand. in temperatures between – 40 degree to +80-degree Celsius – conditions never The size and resolution of these displays experienced by any consumer device – broadly follows (but still lags) the trend in which adds significant cost and technology consumer electronics due to the cost of complexity to the adoption of new display making them compliant with the stringent technology into the vehicle. automotive requirements.

NMI YEARBOOK 2014 87 Display Installation Rate Display Volume by Tech & Size 77 mil106 mil 250 70

60 Cent Inf Disp 200 Instr Clust Displ 9 to 12 50 HUD 150 5 to 8 40 3 to 5 2-3” 30 100 dot 20 seg 50 % installation of auto market 10

0 0 2012 2014 2016 2018 2020 2013 2014 2015 2016 2017 2018

Figure 1: Display forecast (courtesy of Visteon)

Looking to the future trend of Display Traditionally, automotive product quality was installation as shown in Figure 1 we expect focussed around the clarity of the displayed to see: graphics in terms of readability and visibility, • By 2020 > 60% of Instrument clusters the ergonomics on the reach zones and will have a reconfigurable TFT display. physical interface characteristics such as the • By 2020 > 55% of vehicles will have size, feel and sounds of switches and buttons. a centre information display. However, consumer demand for user friendly • By 2020 – Head-Up Display installation interfaces means that the HMI logic behind the rate is estimated to reach 20%. interface is equally important; getting any one of these elements, or the interaction between In addition to display technology, the them, wrong can have an adverse impact on consumer experience of smart mobile devices the consumer’s user experience and the requires Automotive manufacturers to consider perceived quality of the vehicle. the Human Machine Interface technology that provides user satisfaction while maintaining safety.

HMI (Human Machine Interfaces) The smartphone and well known tablet CONSUMER DEMAND brands have made consumers critically aware FOR USER FRIENDLY of the quality of HMI and the importance of intuitive and user-friendly device interfaces. INTERFACES MEANS Likewise, vehicle manufactures, such as THAT THE HMI LOGIC BMW- iDrive, Audi MMI, Ford MyTouch, are also increasingly considering the BEHIND THE INTERFACE vehicle HMI and its features part of the IS EQUALLY IMPORTANT “brand image”, suggesting that the driving experience is enhanced through their particular HMI solution.

88 NMI YEARBOOK 2014 at the appropriate time to avoid increasing driver information workload.

Graphical The growth in ADAS systems is also enabling l interfaces HMI Physicales logic the possibility of low speed, autonomous interfaces driving. Low speed autonomous driving may allow the driver to multitask whilst stuck in NewNew Qualityty traffic but requires the HMI to be multimodal. When the car is in autonomous driving mode the driver could be answering emails, reading Figure 2: “New Quality” including HMI logic (courtesy of Visteon) careful aggregated websites or chatting on social networks. However, the HMI must quickly Visteon’s consumer research demonstrated that revert back to a more traditional automotive delays between the user touching the display HMI as soon as the driver has to take control and the graphics responding; repetitive of the vehicle. illogical menu structures or poor interaction flow is perceived as poor quality. INFORMATION OVERLOAD REQUIRES NEW APPROACHES Today and in the future, the consumer’s new perception of a high quality interface As the information and feature content increases, combines a careful optimisation of the physical, it has to be accessed and seamlessly integrated graphical and logic interfaces as shown in into the HMI framework. Recent estimates Figure 2. However as content, feature and the indicate that a driver’s eye workload is reaching need to integrate smartphone and off-board a point where incremental content inevitably will connectivity evolves, automotive HMI cause driver workload issues. When travelling development becomes increasingly complex. at 100km/h it takes approximately 0.8 seconds for the driver to look down at an instrument IMPACT OF ADAS (ADVANCED DRIVER cluster or navigation system. In the 0.8 seconds ASSISTANCE SYSTEMS) the eyes have to move down, re-focus on something closer in the field of view and the European NCAP collision prevention rating brain has to assimilate the information before systems and insurance company incentives for the eyes move back up to re-focus on the Emergency Braking Systems (EBS), have been road ahead. At 100km/hr, the car will have key factors behind the growing adoption of travelled 22m during this time. Advanced Driver Assistance Systems (ADAS). Camera based ADAS solutions have The growth in the use of head up displays appeared to be more cost effective due to (HUD) shown in Figure 3 or head down their ability to support more than one combiner solutions can reduce some of this function, e.g. forward facing stereo cameras time delay as it reduces the time it takes for the enabling EBS, park assist and object detection. eye to move and re-focus. Visteon, like many The adoption of more camera based solutions vehicle manufacturers, already have traditional has increased the amount of visual based HUD solutions and are now looking towards content that needs to be passed to the driver next generation wide angle windscreen head

NMI YEARBOOK 2014 89 Data and graphic streams Cloud RT camera to module data

Graphic, visual & data presentation ADAS module time critical video data and graphics POI & AR API & graphic content Driver information environment

Infotainment CAN/Data/Warning flags Video Data Graphics Rear Cross Path NIR camera Video

Data Inst

Graphics Cluster Front camera HUD DM

IVI sys Rearward Parking camera & Sign

Front D Recognition Junction MF

Collision EBS/LDW camera Wing mirror camera C2C & SOD

Figure 3: High level driver information content (courtesy of Visteon)

up display solutions as a potential game overload will detract from the benefits it brings changer in driver information HMI systems. as shown in Figure 4. The automotive industry will have to focus on what gets shown, how, These systems could radically change HMI where and when. approaches in the automotive environment because a larger proportion of the immediate information would be presented in front of the driver (vehicle speed, warnings, navigation arrows) and as a result we could see instrument clusters becoming secondary and supplemental to the HUD interface and traditional navigation displays interfaces only used for destination entry as the navigation information would appear in the widescreen HUD as an augmented overlay.

HUD and Wide screen HUD do not automatically enable the presentation of more Figure 4: Future challenges for presenting Driver Information information to the driver as information (courtesy of Visteon)

90 NMI YEARBOOK 2014 CAN A “DRIVER WORKLOAD identifying the exact point to warn the driver MANAGER” SOLVE THE PROBLEM as some may find it insightful and helpful OF DRIVER OVERLOAD? whilst others annoying and redundant.

Several vehicle manufactures are developing Visteon is integrating driver monitoring workload/cognitive management systems as solutions into driver information platforms shown in Figure 5 and these features are and HMI solutions. Using Infra Red (IR) integrated into their driver information platforms. cameras and sources, the position of the eye can be tracked and the direction of the eye The purpose of the workload/cognitive gaze can be predicted. manager is to make an assessment of the external environment, ascertain the trajectory This helps us to understand if the driver is of the car and the activity of the driver. already looking at a potential hazard ahead Based on these aspects, the workload or and may not need an additional warning. cognitive manager determines if the Alternatively, if the driver is in not looking at information should or should not be shown the hazard we can employ methods to attract to the driver. their attention. There is on-going research being carried out by the University of Glasgow High volume adoption of cognitive managers/ in this field, investigating the most appropriate workload systems is still a long way off as methods to re-assert a drivers attention whilst consumers may still prefer to be in control also conveying a level of urgency.1 of what they should do, where and when. The issue that each individual’s cognitive ability The use of eye tracking and monitoring can varies due to tiredness, health or emotional also be used to assess the level of attentiveness influence still remains. This variability in the of the driver and whether or not they are range of cognitive ability also presents vehicle drowsy by monitoring the number of blinks manufacturers with another challenge in and eye movements.

1st Generation used simple inputs (accelerator presses, steering yaw rate, basic vehicle trajectory model). V2V Navigation dead V2I 2nd Generation builds upon 1st Vehicle reckoning External generation ADAS features adding more Trajectory advanced vehicle trajectory models and Environment Model (ADAS) Cognitive can hold or reject information such as phone calls or messages. Managers 3rd Generation will assimilate ADAS information with vehicle trajectory Driver Monitoring models and real time driver monitoring Eye to determine the safe level of Tracking communiation to the driver – HMI can adapt to present more or less function and content.

Figure 5: Driver monitoring solutions (courtesy of Visteon)

NMI YEARBOOK 2014 91 Cloud Server Cloud Server Cloud Server Cloud Server & & Client Partical Client

Cloud Cloud HMI HMI Data Data /HMI erminal HTML (service) /T Server & Client HMI Browser (eg. Nav Cloud Rendering APP) HMI Engine

Data Compressed

HTML/Terminal/HMI (service) HTML/Terminal/HMI render HMI transfeered HMI transfeered content Browser Client Rendering Client Engine What I am

Connection Connection Complexity is in the HU Complexity is in the complexity is complexity is (Client) – Changes in Cloud – the HU requires between Phone between Phone the Service would need a browser – as long as and HU and HU changes in the HU the render engine can execute the style sheets less likely to be reduntant Figure 6: HMI in car (courtesy of Visteon)

WHERE IS THE HMI IN CAR – IN THE New software and HMI tool chains are being SMARTPHONE OR IN THE CLOUD? developed that allow the HMI to be delivered through different channels and also re-used Embedded, brought in and beamed in content across platforms. As an example, it may be presents new challenges for the vehicle possible to send the same HMI content directly manufacturer. Not only do they have to define to the car if it has an embedded connectivity the HMI and content for each model level, they solution; or via the car owners smart phone also have to take into account where the HMI to the car, if they don’t have an embedded content is coming from and the resulting client connectivity solution. Achieving this level of server structure as shown in Figure 6. HMI commonality reduces cost, implementation time and extends the time before the hardware Ideally the vehicle manufacturer would like to on the car becomes obsolete. design the HMI architecture once and re-use across the vehicle platforms, independent of Many vehicle manufactures are now considering the delivery channel. However, to do this hybrid HMI architectures where the car has a several application interfaces have to be used base level of embedded functions which is to bridge the gaps between the cloud content augmented by content and features accessed and the actual displaying interface used in via the cloud. The utopian goal would be to the car. have the client in the car as a relatively simple

92 NMI YEARBOOK 2014 terminal and the intelligence in the cloud as this ABOUT THE AUTHOR would allow the HMI, features and content to be updated as necessary. This, however, may be a Martin Green, complex task as it depends on car connectivity. Visteon Engineering Services Ltd Advanced Technology Planning CONCLUSION Manager, Electronics: As advanced planning manager for Consumer electronics is having a major impact Visteon’s Electronics product group, Martin on shaping the future of driver information Green is responsible for analysing global systems. As the driver becomes bombarded technology trends to identify and bring to with information, the quest for driver safety market the next generation of electronics (ADAS) will impact the interface technology technologies. Starting his 22 year-long (HMI) adopted in car. New technology and automotive career as a graduate design approaches such as HUDs, Cognitive Managers and manufacturing engineer with the Echlin and HMI commonality are being developed group, Martin joined Ford Motor Company in readiness for driver information challenges in 1994 to establish an automotive pump ahead. These enabling products must be design group and managed engineering designed to deliver on key requirements: teams across Europe. He subsequently • Differentiate between time critical and progressed into advanced systems non-time critical content. engineering at Visteon Corporation, running • Compile a large amount of visual global projects with a focus on hybrid and information in real time. fuel economy technologies. • Decide when and where it is presented. • Solutions that are scalable/flexible/adaptable. Prior to this current role, Martin was • Integrate off-board HMI and the sales and marketing manager for Smartphone content. Visteon’s powertrain division and product marketing manager for Visteon’s As a member of NMI, Visteon is able to share electronics product group. their future driver information vision with suppliers, partners and customer within the Martin Green is a graduate in engineering electronics industry and from this stimulate from Portsmouth University and obtained a interest in creating solutions to address the MBA from the Henley Management College. challenges ahead.

REFERENCES:

(1) Politis, I., Brewster, S., and Pollick, F. Evaluating Multimodal Driver Displays of Varying Urgency. Automotive UI 2013, ACM Press (2013 – In Press). http://yannispolitis.info/hci http://www.dcs.gla.ac.uk/~stephen/

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A CHANGE IS NEEDED Embedded Systems are pervasive. So much so that we often don’t recognise their existence in what are now ‘everyday’ products, from low-cost toys to high-value, high-integrity, security-critical or safety-critical systems.

AS THE UNDERLYING SILICON becomes product in a manner that requires little more capable, so we (as consumers) demand manufacturing change, for different applications. more features from our product, never to return to our simpler beginnings. For many companies, including those whose brand is synonymous with mechanical reliability, Customers expect to see cheaper, faster the use of software systems offers both an time-to-market, more reliable products, advantage and a potential risk. As companies defining more connected and more context- strive for a larger market, usually with higher- aware systems. These require significant interaction between independently designed systems, yet we increasingly rely on them. For systems of systems the complexity risk problem is more acute, as the breadth of the FOR MANY COMPANIES interfaces and causal interaction is a significant multiplier, both in proving that it does what is THE USE OF SOFTWARE expected, but more significantly that it doesn’t SYSTEMS OFFERS BOTH do anything unexpected! AN ADVANTAGE AND Most companies have already adopted a A POTENTIAL RISK significant amount of software control in their products in the quest for improved performance, optimisation, or even the ability to configure the

NMI YEARBOOK 2014 95 level system integration responsibilities, the Software engineering has an unenviable ‘composition’ risk exponentially increases. reputation for delivery, is hard to risk- and project-manage, and appears to be difficult, or An increase in system complexity, in almost expensive, to quality control in most industries. every aspect of electronic product, is a This is exacerbated in the toughest software certainty, so a break-through in embedded engineering environment of all (i.e. hard-real- system development for future applications time embedded systems) that we routinely would be a significant competitive advantage. adopt to deliver safe, secure, robust and reliable operation in our everyday machines. SYSTEM GROWTH IS OUTPACING US As an industry, we need to develop new The systems we describe in software today processes that can provide seamless product are untenable (in development timescale, lifecycle management from concept, through cost or risk) in other implementation solutions. its engineering, to delivery. The hard-pressed That complexity is increasing as both the engineers of today have little time to develop electronic platform capability increases and our such ideas and current academic learning still consumers’ expectations increase. The industry’s propagates engineering disciplines and engineering processes are currently methods that are at best 10 years behind the discontinuous and not developing at sufficient industry best-practice. The availability of pace to accommodate this complexity growth ‘industry-ready’ graduates is poor and they and as a consequence are already stifling output. frequently find the challenge of embedded

THE EVER INCREASING COMPLEXITY OF EMBEDDED SOFTWARE CODE BEING DEVELOPED

Space Shuttle (primary flight software) – ~1970: 400,000 (5) F-22 Raptor fighter: 1,700,000 (1) F-35 Joint strike fighter (onboard systems) - 2009: 5,700,000 (1) F-35 Joint strike fighter (onboard systems) - 2013: 24,000,000 (3) Boeing 747: 400,000 (2) Boeing 777: 4,000,000 (2) 787 Dreamliner (avionics & onboard support): 6,500,000 (1)

S-Class Mercedes (Radio & navigation): 20,000,000 (1)

Premium Class automobile: 100,000,000 (1)

Linux kernel 1991: 10,000 (6) Source: (1) IEEE Spectrum, 2009 Linux kernel 2005: 7,000,000 (6) (2) Technology Review, 2002 (3) IEEE Spectrum, 2012 Linux kernel 2011: 15,000,000 (6) (4) Various industry sources (5) NASA Android 2013: 12,000,000 (4) Lines of code (6) Linux Foundation

96 NMI YEARBOOK 2014 systems engineering unattractive and the productivity, innovation, robustness, security and rewards insufficient compensation. safety in the resultant products.

This puzzle is not unique and a number of COLLABORATION WOULD industries have potential fragments of the ENABLE A STEP-CHANGE solution, yet are fearful of sharing this knowledge lest it should disadvantage them. Collaboration An industrial collaborative body could seek to amongst non-competitive industry segments engage with competitors, non-competing could potentially see significant improvements in partners, or with academia to research and develop ideas that are scalable and focussed WHY IS COMPLEXITY AND RISK on industry’s key problems in embedded SIGNIFICANT WITH SOFTWARE SYSTEMS? systems such as software estimation, management, seamless development, and test Our history of engineering shows us that when regimes that deliver appropriate confidence in one engineering technique is no longer capable an engineered embedded system product. of delivering the capability, we evolve new techniques. This pattern is also true for most of the products with which we are familiar. Such a collaborative body could make the research affordable, accessible by large Simple mechanical products adopted electrical corporations as well as small and medium actuation to achieve some flexibility, then enterprises and could position the UK at a transformed into electronic control for better precision, and then into software control for significant advantage. even greater flexibility and optimisation. We have to accept therefore, that the systems As new paradigms, methods and tools get we generate in software today are of such identified within this collaboration, there are complexity they are no longer tenable (recurring opportunities for tool-vendor collaborations, or non-recurring cost, timescale, adaptability) spin-out companies and the opportunity to in other implementation technologies. teach a new generation of engineers the If we add to this mix, and use, our “physical methods and development processes that product” programme management techniques, will enhance the industries they join, whilst especially those related to ‘visible’ progress, improving their early career prospects, in what we have a cultural mismatch which drives is already a skill-short technical industry. inappropriate behaviours e.g. early production engineering. As many of our embedded Some large corporations already appear to be systems reside within, and choreograph, the recognising the significance in future physical (usually mechanical) solution, they embedded systems, building large software are frequently managed with this mentality. and embedded systems centres of excellence Worse still, the flexible nature of software local to the significant academic institutions means that the embedded system is often the that traditionally create graduate engineers. ‘accommodating’ “glue” that can be used to resolve any shortfalls in system interfaces, The UK needs to leverage its international performance, product integrity or other design inadequacy (such as destructive or detrimental reputation in Embedded Systems, Computer areas of operation). Science and the Electronics industry to secure a leading position through collaboration between

NMI YEARBOOK 2014 97 industries and with academia to achieve a step- THE IMPORTANCE OF A change in its industrial capability. WELL-DEFINED SYSTEM Our ability to transform a perfect specification COMMON CHALLENGES into a suitably predictable implementation is unfortunately significantly compromised by Most businesses would recognise the our ability to specify such a system. By far the challenges of developing products that contain dominant driver in most embedded system embedded software systems; managing costs are an inadequate specification. At a software projects; managing a supply chain detailed level, these specifications errors take of software developers, or of managing their much longer to be discovered and the rework own team of developers. cycle is much longer, making the programme overrun both in time and cost. In developing embedded real-time products The systems engineer’s transformation of a those businesses also share the same problem into viable component solutions is processing platform concerns with regards heavily dependent on his experience of the non-deterministic impact of cache, yet the component domains capabilities, an accurate necessity for performance; the criticality of assessment of the attributes necessary to be specified and controlled, and trade-study real-time debug for on-chip cores and experiments of suitable fidelity to appropriately peripherals, yet the lack of access and inform him. connectivity with BGA packages; the need to ensure on-target verification, yet the late This domain is least understood in modern availability of target hardware. engineering companies, often leading to premature commitment to costly production engineering and expensive rework or Statistically, as a whole, nationally, and even compromise. The majority of this problem internationally, we are not good at developing stems from a culture of wanting to ‘see software (embedded or application) when progress’, which in embedded systems are success is measured by content, delivery to manifestly non-physical, is intrinsically difficult schedule and cost. Currently very little to convey with any useful measure. information is shared across industries, as each (c.f. Mechanical engineering where a prototype sees themselves as domain specialists, and very component, geometrically to scale, but absent little information is shared within an industry for all key attributes of material properties would fear of losing competitive advantage. be ‘seen’ as evidence of significant progress.) Within a well-specified system, error rates in The reality is that embedded systems skills software are largely a consequence of the are highly portable, as they are reasonably development process. Current methods of abstract in nature. A device driver specialist mitigation by process improvement are not in one industry is likely to be able to work keeping pace with the increase in complexity and so are unlikely to be sustainable. with an unknown platform and device set; a The inevitable outcome of this, then, is that programmer of a block-structured language can future systems will contain more errors easily adapt to the syntax of a new language, (which will be observed as reduced quality or at even lower levels to the instruction set or more failures of the system) unless a step and execution behaviour of a particular change is made. microcontroller core, memory and peripheral.

98 NMI YEARBOOK 2014 As cost pressures (for both recurring ‘unit’ coupling); for ease of engineering development cost and non-recurring ’development’ cost) within the supply chain or organisation; along with miniaturisation efforts that affect for maximising variant product capability at size, weight, power consumption, thermal point of ‘configuration and manufacture’, management become more significant, or as mitigation for future extensibility, may be the ability to optimise the holistic solution insufficient as a design principle. because of its multi-faceted relationships, becomes untenable. We can reasonably expect more of our future systems to replace components of a system, The once favoured green-field design, that had expected to enhance the performance of the a solo engineer responsible for the partitioning whole, extend the opportunities for the future, of the system solution, whether for purity but preserving its inter-operability with the of purpose (Maximum cohesion, Minimum remaining legacy components, more as a

Business collaborates with partners to devise and protect a soluition “Blue-Sky”

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Individual Business – Problem Space Individual Business – Problem Business Aware –

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Familiar Unfamiliar All industry – Problem Space

Individually Individually Unfamiliar Familiar Collaboration Matrix Individual Business – Problem Space

NMI YEARBOOK 2014 99 continuing enterprise change. Modelling from random failure detection, memory and register System level, and embellishing as it migrates integrity checks, execution time measurements, to solution, in the various implementation debug capabilities). domains, is, as yet, a goal rather than a reality. These systems will need to be able to In trading those positions, software project offer interfaces that respond to the service management could develop objective tools requests they receive, rather than be design- for measuring progress and maturity; for time defined, yet still be safe and secure; managing risk; for validating architectural robust to both failure and malicious attack. strategies, at early concept and design stages. Current mechanisms tend to be unwieldy, add significantly to either complexity or overheads In trading those positions, people skills could be and tend to degrade system performance, raised to a higher common standard through worsen development cost (in the short term) skills frameworks, competence assessment and and prove difficult to predictably validate business needs that are objectively measured; behaviour for future (un-described) scenarios. learning solutions provided through respected academic partners or 3rd party training solution SHARED KNOWLEDGE providers; the potential for ‘body-swaps’ could be developed between businesses to These challenges are common across all help develop the abstract skills necessary for industries, as are many of the solutions. good systems engineering, through experience Like at the outset of a peer-to-peer file share, of different products, markets or customers. we are placed with a number of players holding elements of the solution, while no one CULTURE CHANGE: player holds all the pieces. We however lack a THE BIGGEST CHALLENGE mechanism where the players feel they are able to trade their knowledge for fear of either Whilst accepting that this means a culture disadvantaging themselves, or exposing the change, not just at a technical level, but at the state of their business. deep-seated root of management fear of diversion, exposure, migration of experts, and An engagement model shows the problem even salary wars, we also have to accept that and solution space where through there will never be a ‘better time’. The economic collaboration a single business can expand challenges of today mean that we load all its knowledge through potential knowledge teams heavily and can ill-afford any distractions. of other businesses in the industry. The strategic gain of potential productivity improvement always loses out to the immediacy In trading those positions the component of being short-handed on the current project. suppliers (for example the silicon designers and silicon manufacturers) would be able to Cultural change is hard, often with the slowest aggregate the requirements, prioritise the rate of change, especially where there are common demands and enable significant diverse customer ‘custom and practice’, complexity of future generations, by potentially geographically differentiated cultural norms, building in mechanism that support the and exacerbated in an industry renowned for embedded systems developers (e.g. better introverts as the dominant personality type.

100 NMI YEARBOOK 2014 However, this industry segment and its common problems; to collaborate as associated market, is not going to shrink and cost-sharing research partners with academic our failure to share experiences and solutions institutions; to raise the standards that enable will inevitably lead to us losing a potential members to be more successful (e.g. content, market position of national importance. delivery, cost). A number of contractual alliance models already exist within the scope BRINGING THE INDUSTRY TOGETHER of specific industries.

A number of these common challenges can be It is inevitable that industry will require support solved through a members club that enables in solving problems. As collaborative efforts, shared information borne of experience; the the cost and accessibility of academic thinking formation of non-competitive alliances to solve becomes tenable even for Small and Medium Enterprises. Unlike some physical sciences, Embedded Systems Engineering requires rather ABOUT THE AUTHOR less capital investment. It is difficult to identify a single academic establishment that appears to Stuart Jobbins, MSc CEng FIET MIEEE, fulfil all the needs so a ‘nomadic’ style of Chief Executive, Sofintsys Ltd: engagement, moving the problem to various Stuart is an independent consultant with specialist establishments, may be necessary. over 33 years professional experience in software system development with an For all of the participating industries, key to academic history and continuous professional academic or business partnership will be career in electronics programme, project, return on investment and protection of its own business and technical management in interests. Not only must this deliver solutions embedded systems. His wide career has that deal with current day shortfalls, but clearly seen him cover industrial, defence, must involve solutions that will scale with the communications, automotive, aerospace, expected increase in complexity with a suitably marine and nuclear backgrounds. less proportionate investment in the solution and its use. Stuart is a Fellow and Professional Registration Advisor for the IET, a Chartered NMI has already initiated this collaboration Engineer, a Member of the IEEE, a Visiting by running a “Software Peer Forum” and is Professor in Computer Science and expanding this into the “System and Software Embedded Systems and sits on a number Leaders’ Forum”. To maximise value, this of national and international Academic forum needs better representation from the and Industrial Advisory Boards. He is range of industries, company sizes and passionate about engineering, especially business markets that make up the Embedded systems with extensive software engineering, Systems world; Leaders who are able to both its professional development and offer insight and discussion, based on education, and enthusing youngsters into experience, and take away ideas for their engineering as a career through his work business application; Systems Engineering and as a STEM Ambassador. Software Engineering experts to improve communication and collaborative value.

NMI YEARBOOK 2014 101 The Future World Symposium 2014 Conference • Exhibition • Showcase • Dinner …for people making tomorrow

29th & 30th April Twickenham, London www.futureworldsymposium.org Mark Warren Perforce Software CONTINUOUS DELIVERY – A SUPPLY CHAIN LESSON FROM THE SOFTWARE INDUSTRY

Relentless innovation is a fact of life quality. The product lifecycle process for this industry: every step of every now has long “value chains” that each process to bring products to market is contribute a small part to a larger, more under constant pressure to yield ever complex end-product, across software, more than before, in a shorter time, whilst design, engineering, QA, release, maintaining – and ideally improving – marketing and sales teams.

DUBBED CONTINUOUS DELIVERY, a new CD is a logical extension to the already set of best practices are emerging to keep popular approach of Continuous Integration these value chains intact and to address the (CI) which itself is an evolution of practices first need to get more innovative products out faster adopted as part of the agile movement and but without compromising quality. This article methodologies (such as Scrum or Kanban introduces the concept of Continuous Delivery releases are broken into short “sprints” with and describes how it can work in a highly planning and retrospective review phases innovative engineering and manufacturing planned in to ensure that working systems environment, as part of creating a resilient could be released at any point). CI is concerned value chain. with the automation of the build and, to some degree, testing processes so that errors in CONTINUOUS DELIVERY DEFINED source code can be identified and remediated as early in the development process as possible. Continuous Delivery (CD), which has its roots in the software development business, can CD takes this to the next level and asks the be summarised as the time taken between user or team once the code is building cleanly requirement definition and delivering business and passing tests: how quickly can that value by iterating frequently to introduce package be deployed into production? changes. In the software market, CD is helping Importantly, if this is to happen rapidly, how organisations tackle two extremes: the need can you ensure the quality of such rapid releases to satisfy demanding customers and roll out and if necessary back them out? How can you new products to market quickly, versus the show adherence to compliancy policies? reality that systems are increasingly complex, with more ‘moving parts’ that need to In hardware environments, this can seem be orchestrated. like an impossible goal. Surely hardware

NMI YEARBOOK 2014 103 FEEDBACK CAN ALSO POSITIVELY INFLUENCE FUTURE PLANNING, ENSURING THAT THE NEXT ITERATION IS ADAPTED IN LINE WITH LESSONS LEARNED SO FAR

can’t be continually re-built and released prevent errors and also, enables optimisation. into an assembly line as frequently as that? For instance, can some component not be Prototypes can be expensive and time-consuming compiled every time? Can testing being to build. Setting up production lines in automated? If something goes wrong, how a fabrication plant is not something that easy is it to revert to a previously working companies want to do too often. environment? How do you measure performance of each stage of a manual process? However, as early adopters in engineering and Automation is also critical for compliancy, manufacturing companies are demonstrating, because it provides an ‘audit trail’ of what CD does apply to this world. For example, happened when, where and actioned by whom. where systems are largely variations of firmware or applications on a generic hardware Feedback platform (let’s take a smartphone as an In the Continuous Delivery context, “feedback” example), then the challenge is about how is any information about the performance the right variant of the software gets installed of the system: Is it passing its tests? Is it at the right point in the production line. delivering the performance, functionality or Another opportunity might be to focus on value that the customer requires? Is the the stages of the development process through development team delivering the required to integration type testing which might be functionality at a pace that will see schedules handled in a simulator. In that case the costs of achieved? Testing is an important component rebuilding platforms is reduced considerably. here: while not everything may need to be tested (in fact, the extra load and time of BEST PRACTICE doing so may be inadvisable), all important subsets should be, to verify core functionality There are several keys to successful or validate regressions have not been introduced. Continuous Delivery, but this paper focuses on Some automation systems put extreme loads three: Automation, Feedback and Versioning. on the version management engine so having one that can scale for such usage is critical. Automation Feedback can also positively influence future While manual intervention is always required planning, ensuring that the next iteration is somewhere down the line, automation does adapted in line with lessons learned so far.

104 NMI YEARBOOK 2014 Versioning a software engineer, although they are the A version management system provides the focus audience for some versioning tools); and definitive ‘single point of truth’ of all assets scalable to support large projects and teams if (code, documents, planning documents, images, required. Some systems perform admirably in test data, diagrams) and is essential to CI and a tiny team, less so when hundreds or thousands CD. Without that knowledge, they have no solid of users dealing with terabytes of content. foundation. Plus, the automation itself should be maintained within the chosen version CONCLUSION management system, which as previously mentioned, also acts as a compliancy record. Time to market has never been a more critical element of the supply chain, while ensuring While some organisations have historically quality for the customer and profitability for the evolved or inherited multiple version manufacturer. Continuous Delivery automates management systems, there is an increasing the process of supporting all the checks and trend towards standardising on one system, changes that are vital from development to especially since the current generation of testing and production, as quickly and reliably version management systems are designed as possible. With an understanding of CD best to operate over geographically distributed practices, with the support of the right version environments. A common version management management system, CD could have a positive system ensures visibility of changes and easier impact on the management of this industry’s collaboration. For example, if conflicting increasingly challenging supply chains. changes are flagged during check-in, either by the version management system or CI build & test, then the version management system should help resolve the conflicts with complete ABOUT THE AUTHOR change history. In this industry, choose a version management system that is designed Mark Warren, Marketing Director, to contain all assets (not just computer code), Europe, for Perforce Software: is usable by anyone (not every contributor is Mark has over 25 years’ experience as a consumer and vendor of enterprise development and configuration management products. Worldwide, the version management and code collaboration A COMMON VERSION portfolio from Perforce Software is used MANAGEMENT SYSTEM by thousands of customers including AMD, CSR, National Instruments, NVIDIA ENSURES VISIBILITY OF and Panasonic. Perforce Software helps CHANGES AND EASIER companies in this market sector to support various aspects of embedded design, COLLABORATION from components-based design through to rapid-prototyping. www.perforce.com

NMI YEARBOOK 2014 105 Exclusive Global License Holder for Web: www.ichorsystems.com/legacyservices.html Tel: +44 1355 222 166 Single Chamber Etch (Rainbow® & TCP®)

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NMI Industry Awards: Manufacturing supplier of the year: 2010 & 2012. www.compugraphics-photomasks.com Scotland • Germany • California Ted Wiggans Operations Director MANUFACTURING IN ACTION

Traditionally NMI’s manufacturing group times we have found significant benefits has concentrated its efforts supporting by including other companies within the the semiconductor sites but in recent electronics systems space into the group.

DESPITE THE DIFFERENCES in products and Oldham and subsequently with Camsemi in technology each site effectively has the same Cambridge, takes us on the Xaar journey. challenge when coping with staff and with the demands of quality, cost and delivery. XAAR PLC: NMI’s Lean Network has been an excellent forum to help those involved to explore and Xaar was formed from a spin out of solve some of those challenges. We invited Cambridge Consultants in the 1990’s to Xaar to tell us their story of how they met market exploit and commercialise a new inkjet opportunity with manufacturing excellence. technology. The original model was to license Xaar is the world-leading independent supplier its technology to companies but it become of industrial inkjet print heads and offers clear that this approach had limitations so in a wide product range which provides their 1997 Xaar took the brave decision to move customers with the flexibility and choice in into the world of manufacturing. One of the the revolutionary market of digital printing. key steps in this journey was the purchase of a site in Stockholm, at that time owned by IBM, Ted Wiggans, having worked with NMI over and resulting in a business with a turnover of many years, first with Zetex (now Diodes) in £43 million in 2005. At this point Xaar also

NMI’S LEAN NETWORK HAS BEEN AN EXCELLENT FORUM TO HELP THOSE INVOLVED TO EXPLORE AND SOLVE SOME OF THOSE CHALLENGES

NMI YEARBOOK 2014 107 purchased a state-of-the art site in Huntingdon. difference is the quality of the people who This had the added advantage that R&D and work in the factory and the systems, techniques Manufacturing groups could work side by side, and processes that they put in place to build while being close to the company headquarters the product. in Cambridge. The challenge for Xaar was to build a The Huntingdon site has since expanded workforce capable of implementing those rapidly with more and more of the 65,000 sq ft systems, techniques and processes against being facilitated for volume manufacturing of a background of massive demand. their latest products. By the beginning of 2011 the Huntingdon Demand for the company’s products has plant was under severe pressure to improve also continued to exceed all expectations since quality, to reduce H&S issues and to reduce costs that time; one of the key sectors being the whilst simultaneously increasing output and the European ceramic tile manufacturing which size of the workforce. Morale in the plant was has seen businesses completely transformed low as targets were continually being missed, due to this unique technology. A major and new starters were having an adverse impact advantage to digital printing is that it is on overall performance. And the factory non-contact hence breakages are eliminated. looked like a building site to boot! Also, print runs can be as short as a single tile bringing inventories under strict control. Something dramatic had to be done and it had Ceramic tile images are now as realistic as to be done quickly. The traditional method of natural stone, or wood, or whatever material management shouting louder and demanding you wish imitate! more for less was quickly rejected and a diametrically opposed path was taken: engage HIGH DEMAND AND FACTORY the entire workforce and build a culture that EXPANSIONS – THAT IS WHEN THE FUN embraces improvement, is prepared to learn AND GAMES REALLY BEGAN! from others and is flexible enough to cope with the unexpected (both good and bad). Although one part of our story involves the For many of our (newly formed) management building of cleanrooms and equipping them team this was a step into the unknown, but it with purpose built equipment, the other part of was the step that we took. the story is about building a workforce – management, supervision, engineers and And that is the point where NMI came in. operators – virtually from scratch. I have worked with the NMI over many years so I am not embarrassed to admit that my IT’S ALL ABOUT THE PEOPLE reasons for Xaar joining were entirely selfish. We were recruiting people from a variety of My philosophy has been formed through industries and backgrounds, some with no bitter experience over more than 30 years in industrial experience at all. To develop all of high tech manufacturing: any fool can buy our systems and procedures in house, learning a factory and the equipment to fill it – all that what would work and what wouldn’t the hard takes is money. The thing that makes the way, would be very time consuming.

108 NMI YEARBOOK 2014 NMI GROUPS

Through the NMI network groups we could rapidly access examples of best practice WE HAVE BUILT AN developed in real manufacturing environments. ORGANISATION THAT We could then blend this learning with our own in house developed initiatives to increase HAS AN APPETITE FOR the velocity of the improvement programmes. IMPROVEMENT And that is exactly what we did.

We quickly placed our people into the NMI network groups, with supervisor visits to other NMI member companies, and visits by other areas. It has also been a real motivator for NMI members to the Huntingdon plant. our people when they have received positive We joined the H&S group, the Facilities group, comments and suggestions from employees and latterly the Operations group. of other NMI member companies.

And all of that helped to fuel the engine of Through taking on board the learnings from improvement that we had already created. those groups and adding them to our own The realisation that other companies have seen experiences we have managed to keep the the same issues, have developed ways of tackling Xaar manufacturing powering forward. the issues and in many cases resolved the We were able to successfully increase the issues, really helped our people. Seeing things Huntingdon capacity by over eight times and done in a better way, or a quicker way, or with continued demand for our products, a cheaper way stimulates improvements in all further expansion investments have followed.

NMI YEARBOOK 2014 109 requirements – such as rapid design alterations or on-demand production. Xaar has already played a key role in changing the graphics and ceramic industries, and our products are making significant gains in the label and décor markets.

You can also rest assured that, as I write, Xaar people are working on new and exciting ways to change the world of print from analogue to digital. SEEING IS BELIEVING Despite all of that we are acutely aware that The Huntingdon headcount is now over 450 we are not perfect. As an organisation we people and the Swedish headcount is over 100. know that we still have a long way to go before Staff turnover is extremely low, attendance we can truly say that we are making the most levels extremely high, H&S performance is of our people. However, what we can say is excellent, and morale is first class. In fact, the that we have built an organisation that has an enthusiasm of the workforce is infectious. appetite for improvement, a willingness to learn and a level of enthusiasm that others Our people were enthusiastic presenters at would kill to achieve. the NMI Manufacturing Excellence Conference in October 2013, and brought back even more ideas to share with their workmates. ABOUT THE AUTHOR And more visits to the plants of NMI members are being organised. Ted Wiggans, Operations Director, Xaar: The financial performance of the company Ted joined Xaar in January 2011, aged 57, speaks for itself: turnover is up, GM is up, with over 30 years’ experience in high profits are up. In fact company turnover, which technology operations. Immediately prior to doubled in the three years between 2009 and joining Xaar he was Chief Operating Officer 2012, will have increased by over 50% in 2013. at Cambridge Semiconductor Ltd (CamSemi). This performance has not gone unnoticed by Before joining CamSemi in 2006, he was investors, and Xaar has now joined the ranks Operations Director at Zetex Semiconductors of the FTSE250. with overall responsibility for its multi-site, multi-national manufacturing activities and WHAT OF THE FUTURE? a global team of 500. In addition, he has held senior-level manufacturing, The potential market for printed products is engineering and quality roles with Motorola enormous both with traditional products and and Philips. He is a Chartered Engineer with a host of new technologies. However, doing and a member of the Manufacturing things the old fashioned way does not facilitate Industries Division Board of the IMechE. a fast enough response to modern economic

110 NMI YEARBOOK 2014 Claire Mackay Technical Sales Manager, eXception EMS CAPABILITY ON OUR DOORSTEP: PARTNERING YIELDS GREAT BENEFITS

TAKING A FRESH LOOK AT UK CEMS (CONTRACT ELECTRONICS MANUFACTURERS) Despite the recent economic downturn, and skilled manufacturing assemblers the UK continues to invest in design often in lower cost, offshore regions. and development with OEM’s recruiting However, the UK CEM scene is alive across the engineering base. OEM’s have and prospering with the latest reports had to look inwards on their own confirming over two hundred CEM’s strategy’s to determine how best to operating here. Ranging from the increase market share and shorten TTM specialised twenty-staff facilities to (time to market) against fierce global larger scale tier 1 – global footprint competition. This has traditionally led operations. These support multiple to an upward trend in outsourcing of sectors and customers often needing electronics production to competent expert and more responsive service.

IN THE PCB SECTOR, space constraints relationships with our customers. Local supply in ever smaller intelligent devices, such as provides an opportunity to help deliver smartphone and tablets, are making the technology roadmaps by ensuring the necessary production of demo or reference boards ever equipment and processes are in place, trialled tougher. CEM’s are continually being pressured for product build and are available within to deliver on time and within budget to their the timescales required. As an example, semiconductor clients who constantly push semiconductor technology is renowned for the boundaries with design and technology. its fast innovation so understanding the They’re also dealing with the consequence technology direction over the short and long of smaller and smaller components that need term allows the CEM to investigate then invest a multitude of new assembly equipment and in the latest technology ensuring continued skills to ensure reliable performance across support for product development. From this, all market sectors. the CEM can then provide the customer with manufacturing guidance for next generation Here in the UK, not only have we understood design requirements. the need for investment in automating processes to alleviate those previously seen Speed is frequently of the essence. In such a cost pressures that led to offshoring, but we fast-paced and highly competitive environment are ideally placed to engage in closer being first to market with new products, versions

NMI YEARBOOK 2014 111 and updates is critical, which means deadlines allowing co-investment to support future can be extremely tight. As is often the case, roadmaps. This partner approach is winning the design phase of a new project absorbs the through – working directly with client teams in lion’s share of the allotted time for product early stages of development from design development. This in turn puts pressure on the through to product creation. This partnering supporting CEM to deliver quickly with reduced approach is becoming ever-more critical as it lead times. This is where local CEM suppliers gives CEMs the ability to improve product with world class capability can excel. development cycles substantially. Taking a partnership approach means there is an The relationship between the customer and CEM is also becoming critical – gaining insight into the very early stages of product development is giving the CEM insights that will have a bearing on their own technology direction. With the sector so pressured by TRENDS IN RECENT time to market, technological innovation and YEARS TO OFFSHORE price, there has never been a more important time for CEMs to adapt, get close to their ELECTRONICS customers and work collaboratively to ensure PRODUCTION quality and price meet the needs of the customer. A change of mind set and approach SHOULD NOT GO is also required to gain maximum benefits UNCHALLENGED from local supply. A CEM is often seen as a ‘supplier’; however those that engage more closely often build longer-term relationships

112 NMI YEARBOOK 2014 immediate technical contact within both the and to invite cost down. Clients are fully customer and the CEM, which allows for supported with advance material procurement, technical engagement at the very beginning of accelerated engineering and assembly without a project – crucial to delivering on expectations any compromise on quality. Hey presto every further into product development. program managers dream!

A key benefit of this more ‘entwined’ approach In summary, trends in recent years to is designing out manufacturing cost and offshore electronics production should not go removing unnecessary process steps. unchallenged. There are many UK CEMs who For example, client PCB designers are have adapted their services to provide local conversing with CEM manufacturing engineers and international clients valuable services and before final review of a new design, which commercial advantage. So let’s reconsider allows the manufacturing engineers to review our strategies when choosing a CEM partner, the data and provide detailed feedback and revisit the true costs and the additional benefits support by way of DFA (design for assembly) or that exceed simple price considerations, after DFM (design for manufacture) to enable design all what is the true price of doing business changes to be made for ease of manufacturing based on cost alone?

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NMI YEARBOOK 2014 113 Mark Sumnall Sales Director for Busch (UK) Limited MEETING THE EFFICIENCY AND MAINTENANCE CHALLENGE

Despite reports of the UK economy high vacuum technology used in the being ‘on the up’ conditions continue microelectronics industry is no exception. to be challenging for many responsible Here Mark Sumnall of Busch (UK) for the running of any type of Limited looks at the key trends and manufacturing process, and medium/ challenges ahead.

FOR 2014, keeping costs to a minimum is under pressure to save costs, a good way of likely to remain at the top of the agenda for shaving a few pounds off the budget may many and clever management of energy appear to be to increase the time between efficiency and maintenance can play a key role periods of maintenance, but inevitably this will in keeping within tight budgets. prove to be a false economy. Equipment that is well maintained will undoubtedly give better Energy efficiency will undoubtedly have a major and more efficient performance, again leading part to play this year as it has two key areas of to lower energy bills. Costly downtime can be impact for the user; firstly, equipment that is avoided with regular and correct servicing. operating correctly will ensure production levels More importantly, using approved spare parts are optimised and secondly, when it is running will ensure performance and warranties are not efficiently, less energy is used and in turn, utility compromised. While it might be tempting to bills will be kept to a minimum. install that slightly cheaper counterfeit part, it may not last as long and could cause loss of Service and maintenance is another major area production time and potentially damage the of importance. With production managers pumping system.

EQUIPMENT THAT IS WELL MAINTAINED WILL GIVE BETTER AND MORE EFFICIENT PERFORMANCE, AGAIN LEADING TO LOWER ENERGY BILLS

114 NMI YEARBOOK 2014 PURCHASING NEW EQUIPMENT MAY NOT APPEAR TO BE THE BEST IDEA FOR THOSE TRYING TO MANAGE THEIR BUDGETS, BUT INVESTING IN THE LATEST TECHNOLOGIES CAN MAKE A SIGNIFICANT IMPACT ON IMPROVING OPERATIONAL PERFORMANCE AND EFFICIENCY

Purchasing new equipment may not appear to knowledge and expertise along with a wide be the best idea for those trying to manage range of different services such as their budgets, but investing in the latest decontamination, remanufacture and technologies can make a significant impact on consultancy, and can provide advice and improving operational performance and support to help customers meet their needs efficiency. In particular, when using vacuum as and requirements. part of a microelectronics process, installing newer, more energy efficient vacuum products and systems will make a difference in the ABOUT THE AUTHOR majority of cases. Mark Sumnall, Sales Director for An example would be the latest scroll vacuum Busch (UK) Limited: pumps that are hermetically sealed and With 57 companies operating in 39 completely dry running and are used in many countries and more than 2,600 employees, specialist applications including the handling Busch is the global market leader for of noble gases, helium leak detectors, vacuum and overpressure pumps for a laboratories and R&D, analytical devices, wide range of applications, including food, mass spectrometers and electron microscopes pharmaceuticals, oil and gas, as typical areas of use. In the seminconductor woodworking, printing and packaging, and industry, they are widely used for the offers a comprehensive product portfolio. evacuation of load locks and transfer As a pioneer in vacuum packaging, in chambers. 2013 Busch marked its 50 anniversary by celebrating half a century of continuous As times continue to be challenging, possibly quality, innovation and service to become the best advice is to work with the equipment the premier supplier of vacuum and manufacturers and experienced, qualified overpressure equipment. service providers. They have extensive

NMI YEARBOOK 2014 115 INMOS AND THE TRANSPUTER: 30 YEARS ON

It is 30 years since the Transputer was officially launched, the first samples emerging from the Inmos headquarters in Bristol in 1984. The technology has inspired generations of engineers and seen many innovative developments across the UK in the following three decades. Despite its chequered history, the story of Inmos contributes strongly to the high tech cluster now present in Bristol & Bath and beyond.

INMOS WAS FOUNDED in Bristol in 1978 by Iann Barron, then a Cambridge-based computer consultant, Richard Petritz and Paul Schroeder, two US semiconductor industry veterans. It was strongly backed by the UK government with the intent of forming a national champion in the and develop a workstation to run them on. emerging industry of semiconductors. Petriz had At the same time the new processor architecture worked at Texas Instruments in the US and with multiple cores, embedded memory and had moved to become a venture capitalist, serial communications links meant more while Schroeder was a memory design specialist. software innovation was needed as well. A new concurrent programming language, The aim was to develop a new generation of Occam, was developed as the native language microprocessors to take on Motorola and Intel, for programming the transputer. making incremental improvements in all areas of processor design and, critically, putting the memory on the same chip. The choice of Bristol was the result of political in-fighting at the time, as the North-West and Scotland were THE AIM WAS TO politically more acceptable. However, Barron DEVELOP A NEW needed the site to be near Heathrow for the regular flights to the US side of the operation, GENERATION OF and so Bristol was the compromise. MICROPROCESSORS

This was an ambitious challenge. Led by David TO TAKE ON May and Robert Milne, the transputer design MOTOROLA AND INTEL team had to develop not only the architecture and design of the new device, but also develop a suite of software tools to facilitate the design

116 NMI YEARBOOK 2014 policies of the new government under Margaret Thatcher that came to power in 1979. This situation led to delays in funding the next round of IN 1982, £25 million as the National Enterprise Board was CONSTRUCTION OF merged into the British Technology Group. As the government pursued its policies of privatisation, A WAFER FABRICATION buyers were sought for the Inmos shares. PLANT IN NEWPORT, However, as the company faced into challenges SOUTH WALES WAS in all areas of design, manufacturing and COMPLETED commercialisation, conflict and tension between those groups, and also between the UK and US operations all took their toll on the business. With limited support from government, a sale was inevitable. “Inmos was a pretty extraordinary project really,” said May, who is now professor of computer In July 1984, a week after a failed bid for British science at the University of Bristol. “Most of the Aerospace, Thorn EMI made a £124.1 million community was using 8bit devices programmed bid for the government’s 76% interest in the in assembly language, and we came along with company – the remaining 24% was held by 32bit device with a high level language. It was the Inmos founders and employees. This was the first processor built specifically to support raised to £192 million by August and the deal parallel processing and in many respects it is was finalised in September, all prior to the first still leading edge,” he said. “The efficiency actual microprocessor being sold. of the integration of the processing with the communications is still leading.” The first transputers to be sold, the T212 and T414, went into production in 1985, although The last component of the challenge was to the second test chip that had been developed produce a factory to make the chips. In 1982, had, in fact, been sold to IBM for use as a video construction of a wafer fabrication plant in controller in the PS/2 computer. Newport, South Wales was completed. The process technology development was led However, after the Thorn deal, there was by Peter Cavill, who came from Marconi and no additional funding for the company. Jonathan Edwards from Plessey. The company Profitability had not been attained and, also established a US subsidiary in Colorado. inevitably, redundancies followed with some The company needed memory expertise for its whole teams being laid off. In these events product plans and the first actual products that however, can be traced the genesis of the Inmos shipped were memory chips, designed current cluster beyond Inmos. and made in Colorado. The first ‘spin off’ from the company was Meiko An initial funding round of £25 million had come in 1985, with 6 engineers building parallel from the government’s National Enterprise Board, supercomputers based around the transputer but this was almost immediately at odds with the with the first production system, based on the

NMI YEARBOOK 2014 117 T414, being launched in 1986. Along the way as linking Blu Ray players to HDTVs without Meiko developed an innovative interconnection wires and wireless backhaul for 4G LTE mobile technique. However, Meiko themselves ran into phone networks. financial difficulties in the mid 1990s and formed a joint venture with Alenia Spazio of Italy called Inmos, now owned by Thorn EMI, was still Quadrics Supercomputers. Quadrics remains as struggling. The end came in 1989 when Inmos an embedded computer division within Alenia was sold to SGS-Thomson, the franco-italian Aerospatiale, part of the Finmeccanica group. semiconductor company. The charismatic managing director of SGS-Thomson, Pasquale The hardware team from Quadrics went on to Pistorio, was very enthusiastic about the set up Gnodal in Bristol in 2008 to take the transputer and wanted to revive it. The T9000 Ethernet transputer interconnection technology it programme was started in 1990 as the next had been developing in a new direction leading generation high performance transputer but to Gnodal being recently acquired by Cray Inc. long delays meant the market overtook the technology and the chip never made it into full Another company, Division, spun off in 1985 production, despite a launch in April 1991. to develop virtual reality software and hardware. Set up by a team of four that Another spinoff was Motion Media Technology included Ray McConnell, the company used in 1993, set up by a team of eight engineers parallel processing to become the ‘world’s first from Inmos who were made redundant. public virtual reality company’. Division was The company developed video communication acquired by US company Parametric networking and a videophone and had a long Technologies in 1999 for $46 million and the list of blue chip clients. The company merged technology is still used to build virtual worlds. with the Scotty group, and in 2005 the intellectual property was bought by AuPix, which McConnell went on to found PixelFusion in was set up by two former directors of Motion 1997, which developed a massively parallel Media. A spin-off from Motion Media was processing engine for high performance EsGem, who were developing a technology for computing, but struggled to find a market niche. tracking issues in networked products. It changed its name to ClearSpeed in 2001 and shifted to providing chips and accelerator cards By December 1994, Inmos was fully that plugged into PCs and servers for high assimilated into the now renamed performance computing, including scientific and STMicroelectronics, and the use of the Inmos financial systems. Despite deals with IBM and brand name was discontinued, but the legacy AMD, and selling a supercomputer cluster to the of the transputer continued. The Chameleon University of Bristol, the company suffered in the multimedia processor was developed by a collapse of the banking system in 2008 and laid team including David May – now head of the off the majority of the workforce although it computer science department at Bristol continues to sell its array processors. University and a founder of XMOS Semiconductor – and Simon Knowles – McConnell has since gone on to found who went on to co-found Element14 (sold to Blu Wireless, developing 60GHz wireless Broadcom) and Icera (sold to NVIDIA), but the technology for high data rate applications such Chameleon too never made it to production.

118 NMI YEARBOOK 2014 However, the transputer continued to evolve. “There was another opportunity that is often The most successful incarnation was the missed as the transputer was also seeking to be ST20, a re-engineered transputer derivative a system component” he said. “You needed a that was incorporated into system-on-chip higher level of abstraction from transistors and devices for set top boxes. This, eventually, gates to assemble systems so the idea was to became one of the highest volume use a computer as the component. As it microprocessors in the world with over a happens there were problems with that as it was billion units being shipped. a state of the art chip so it was an expensive component at the time and it couldn’t be made STMicroelectronics continued to be a strong in the quantities needed to build an electronic influence in the South West, employing several system. Now it would be feasible to do that and hundred staff at the Inmos site in Bristol the XMOS core is an example of that.” working on digital TV hardware and software, hard disk drive software and consumer chips. “If you did the transputer now, it would be This particular branch of the story will shortly probably too small to make – you could put end as ST has announced the closure of the around 4,000 on a single 10mm2 chip in a Bristol site in 2014. 20 or 30nm process, so you really could use it as a system component nowadays,” he said. The spirit of the transputer lives on across “Back then we were too far ahead of what the Bristol & Bath with the city being one of economics of process technology could deliver.” the world leaders in multicore technology, boasting a number of leading CPU The legacy of Inmos provides the region with a development teams and highly complex key strength in high performance computing software development and support companies. systems. Picochip, while not a direct spinoff This came in part from the graduates who from Inmos, used key expertise in massively made up the Inmos team. “The youthfulness parallel processing networks on silicon, the of the staff meant we were trying to re-invent tools to build such devices and the software to computing and that’s what made it possible program them and is now part of Mindspeed. to get such experienced people all across Startups such as Somnium and Zenotech are the industry,” said May. “That was part of developing the next generation of software for the culture,” he said. “I’m still amazed that managing multicore systems in the cloud. we managed to develop a design system from scratch and used it to develop a state As the cluster has developed, so other of the art product. companies have moved into the area to tap into the skills base and talent pool. Perhaps the best example of this spirit is at Imagination Technologies is a key player in XMOS, where chips with multiple cores and multicore systems, starting with the graphics flexible, deterministic interconnect cost just and video controllers and adding wireless, a few dollars. The first devices were launched communications and central processors, and in 2008 and now with 8, 16 and 32bit cores, this is a largely a result of Inmos-alumni and an ARM core, the xCORE chips are Sir Hossein Yassaie, its chief executive. challenging the established economics of the In 2011, Imagination chose Bristol as the micro controller market. location for its latest PowerVR Design Centre.

NMI YEARBOOK 2014 119 With multinationals such as Nvidia, CSR, continues to be used in one way or another in Broadcom, HP and others, the cluster continues many different applications today. The skills that to grow in both size and breadth. Support were developed and delivered have created a organisations such as the Microelectronics iNet generation of highly innovative, experienced have been formed to foster growth and engineers that compete on the world stage. innovation. Long standing networks such as The original spirit of entrepreneurship continues Silicon South West continue to facilitate to manifest itself in start-ups, mergers knowledge share and communications. and acquisitions. Whilst Inmos itself had a roller-coaster ride, it seeded a wonderfully The multicore technology – both hardware and rich and diverse cluster in Bristol & Bath that software – that was developed at Inmos continues to thrive.

ABOUT THE AUTHORS

Rick Chapman: Nick Flaherty: Rick has nearly 30 years of Nick is a Bristol-based freelance experience working in high technology writer, analyst and tech industries, predominantly consultant who has covered the Semiconductors and Software. semiconductor and electronics After 5 years with Marconi, markets for nearly 25 years. Rick joined STMicroelectronics in 1990. Over nearly 12 years, he held a variety of He is the Embedded Editor for EETimes international positions, including Semicustom Europe and writes for a wide range of R&D Director and Business Development technical trade publications around the Director – Microprocessors. world, including SW Innovation News, covering the technology developments in Since 2001, Rick has worked with several the region. He has worked for Electronics start-ups. He was a founding executive of Times, Electronic Engineering and Electronics SuperH Inc., an intellectual property Weekly, edited MicroTechnology Europe licensing company and, as VP of Business and Electronic Product Design and started Development, he delivered revenue growth Automotive Electronics, as well as writing from zero to $7 million in two years. for many multinational semiconductor After a spell as CTO of Cobault Ltd, a CRM companies. software company, he joined Spiral Gateway Ltd, a semiconductor start-up designing an He is also a member of the West of England innovative reconfigurable microprocessor High Tech Sector Group and heavily architecture. As CTO of Reveal2me Ltd, he involved with the silicon and technology helped bring a disruptive content delivery cluster in the SouthWest as the former platform for smart phones to market. editorial director of Silicon SouthWest, and is CTO of his own electronics startup, He is currently Director of the Microelectronics enchantd ltd. iNet and works with other organisations in Bristol & Bath supporting the high tech cluster.

Don’t get him talking about cricket.

120 NMI YEARBOOK 2014 NMI BOARD OF DIRECTORS

Dr Derek Boyd, Chief Executive Officer, NMI

Stan Boland David Wollen Patrick McNamee Ivor Evans Sir Hossein Yassaie Chief Executive, Neul NMI Board Vice President of Vice President of Chief Executive & Chairman, NMI Silicon Operations, Product Engineering, Officer, Imagination Nujira CSR plc. Technologies

Prof Anthony O’Neill Steve Reilly Ian Phillips Liam Blackwell Jan Reid Newcastle University VP of Wafer Fab Principal Staff ICT Theme Leader, Manager, Enabling Operations, Oclaro Engineer, ARM EPSRC Technologies, Scottish Enterprise

Don Nicolson Geoff Barrett Michael Tierney Brooke Hoskins Stephen Pattision Managing Director, MDAB Chair, Operations and Director of Strategy, Vice President Ichor Systems Technical Director, Supply Chain Government Public Affairs, ARM Broadcom Director, BAE Relations and Broadband Systems Programme Communications Leadership, Group Raytheon UK

NMI YEARBOOK 2014 121 NMI MEMBERS DIRECTORY

3M Aero Engine Controls ALSTOM Grid UK Cain Road York Road St Leonards Avenue Bracknell Hall Green Stafford Berkshire Birmingham ST17 4LX RG12 8HT B28 8LN T: 01785 257111 T: 01344 857171 T: 0121 627 6600 W: www.alstom.com/grid W: www.3m.co.uk W: www.aeroenginecontrols. com Altran 40-30 UK Shackleton House Pyewipe Farm Aixtron 4 Battle Bridge Lane Waddington Buckingway Business Park London Gainsborough Anderson Road SE1 2HP Lincolnshire Swavesey T: 020 3117 0700 DN21 4TG Cambridge W: www.altran.co.uk T: 01652 640777 CB24 4FQ W: www.40-30.com/4030- T: 01223 519 444 Amantys en/index.asp W: www.aixtron.com Platinum Building St. John’s Innovation Park Abstract Solutions Akya Cowley Road Hatchlands Corunna House Cambridge East Clandon 42-44 Ousegate CB4 0WS Guildford Selby T: 01223 652 450 Surrey YO8 4NH W: www.amantys.com GU4 7SJ T: 01757 292626 T: 01483 226180 W: www.akya.co.uk AMS W: www.abstractsolutions. 88 Barkham Ride co.uk Almond Engineering Fhampstead 3A Flemming Road Wokingham Adamant UK Kirkton Campus Berkshire 3-8-22 Shinden Livingston RG40 4ET Adachi-ku EH54 7BN T: 0118 973 1797 Tokyo T: 01506 410880 W: www.ams.com 123-8511 W: www.almond.co.uk Japan T: 07833 489097 W: www.adamant-kogyo.com/ home.html

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124 NMI YEARBOOK 2014 Deposition Technology DSP Valley Edex Systems Britton House Gaston Geenslaan 9 Unit 33 10 Fore Street Arenberg Science Park Parkhall Business Village Kingsbridge Leuven Parkhall Road – Weston Devon 3001 Coyney TQ7 1NY Belgium Stoke-on Trent T: 01548 856000 T: +32 1 624 1444 Staffs W: www.dep-tech.co.uk W: www.dspvalley.com ST3 5XA T: 01782 597518 DfT Solutions Dynex Semiconductor W: www.edexsystems.com 34 Woodhall Way Doddington Road Fareham Lincolnshire Electronics Link Asia Hampshire LN6 3LF 9 Nutchers Drove PO15 6BW T: 01522 500 500 Kings Somborne T: 07515 288155 W: www.dynexsemi.com Stockbridge W: www.dft-solutions.co.uk SO20 6PA E2V Technologies T: 07768 764176 Dialog Semiconductor 106 Waterhouse Lane W: www.link-asia.com 100 Longwater Avenue Chelmsford Green Park Essex Element 6 Reading CM1 2QU Kings Ride Park RG2 6GP T: 01245 453 431 Ascot 0118 945 0000 Berkshire T: W: www.e2v.com W: www.dialog- SL5 8BP semiconductor.com T: 01344 638200 Ebara Precision W: www.e6.com Machinery Europe Diodes Zetex 2 Cochrane Square Semiconductors Eltek Semiconductors Brucefield Industrial Estate Zetex Technology Park Nelson Road Industrial Estate Livingston Chadderton Dartmouth West Lothian Oldham Devon OL9 9LL EH54 9DR TQ6 9LA T: 0161 622 4444 T: 01506 460232 T: 01803 834456 W: www.diodes.com W: www.ebara-europe.com W: www.eltek-semi.com

DisplayLink UK EDA Solutions Embecosm Mount Pleasant House Unit A5 Segensworth Business Palamos House #104 Mount Pleasant Centre 66/67 High Street Cambridge Segensworth Road Lymington CB3 0RN Fareham SO41 9AL T: 01223 443920 PO15 5RQ T: 01590 610814 W: www.displaylink.com T: 01489 564 253 W: www.embecosm.com W: www.eda-solutions.com Doulos Ensilica Church Hatch West Forest Gate 22 Market Place Wellington Road Ringwood Wokingham Hampshire Berkshire BH24 1AW RG40 2AT T: 01425 471223 T: 0118 321 7310 W: www.doulos.com W: www.ensilica.com

NMI YEARBOOK 2014 125 Enterprise Q Ericsson Television FEI Company Fairhills Industrial Park Rapid House c/o Taylor Vintners Tallow Way 40 Oxford Street Merlin Place Manchester High Wycombe Milton Road Cheshire Buckinghamshire Cambridge M44 6RJ HP11 2EE CB4 0DP T: 0161 777 4888 T: 01494 558 121 T: 07776 162108 W: www.enterprise-q.co.uk W: www.ericsson.com W: www.fei.com

eoSemi European Plasma FirstEDA Somerford Business Centre Technology Eastlands II Congleton Unit 5 London Road Basingstoke Cheshire The Old Farmers Stores RG21 4AW CW12 4SN Lydney T: 01295 201250 T: 01260 285880 Gloucestershire W: www.firsteda.com W: www.eosemi.com GL15 5EB T: 01594 528282 Fluidic EPSRC W: www.eupt.co.uk 4/8 Lochend Street Polaris House Motherwell North Star Avenue EurSemi ML1 1RX Swindon 16 Summerlee Road T: 01698 327372 SN2 1ET Larkhall W: www.fluidic-.co.uk T: 01793 444000 South Lanarkshire W: www.epsrc.ac.uk ML9 2UH Fourteen Technology T: 07801 965211 1 Brynteg EPSRC Centre for IM in W: www.eursemi.com Llansadwrn Through Life Engineering Menai Bridge Services Exception EMS Anglesey School of Engineering and 32 Harris Road LL59 5ST Computing Sciences Porte Marsh Industrial Estate T: 0870 766 9350 Durham University Calne W: www.fourteentechnology. Science Site Wiltshire com Durham SN11 9PT DH1 3DY T: 07717 272255 Freescale Semiconductor T: 01913 342437 W: www.exceptiongroup.com Colvilles Road W: www.through-life- Kelvin Industrial Estate engineering-services.org/ Feabhas East Kilbride home 5 Lowesden Works G75 0TG 01355 356197 Lambourn Woodlands T: W: www.freescale.com EquipIC Supply Chain Hungerford CBC Haarlem 1 Berkshire Fujitsu Semiconductor Unit D-2 RG17 7RY Europe A. Hofmanweg 5A T: 01488 73050 3 Concorde Park 2031 BH Haarlem W: www.feabhas.com Concorde Road Netherlands Maidenhead T: +31 23 750 5144 Berkshire W: www.equipic.com SL6 4FJ T: 01628 504600 W: emea.fujitsu.com/ semiconductor

126 NMI YEARBOOK 2014 GaNSystems Gold Standard Simulations IceMOS Technology Unit 4 Glasgow University 5 Hannahstown Hill Chancerygate Business Centre Department of Electronics & Belfast Cradock Road Electrical Engineering BT17 0LT Reading Oakfield Avenue T: 028 9057 4700 Berkshire Glasgow W: www.icemostech.com RG2 0AH G12 8QQ T: 01258 455413 T: 0141 330 4790 Ichor Systems W: www.gansystems.com W: www.goldstandard Newton Building simulations.com Rankine Avenue GarField Microelectronics East Kilbride Woodchester Mill Green Hills Software G75 0QF North Woodchester Fleming Business Centre T: 01355 222166 Stroud Leigh Road W: www.ichorsystems.com Gloucestershire Eastleigh GL5 5NN Hampshire ICP Search T: 01453 872 922 SO50 9PD 1 Jubilee Street W: www.gfmicro.com T: 023 8064 9660 Brighton W: www.ghs.com East Sussex GE Power Conversion BN1 1GE Boughton Road Heriot-Watt University T: 01273 872260 Rugby School of Engineering & W: www.icpsearch.com CV21 1BU Physical Sciences T: 01788 563563 Earl Mountbatten Building Imagination Technologies W: www.ge.com Riccarton Campus Imagination House Edinburgh Home Park Estate GEO Semiconductor EH14 4AS Kings Langley Pioneer House T: 0131 451 3340 Hertfordshire Vision Park W: www.hw.ac.uk/research/ WD4 8LZ Histon experts/810_3230.htm T: 01923 260511 Cambridge W: www.imgtec.com Cambridgeshire Highland Scientific CB24 9NL Unit 16 IMEC T: 01223 911055 Bedford Business Centre IMEC vzw W: www.geosemi.com Bedford Kapeldreef 75 MK42 9TW Leuven Global Technologies T: 01234 216636 B-3001 156 Waverley Crescent W: www.highland-scientific. Belgium Livingston com T: +32 1 628 1248 West Lothian W: www.imec.be EH54 8JS Hitex UK T: 01506 794656 Millburn Hill Road Imperial College W: www.global-technologies.fr University of Warwick Science Department of Electrical and Park Electronic Engineering Coventry South Kensington Campus CV4 7HS London T: 024 7669 2066 SW7 2AZ W: www.hitex.co.uk T: 020 7594 6198 W: www.imperial.ac.uk

NMI YEARBOOK 2014 127 Infineon Technologies International Rectifier John G Peck Infineon House IR Newport Ltd B1 Wymeswold Industrial Park Great Western Court Cardiff Road Wymeswold Lane Hunts Ground Road Newport Burton on the Wolds Stoke Gifford South Wales Loughborough Bristol NP10 8YJ Leicestershire BS34 8HP T: 01633 811326 LE12 5TY T: 0117 952 7000 W: www.irf.com T: 01509 881010 W: www.infineon.com W: www.jgpl.com Ion Beam Services Ingenious Quality Unit 36B KAIAM Europe 2 Cherry Close Inchmuir Road Starlaw Park Hook Whitehill Industrial Estate Starlaw Road Hampshire Bathgate Livingston RG27 9RL EH48 2EP EH54 8SF T: 01256 767897 T: 01506 633 537 T: 01506 426000 W: www.ingenious-quality.com W: www.ionbeamservices.co.uk W: www.kaiamcorp.com

Inside Secure IQE Europe KMG Ultra Pure Chemicals Maxwell Building Pascal Close Amber Business Centre Scottish Enterprise St. Mellons Riddings Technology Park Cardiff Derbyshire CF3 0LW East Kilbride DE55 4DA T: 029 2083 9400 Glasgow T: 01773 844200 W: www.iqep.com G75 0QR W: www.kmgchemicals.com T: 01355 803000 ITDev W: www.insidesecure.com Lancaster University Kenneth Dibben House Faculty of Applied Sciences Southampton Science Park Intel Lancaster University Southampton Pipers Way Lancaster Hampshire Swindon SO16 7NS LA1 4YR Wiltshire T: 023 8098 8890 T: 01524 593018 SN3 1RJ W: www.itdev.co.uk W: www.engineering.lancs. T: 01793 403583 ac.uk/microsystems W: www.intel.com IXYS UK Westcode Langley Park Way Landis + Gyr Intellectual Capital Group Langley Park 1 Lysander Drive 15 Diddenham Court Chippenham Northfields Industrial Estate Grazeley Wiltshire Market Deeping Reading SN15 1GE Peterborough Berkshire T: 01249 455500 T: 01778 349700 RG7 1JQ W: www.ixysuk.com W: www.landisgyr.co.uk T: 01189 881150 W: www.ic-group.com Jaguar Land Rover Lauterbach Banbury Road 11 Basepoint Enterprise Centre Gaydon Stroudley Road Warwickshire Basingstoke CV35 0RR RG24 8UP T: 01926 641111 T: 01256 333690 W: www.jaguarlandrover.com W: www.lauterbach.co.uk

128 NMI YEARBOOK 2014 Logitech Manchester Metropolitan MCS Erskine Ferry Road University Centre House Old Kilpatrick Division of Electrical & Midlothian Innovation Centre Glasgow Electronic Engineering Easter Bush G60 5EU Faculty of Science & Roslin T: 01389 875444 Engineering Midlothian W: www.logitech.uk.com John Dalton East EH25 9RE Chester Street T: 0131 440 9090 Logos Logistics Manchester W: www.themcsgroup.co.uk Thistle House Greater Manchester Inchinnan Road M1 5GD MediaTek Paisley T: 0161 247 1653 30 Tower View PA3 2RE W: www.sci-eng.mmu.ac.uk Kings Hill T: 0141 847 2118 West Malling W: www.logoslogistics.co.uk Maser Engineering Kent UK Branch Office ME19 4AD Loughborough Surface Redcroft Associates T: 01732 229500 Analysis Hambridge Lane W: www.mediatek.com Pegasus House Lechlade Pre William Road Gloucestershire Megatech Loughborough GL7 3ED Littleton Drive Leicestershire T: 01367 252265 Huntington Cannock LE11 5GU W: www.maser.nl Staffordshire T: 01509 260779 WS12 4TS W: www.LSAltd.co.uk Matrics T: 01543 500044 Woodchester Mill W: www.megatech.co.uk LTX-Credence North Woodchester Kievitplein 20 Stroud memsstar® Building C-12 Gloucestershire Starlaw Park Antwerpen GL5 5NN Starlaw Road B-2018 T: 01453 872 922 Livingston Belgium W: www.gfmicro.com EH54 8SF T: +32 1 564 0582 T: 01506 409160 W: www.ltxc.com Maxim Integrated W: www.memsstar.com 4 Jamaica Street Lynbond 2000 Edinburgh Mentor Graphics 8 Blenheim Court EH3 6HH Rivergate Brownfields T: 0131 516 7800 Newbury Business Park Welwyn Garden City W: www.maximintegrated.com Newbury Hertfordshire Berkshire AL7 1AD McLaren Electronic Systems RG14 2QB T: 01707 259 996 Chertsey Road T: 01635 811 411 W: www.lynbond2000.com Woking W: www.mentor.com Surrey GU21 4YH T: 01483 2614000 W: www.mclarenelectronics. com

NMI YEARBOOK 2014 129 Metryx Moortec Semiconductor Neul 1240 Park Avenue Tamerton Road Compass House Aztec West Roborough Vision Park Almondsbury Plymouth Chivers Way Bristol Devon Cambridge BS32 4SH PL6 7BQ CB24 9AD T: 01454 456370 T: 01752 693800 T: 07771 766156 W: www.metryx.net W: www.moortec.com W: www.neul.com

Mfg Vision Multi-lab Newcastle University Friarstown House 5 Langlands Place Merz Court Crecora Kelvin South Business Park Newcastle upon Tyne Co Limerick East Kilbride NE1 7RU Ireland G75 0YF T: 0191 222 7328 T: +353 (0)61 309745 T: 01355 244456 W: www.ncl.ac.uk W: www.mfgvision.com W: www.multi-lab.co.uk Nissan Technical Centre Microlease plc MVTS Technologies Europe Unit 1 Cranfield Technology Park Waverley Industrial Park Waterside Frog Lane Cranfield Hailsham Drive Bedford Harrow Mapledurwell Basingstoke Bedfordshire Middlesex MK43 0DB RG25 2JR HA1 4TR T: 01234 755555 T: 01256 383450 T: 020 8427 8822 W: www.nissan.co.uk W: www.microlease.com W: www.mvts.com Nor-Cal UK Micron NanoScope Services Units 5 and 6 Century Court No. 30 Home Farm Business Centre Millennium Way Station Road Workshops Minety Bracknell Station Road Malmesbury Berkshire Kingswood SN16 9PL RG12 2XT Bristol T: 01666 861221 T: 01344 383400 BS15 4PJ W: www.norcaluk.com W: www.micron.com T: 0117 957 6225 W: www.nanoscopeservices. Nteklitho Micross Components com 2 Oriel Court 51 Blackcroft Road Alton Mount Vernon National Physical Hampshire Glasgow Laboratory GU34 2RX G32 OQZ Hampton Road T: 01420 594180 T: 0141 778 3619 Teddington W: www.micross.com W: www.nteklitho.com Middlesex ML Electronics TW11 0LW Nujira Brickworth Lane T: 020 8977 3222 Building 1010 Whiteparish W: www.npl.co.uk/ei Cambourne Business Park Salisbury Cambourne Wiltshire Cambridge SP5 2QE CB23 6DP T: 01794885790 T: 01223 597900 W: www.ml-electronics.com W: www.nujira.com

130 NMI YEARBOOK 2014 Nvidia Patina Lighting Plastic Logic 930 Hempton Court Unit 14 322 Cambridge Science Park Aztec West Sandyford Office Park Milton Road Almondsbury Dublin 18 Cambridge Bristol Ireland CB4 0FX BS32 4SR T: +353 (0)12 958890 T: 01223 707377 T: 01454 446 3947 W: www.patinalighting.ie W: www.plasticlogic.com W: www.nvidia.co.uk Perforce Software UK Plessey Semiconductors NXP Semiconductors West Forest Gate Tamerton Road Bramhall Moor Lane Wellington Road Roborough Hazel Grove Wokingham Plymouth Stockport Berkshire Devon Cheshire RG40 2AT PL6 7BQ SK7 5BJ T: 0845 345 0116 T: 01752 693000 T: 0161 957 5355 W: www.perforce.com W: www.plesseysemi W: www.nxp.com conductors.com Phaedrus Systems Oclaro Technology 96 Brambling Plextek Consulting Caswell Tamworth London Road Towcester Staffs Great Chesterford Northamptonshire B77 5PG Essex NN12 8EQ T: 018 2725 9546 CB10 1NY T: 01327 350581 W: www.phaedsys.com T: 01799 533 200 W: www.oclaro.com W: www.plextek.com Phasix ESD Optocap Unit 14 Woodlea Park Powervation 5 Bain Square Medstead 11 Nessan House Livingston Alton Bessboro Road EH54 7DQ Hampshire Blackrock T: 01506 403566 W: www.optocap.com GU34 5AZ Cork T: 01420 565634 Ireland Oxford Brookes University W: www.phasix.co.uk T: +353 (0)21 242 5501 Research and Business W: www.powervation.com Development Office Philips Lighting Headlington Campus Wellhall Road Premier EDA Solutions Gipsy Lane Hamilton 4 Millers House 1st Floor Oxford ML3 9BZ Roydon Road OX3 0BP T: 01698 493315 Stanstead Abbotts T: 01865 484204 W: www.lighting.philips.co.uk Hertfordshire W: www.brookes.ac.uk SG12 8HN Photronics T: 01920 876 250 Oxford Digital Bridgend Science Park W: www.eda.co.uk White Oak 1 Technology Drive West End Bridgend Presto Engineering Combe Mid Glamorgan 2 rue de la Girafe Witney T: 01656 662171 14000 Caen OX29 8NP W: www.photronics.com France T: 0845 450 5664 T: +33 2 31 062 727 W: www.oxford-digital.com W: www.presto-eng.com

NMI YEARBOOK 2014 131 PRP Optoelectronics Qualtera Reliability Consultancy Wood Burcote Way Cap Oméga 9 Alder Close Towcester Rond-Point Benjamin Franklin Romsey Northamptonshire CS39521 Hampshire NN12 6TF Montpellier SO51 5SJ T: 01327 359135 Cedex 2 T: 01794 321105 W: www.prpopto.com 34960 W: www.rcl-reliability.com France Publitek T: +33 (0)467 130183 Reliability Solutions 18 Brock Street W: www.qualtera.com 18 Hillside Bath Houston BA1 2LW Rakon UK Renfrewshire T: 01225 470000 Anteil House PA6 7NT W: www.publitek.com Windsor Place T: 07967 144097 Harlow W: www.reliability-solutions. Pulse Power & Essex co.uk Measurement CM20 2GQ 65 Shrivenham Hundred T: 01279 774 487 Reltech Business Park W: www.rakon.com Cam Mills Watchfield Lower Cam. Swindon Raytheon Systems Dursley Wiltshire Queensway Industrial Estate Gloucestershire SN6 8TY Glenrothes GL11 5PW T: 01793 784 389 Fife T: : 01453 541200 W: www.ppm.co.uk KY7 5PY W: www.reltech.co.uk T: 01592 754311 Pure Wafer W: www.raytheon.co.uk Renesas Electronics Europe Central Business Park Dukes Meadow Swansea Vale REC UK Millboard Road Swansea 27 Lifford Gardens Bourne End SA7 OAB Broadway Buckinghamshire T: 0 1792 311200 Worcestershire SL8 5FH W: www.purewafer.com WR12 7DA T: 01628 651 700 T: 07919 050018 W: www.renesas.com Qualcomm UK W: www.rec-global.com Level 3 Retronix Spectrum Point Redux Laboratories North Caldeen Road 279 Farnborough Road The 1840 Barn Coatbridge Farnborough Fullers Hill ML5 4EF Hampshire Little Gransden T: 01236 433345 GU14 7LS Cambridgeshire W: www.retronix.com T: 01252 363100 SG19 3BP W: www.qualcomm.com T: 01767 650 135. RF Global Solutions W: www.reduxst.com 21 Langlands Place Kelvin South Business Park East Kilbride Lanarkshire G75 0YF T: 01355 236392 W: www.rfglobalsolutions.co.uk

132 NMI YEARBOOK 2014 RF Support S3 Alliance Scotech 55 Carron Place Skeoge Industrial Estate Nethermill Road Kelvin Industrial Estate Beraghmore Road Langbank East Kilbride Derry Renfrewshire G75 0YL BT48 8SE PA14 6YG T: 01355 227228 T: 028 7135 7760 T: 01475 540689 W: www.rfsupport.com W: www.s3-alliance.com W: www.scotech.uk

Ricardo Samsung Cambridge Scottish Enterprise Cambridge Technical Centre Solution Centre Atrium Court 400 Science Park St John’s House 50 Waterloo Street Milton Road St John’s Innovation Park Glasgow Cambridge Cowley Road G2 6HQ CB4 0WH Cambridge T: 0845 607 8787 T: 01223 223292 CB4 0ZT W: www.scottish-enterprise. W: www.ricardo.com T: 01223 434600 com W: www.samsung.com Rochester Electronics Scottish Microelectronics Phoenix House Sanmina Corporation Centre 2 Phoenix Park UNIT 9 School of Engineering Eaton Socon Kingston Business Park Institute for Integrated Micro St. Neots Ardgowan Street and Nano-Systems Cambridgeshire Port Glasgow The University of Edinburgh PE19 8EP PA14 5DG The King’s Buildings T: 01480 408400 T: 01475 746800 West Mains Road W: www.rocelec.com W: www.sanmina.com Edinburgh EH9 3JF Rohde & Schwarz Savantech T: 44 0131 650 5610 Ancells Business Park Suite 46 W: www.scotmicrocentre.co.uk Fleet Geddes House Hampshire Livingston Seagate Technology GU51 2UZ West Lothian Ireland T: 01252 818888 EH54 6GU 1 Disc Drive W: www.rohde-schwarz.co.uk T: 01506 417030 Springtown Industrial Estate W: www.savantech.co.uk Derry Roke Manor Research BT48 0BF Roke Manor Science & Technology Northern Ireland Old Salisbury Lane Facilities Council T: 028 7127 4280 Romsey Rutherford Appleton W: www.seagate.com S051 0ZN Laboratory T: 01794 833000 Harwell Oxford Segin Global Solutions W: www.roke.co.uk Didcot 3 Balmossie Meadow Oxfordshire Dundee RoodMicrotec OX11 0QX DD5 3GG Oettinger Str. 6 T: 1235 445 276 T: 07811 449980 Noerdlingen W: www.stfc.ac.uk W: www.seginglobal.com 86720 Germany T: +49 711 8670921 W: www.roodmicrotec.com

NMI YEARBOOK 2014 133 Sel-Tek Siemens Traffic Solutions SiSTEM Technology 19 Dunrobin Drive Sopers Lane The Grafton Suite Gourock Poole Caswell Science and PA19 1EB Dorset Technology Park T: 01475 635100 BH17 7ER Towcester W: www.sel-tek.co.uk W: www.siemens.co.uk/traffic Northamptonshire NN12 8EQ Selex ES Silera T: 01327 317621 Christopher Martin Road 5A Rosemount Place W: www.sistemtechnology.com Basildon Gourock Essex Inverclyde SiVenture SS14 3EL PA19 1HQ Unit 6 Cordwallis Park T: 01268 883003 T: 07834 490803 Clivemont Road W: www.selex-es.com W: www.silera.co.uk Maidenhead Semefab Berkshire Newark Road South Silicon & Software SL6 7BU Eastfield Industrial Estate Systems S3 Group T: 01628 651366 Glenrothes South County Business Park W: www.siventure.com Fife Leopardstown KY7 4NS Dublin 18 Smartest T: 0044 01592630630 T: 353 1 291 1000 Alte Landstrasse 25 W: www.semefab.com W: www.s3group.com Ottobrunn D-85521 Semtech Silicon Agility Germany Units 2 & 3 Park Court Harewood House T: +49 (0)89 45150515 Premier Way Longparish W: www.smartest.de Abbey Park Industrial Estate Andover Romsey Hampshire Sofintsys Hampshire SP11 7AH Buckeye House SO51 9DN T: 01264 980500 Hollybush Road T: 01794 527600 W: www.siliconagility.com Newborough W: www.semtech.com Burton-on-Trent Silicon South West DE13 8SF Serma Technologies Carpenter House Innovation T: 01283 575609 33 Avenue du Général Leclerc Centre W: www.sofintsys.com Fontenay-aux-Roses 1st Floor 92260 Broad Quay Sondrel France Bath Sondrel House T: +33 1 40 95 63 35 BA1 1UD Thele Lakes Business Park W: www.serma-technologies. T: 01225 388639 Moulden Way com/en W: www.siliconsouthwest.co.uk Sulhamstead Shin-Etsu Handotai Reading Europe Simple Technical Solutions Berkshire Wilson Road 3 Bankhead Avenue RG7 4GB Toll Roundabout Bankhead Industrial Estate T: 0118 983 8550 Eliburn Glenrothes W: www.sondrel.com Livingston Fife EH54 7DA KY7 6JG T: 01506 415555 T: 01592 593300 W: www.sehe.com W: www.sts.gb.net

134 NMI YEARBOOK 2014 Spectron Gas Control Supply Design Teknis Systems Rosyth Business Centre Unit 5 Valley Farm Unit 4 16 Cromarty Campus Station Road ATU1 Rosyth Meldreth University of Warwick Fife SG8 6JP Science Park KY11 2WX T: 01763 261690 Warwick T: 01383 842477 W: www.teknis.co.uk Coventry W: www.supplydesign.com CV4 7EZ Telexsus T: 024 7641 6234 sureCore Prospect House W: www.spectron-gcs.com Sheffield Technology Park Crendon Street Cooper Buildings High Wycombe SPS Europe Arundel Street HP13 6LA Sheffield Aghmhor Annex T: 01628 440004 S1 2NS Whitmuir W: www.telexsus.com T: 0114 221 1860 Selkirk W: www.sure-core.com TD7 4PZ Teradyne T: 01750 725712 Swindon Silicon Systems Lily Hill House W: www.sps-europe.com Radnor Street Lily Hill Road Swindon Bracknell SPTS Technologies Wiltshire Berkshire Ringland Way SN1 3PR RG12 2SJ Newport T: 01793 649400 T: 01252 84456 Gwent W: www.swindonsilicon.co.uk W: www.teradyne.com NP18 2TA T: 01633 414000 Synapse Design Tetreon Technologies W: www.spts.com Automation Thermco division 1650 Arlington Business Park Spring Gardens Stepper Technology Theale Washington Unit 1 Berkshire West Sussex Block 5 RG7 4SA RH20 3BS Larkfield Industrial Estate T: 0118 929 8130 T: 01903 891700 Earnhill Road W: www.synapse-da.com W: www.tetreon.com Greenock PA16 0EQ Synergie CAD UK Texas Instruments T: 01475 635410 Greetwell Place Larkfield Industrial Estate W: www.steppertech.com Limekiln Way Greenock Greetwell Road PA16 OEQ Lincolnshire STMicroelectronics T: 01475 655511 LN2 4US 33 Pinkhill W: www.ti.com T: 01522 520222 Edinburgh W: www.synergie-cad.co.uk EH12 7BF Thales UK T: 0131 336 6000 Synopsys Northern Europe Worton Drive W: www.st.com 100 Brook Drive Worton Grange Business Park Green Park Reading Reading Berkshire Berkshire RG2 0SB RG2 6UJ T: 0118 986 8601 T: 0118 9651197 W: www.thalesgroup.com W: www.synopsys.com

NMI YEARBOOK 2014 135 Tokyo Electron Europe Unisem Europe University of Nottingham Pioneer Parkway University Park Crawley Business Quarter Pen-y-Fan Industrial Estate Nottingham Fleming Way Croespenmaen NG7 2RD Crawley Crumlin T: 0115 846 8685 West Sussex NP11 3XT W: www.nottingham.ac.uk RH10 9QL T: 01495 244111 T: 01293 655800 W: www.unisemgroup.com/ University of Southampton W: www.tel.com operations/wales.html Department of Electronics & Computer Science Toumaz Technology University of Bristol Mountbatton Building 115 Olympic Avenue Department of Computer Highfield Building 3 Science Southampton Milton Park Merchant Ventures Building SO17 1BJ Abingdon Bristol T: 0 23 8059 2886 OX14 4SA BS8 1UB W: www.nano.ecs.soton.ac.uk T: 01235 438960 T: 0117 331 5663 W: www.toumaz.com W: www.cs.bris.ac.uk University of Strathclyde 204 George Street Trymax Semiconductor University of Glasgow Glasgow 6 Rendall Gardens Department of Electronics and G1 1XW Broxburn Electrical Engineering T: 0141 548 2990 Glasgow West Lothian W: www.strath.ac.uk G12 8LT EH52 5SY T: 0141 330 5233 T: 01506 857566 University of Surrey W: www.gla.ac.uk W: www.trymax-semiconductor. Department of Electronic com Engineering University of Greenwich Guildford Old Royal Naval College Tyndall National Institute GU2 7XH Park Row University College T: 01483 686089 London Dyke Parade SE10 9LS W: www.surrey.ac.uk Cork T: 020 8331 9795 Ireland W: www.gre.ac.uk University of the West T: +353 (0)21 234 6159 of England W: www.tyndall.ie University of Hertfordshire Frenchay Campus School of Engineering and Coldharbour Lane U4 Global Solutions Technology Bristol Epsilon House University of Hertfordshire BS16 1QY Southampton Science Park Hatfield T: 0117 3282606 Enterprise Road Hertfordshire W: www.uwe.ac.uk Southampton AL10 9AB Hampshire T: 01707 284000 University of Warwick SO16 7NS W: www.herts.ac.uk School of Engineering T: 023 8076 0909 Coventry W: www.u4global.com University of Manchester CV4 7AL Oxford Road T: 024 7652 4742 Manchester W: www.warwick.ac.uk M13 9PL T: 0161 306 6000 W: www.manchester.ac.uk

136 NMI YEARBOOK 2014 University of York Wordentec Department of Electronics Lake Industrial Estate Heslington Shebbear York Devon YO10 5DD EX21 5SP T: 01904 322340 T: 01409 281853 W: www.elec.york.ac.uk/staff/ W: www.wordentec.com academic/amt.html Xaar Plc Visteon 1 Hurricane Close 1 Springfield Lyons Approach Ermine Business Park Chelmsford Huntingdon Essex Cambridge CM2 5LB PE29 6XX T: 01245 395000 T: 01223 423663 W: www.visteon.com W: www.xaar.com

Wafer Technology Xilinx 34 Maryland Road 2020 Bianconi Avenue Tongwell Citywest Business Campus Milton Keynes Saggart County MK15 8HJ Dublin T: 01908 210444 Ireland W: www.wafertech.co.uk T: +353 (0)14 640311 W: www.xilinix.com Waferdata 8 Meadow Road XMOS Semiconductor Toddington Prudential Building Bedfordshire 11-19 Wine Street LU5 6BB Bristol T: 01525 873483 BS1 2PH W: www.waferdata.com T: 0117 927 6004 W: www.xmos.com Westerwood WG Global Unit H1 Zonefox Maynooth Business Campus 5 Gayfield Square Maynooth Edinburgh Co. Kildare EH1 3NW Ireland T: 0131 208 1461 T: +353 (0)16 510121 W: www.zonefox.com W: www.westerwoodglobal. com

Wolfson Microelectronics Westfield House 26 Westfield Road Edinburgh EH11 2QB T: 0131 272 7000 W: www.wolfsonmicro.com

NMI YEARBOOK 2014 137 ADVERTISER’S INDEX

AMS...... Page 25 ARM...... Page 52 ASE Group...... Page 12 Chemring Technology Solutions/Roke Manor Research Ltd...... Page 46 Compugraphics International...... Page 106 CorTest Technologies...... Page 18 EquipIC Supply Chain...... Page 42 Exception PCB Solutions...... Page 42 Ichor Systems...... Page 106 Imagination Technologies...... ISBC IMEC...... Page 30 Imperial College London Department of Electrical and Electronic Engineering...... Page 58 Infineon Technologies...... Page 86 Logos Logistics Limited...... Page 40 Ltx Credence...... Page 16 Moortec Semiconductor Ltd...... Page 07 Nor-Cal UK Ltd...... Page 18 Nteklitho...... Page 22 Perforce...... Page 30 Phaedrus Systems...... Page 25 Phasix ESD...... Page 94 Publitek...... Page 48 REC Global...... Page 04 Reltech Limited...... Page 72 RoodMicrotec...... Page 82 Semefab...... Page 48 Simple Technical Solutions (STS) Ltd...... Page 64 Sistem Technology...... Page 113 SiVenture...... Page 16 Science & Technology Facilities Council...... ISFC Swindon Silicon Systems Limited...... Page 66 UK Electronics Skills Foundation...... OSBC University of Glasgow...... Page 28 University of Warwick School of Engineering...... Page 64

138 NMI YEARBOOK 2014 3,000,000+ units shipped per day thirty five products per second We operate in 14 countries, containing our IP employing 1,500 people

50m 50m 50m 50m 50m 50m 50m 50m 50m 50m

Over 5 billion people around the world have Imagination enabled devices Imagination is in many of the worlds most iconic Imagination is just 25 minutes from London by train consumer electronic products We own Pure, a leader in wireless music products and services

Imagination The UK technology company that’s powering the world’s best consumer electronics

Licensed by leading semiconductor manufacturers, our technologies make the world more connected, engaging and exciting than ever before. Based near London, and with offices across the UK, we are recruiting now. If you’re excited by Imagination, we’d like to hear from you. www.imgtec.com

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