High Volume Manufacturing and Field Stability of MEMS Products

Martin, Jack

doi:10.1007/978-3-540-29857-1_55

Cited by 3 publications

(4 citation statements)

References 32 publications

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“…The company's greatest innovation motivation is to save time and money (Rivas and Gobeli, ), gaining future competitive advantages (Mabert et al., ; Mudambi et al., ) and defending them against market entries of competition (Hauser et al., ). From the technology side, this is primarily done through miniaturization and high‐volume products (Tierney and Walsh, ; Vigna, ; Martin, ). However, from the organizational side, Sherman and Smith () observed that the organization's structure undermines intrinsic motivation with a negative influence on employees’ autonomy and freedom, caused by greater controls, formalization, and centralization.…”

Section: Background and Past Researchmentioning

confidence: 99%

“…Examples of NEMS are IBM's ‘Millipede’ (Vettiger et al., ), Samsung's field emission display based on carbon nanotubes (CNTs) (Lee et al., ), or cantilever‐based sensors in scanning probe microscopies (Li et al., ). For MEMS/NEMS the business and technical challenges are different from the classic semiconductor problems with longer design cycles, high cost per function, and slower time to market (Martin, ).…”

Section: Introductionmentioning

confidence: 99%

“…Typical application fields are the automotive industry, communication sector, consumer industry, health care, security, and environmental monitoring (Grace, ; Hierold et al., ; Crone, ). Diversity causes difficulties in creating coherent manufacturing processes, especially in the case of packaging, which often inhibits commercialization (Tadigadapa and Najafi, ; Tierney and Walsh, ; Martin, ). While MEMS technologies matured in the last 20 years, there still exist fundamental and technological challenges in NEMS, especially in developing reproducible techniques allowing mass production of such complex devices (Ekinci and Roukes, ).…”

Section: Introductionmentioning

confidence: 99%

“…Only a few standards in manufacturing (Martin, ); no technology roadmapping for MEMS/NEMS (Kanama and Kondo, ) as for semiconductors, e.g. International Technology Roadmap for Semiconductors (Arden, ).…”

Section: Introductionmentioning

confidence: 99%

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Managing technology development teams – exploring the case of microsytems and nanosystems

et al. 2013

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New sensor and actuator concepts based on microelectromechanical systems (MEMS) and nanoelectromechanical systems (NEMS) are increasingly being developed from lab status toward commercialization. The associated technology development for the provision of improved functionalities and cost reduction often requires highly interdisciplinary development teams where scientists and engineers from different disciplines closely work together. Managing these teams is a key challenge for MEMS/NEMS organizations. This research examined eight technology developments in MEMS/NEMS in international companies. Based on in-depth interviews with innovators, we explored the managerial aspects of development teams. We identified and discuss (1) leadership, (2) market, (3) team structure and culture, (4) innovation motivation, (5) innovation driver, (6) experience and know-how, and (7) product vision and innovation strategy as key influences on teams in the early development phases of MEMS/NEMS. Our study reveals that integrative and manufacturing know-how and capabilities are the most critical capacities to be developed by the team from the idea to the concept phase. The team's lived experience during long development times from 5 to 10 years or more may allow a fast response to changes from market and technology (e.g. materials and nanotechnology). The results indicate that the process of how know-how and capabilities are created by the team is more important than the mere existence of specific expertise.tromechanical systems/nanoelectromechanical systems (MEMS/NEMS) companies work on new concepts to reduce costs through miniaturization and a decrease of material consumption (Vigna, 2009;Burger and Staake, 2010). A positive side effect is that more functionality and higher performance can be integrated on the same or smaller footprint

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