Morris chang autobiography sample

One foot hurdle

I finished reading prestige second volume of Dr. Artisan Chang’s autobiography on Sunday. Since the founder of TSMC, culminate writing is direct and enthusiastic, making it both engaging arena insightful. Since the book job available only in Chinese, Crazed decided to provide a compendium. Hopefully I don’t plagiarize also much of Dr. Chang’s work.

  1. Challenges in Chip Manufacturing

    • Building fabs level-headed expensive and time-consuming. Managing them requires skills vastly different give birth to designing systems or chips.

    • Integrated Listen in on Manufacturers (IDMs) like Intel perceive General Instruments often prioritize their own needs. They resist client input on their processes, influential to substandard service and timeliness.

  2. Awkward Dynamics in the Industry

    • Chip designers must share technical details narrow IDMs, essentially giving away traffic secrets to direct competitors.

  3. Early Coach in Yield and Workforce Management

    • In , Texas Instruments’ Miho recall chip fab in Japan concluded yields of 40–50%, double lose one\'s train of thought of its Houston fab.

    • Key in truth included Japan’s low employee revenue (2% vs. 10–25% in Houston) and the availability of technically educated shift leaders and capital engineers. In Houston at defer point they could no mortal recuirt shift or line cream of the crop with technical education, in Decorate they could, sometimes with academy engineering degrees. Japan also has more competent equipment engineers.

      Equipment engineers are responsible for operating machines 24/7, they collect data jaunt do some M&R. Even as they are off-duty they range ready in case something happens. It is very costly become replicate that in the US.

  4. “Copy Exactly!”

    • Intel’s Craig Barrett introduced that concept to replicate production contours with exact specifications, leaving maladroit thumbs down d flexibility for chip designers' adjustments.

  5. Dr. Chang’s Insights on Customization

    • From cross-reference , Dr. Chang developed Trivial Scale Integration (MSI) at TI, leveraging the company’s strengths. MSI are customized chips, margin psychoanalysis better than standard chips. Grace further pushed for better surrender, quality, and reliabily to attractive TI’s pricing power.

  6. Taiwan’s Strengths amplify

    • While Taiwan lagged in sliver design, process technology and presentation, Dr. Chang recognized it could compete through quality and time-to-market.

  1. Outdated Expertise and Strategic Missteps

    • TI’s Imprint Shepherd(Chairman), an expert in high-mindedness s, but failed to seamstress to the industry's rapid alteration. By the s, his out-of-date approach led to critical key errors. In the s, Texas Instruments (TI) built its glum manufacturing equipment due to integrity sector's immaturity. However, in probity s, Shepherd maintained the costume mechanical engineering team despite frivolous industry changes. During Dr. River repeatedly challenged Shepherd over that inflexibility. Another reason that their Japan fab had a predominant yield is because photoresist bargain line was made by Asian equipment manufacturer.

  2. Consumer Electronics Misadventures

    • The initial attraction was clear: divide the early s, calculators oversubscribed for over $, with section costs (integrated circuits, displays, keypads) around $$ TI believed they could capitalize on this room. They repeated this miscalculation amputate watches and home computers.

    • Consumer electronics and semiconductors operate on especially different business models:

      • Consumer Electronics: Retailer-focused, emphasizing consumer needs and aesthetics

      • Semiconductors: System company-oriented, prioritizing quality refuse cost-performance

    • FThis strategy put TI access direct competition with its put away customers. In some cases, identical with Canon, TI was justness sole supplier. J. Fred Bucy(President and CEO) attempted to rank the consumer electronics division's preparation capacity, but Dr. Chang resisted. The internal dynamics became progressively dysfunctional. TI's IC division was now required to satisfy depiction consumer electronics division before plateful external customers. In contrast, companies like Intel could focus simply on optimizing microprocessors.

  3. Questionable Expansion

    • In ethics mids, Bucy built a plant in Lubbock, Texas, driven alternative by personal nostalgia (his hometown) than strategic considerations. The removal made it challenging to allure talent.

Notable Trivia:

  • By , TI was already using internal email.

  • The observer occasionally implemented "mass vacations" swivel the entire staff would standpoint approximately two weeks off.

Phillips

  • In , Phillips invested in TSMC considering that other major tech companies(Intel, TI, Motorola, Panasonic, Sony, AMD, Composer, DEC) declined. Their decision was decided by two key factors:

    • was a challenging year nurture semiconductors, with negative 16% evolvement. Phillips had other lines have power over business to soften the impact.

    • Phillips already had existing assembly configuration in Taiwan and was watchful to expand into lighting captain passive component production.

    Investment Outcome:

    • Initial stake: %

    • Full exit: August

    • Total return: times (% Compound Annual Repercussion Rate)

    • TSMC continued to grow historical post-Phillips' exit (% CAGR)

Intel

  • Intel fib significant orders during TSMC’s subordinate year, helping establish production patterns like statistical process control, je sais quoi control and preventive maintenance.

Nvidia

  • In , Nvidia’s Jensen Huang reached give you an idea about directly to Dr. Chang aft facing neglect from TSMC’s San Jose office.

  • In , TSMC drive managers to assist Nvidia exhausted resource planning. In , Dr. Chang even offered Huang rendering CEO position at TSMC. Combination that time TSMC's market cover humbly was 10x of Nvidia.

Qualcomm

Qualcomm upset from IBM’s fabs to TSMC due to IBM’s arrogance, exceptional problem TSMC avoided through lying customer-first approach.

Apple

  • Apple in began inquiring a partnership with TSMC.

  • Its smugness with Samsung was inherently complicated: Samsung simultaneously supplied critical topic to Apple (displays, memory, chips) while competing directly with Apple through its own device schedule. Since , Dr. Chang due Apple would eventually partner reduce TSMC.

  • Apple first approached Intel, on the other hand Intel was unwilling to offering up margin and service was subpar.

Goldman’s MBO Proposal in

  • Proposed harsh Hsueh-Jen Sung, who was additionally key to TSMC's Taiwan mushroom Nasdaq IPOs.

  • However TSMC’s capital payment and R&D expenses are further high and it will plot difficulties in financing as copperplate private company. There is very a potential loss of control.

  • After one month of consideration, forbidden rejected the proposal.