Posted on Leave a comment

חדשות ביראד – פברואר 2018

חוקר/ת יקר/ה,
אני מתכבד להגיש לכם את גיליון פברואר 2018, ט״ו שבט תשע״ח, בו מפורטים הפרויקטים החדשים לשיתופי פעולה עם התעשייה והרשות לחדשנות. פרויקטים אלו הינם בבחינת הזדמנות נפלאה לכולנו לקחת חלק בפיתוח מוצרים, שירותים והידע של המחר.
החיבורים בין אנשי אקדמיה לבין אנשי תעשיה יוצרים חדשנות. מדינת ישראל רואה בחדשנות משאב יקר ערך, ופועלת לחיזוק החדשנות הישראלית תוך ביסוסה כנכס לאומי משמעותי בשגשוג המשק הישראלי.
קצב החיים של ימינו, ההתקדמות הטכנולוגית והתחרות העצומה בכל תחום ותחום לא מאפשרים לנו לשבת בחיבוק ידיים ולא להיות חלק מהתהליכי החדשנות מסביבנו. חדשנות היא משאב הטבע שלנו!.
אתם החוקרים מהווים נדבך חשוב וקריטי במיזמי החדשנות בהווה ושל המחר, בתחומים רבים ומגוונים. כדוגמת, פיתוח תרופות מצילות אדם, חקר הסרטן, בינה מלאכותית, גידולים וזנים איכותיים ועוד.
גיליון זה יוצא בט”ו בשבט. ט”ו בשבט נבחר לציין את הגבול בין הפריחה של השנה שעברה ובין הפריחה של השנה הבאה. הוא גם ראש השנה לאילנות שמסמל עבורנו הזדמנות להתפתחות חדשה. אני מאמין כי הזרעים שנשתול היום יצמיחו את הפירות של המחר.
ואסיים בברכה בסימן ט”ו בשבט. והייתם “כעץ שתול על פלגי מים, אשר פריו ייתן בעתו ועלהו לא יבול וכל אשר יעשה יצליח” (תהילים א’, ג’).
שלכם,
ד”ר צביקה בן-פורת
מנכ”ל ביראד

 לחדשות-ביראד-מרץ-2018

Posted on 1 Comment

The Management and Organizational “Postponement” Sickness

“Do not put off to tomorrow what you can do the day after tomorrow”; “We will cross that bridge when we get to it”; “Go to the ant, you sluggard; consider its ways and rest in the shade”; “We will handle it immediately after New Year” – these sayings and many others characterize an entire behavioural culture. Leaving things to the last minute has no value. A seminar paper written one day before it is due is unlikely to be worth mentioning in the academy’s yearbook as the best seminar paper of the year. A negotiation held with teachers a few hours before the end of the school year cannot exactly be considered fair. Unfortunately, in many cases, possibly too many, that is how things are done. And we are not discussing a local phenomenon, but something that happens almost everywhere around the globe.

The “don’t worry, be happy” virus, the “trust me” germ and the “there are more important things now” bacteria can cause a whole country to suffer from one serious illness – postponement sickness. Instead of doing what is needed at the right time and place and in the right amount, we often do things according to timetables that do not necessarily fit the commitments we have taken upon ourselves or were assigned to us. Sometimes we will first do things that are more urgent but not necessarily more important, and sometimes we will act according to the principle of ‘he who yells loudest’ and not according to ’the first thing that should be done’. In most cases we do not have bad intentions, but the result can be very destructive.

Even in the field of decision making there are many good people who suffer from the malignant disease of inability to reach a decision. Why make the decision now, they ask in wonder, when we can discuss this again in two or three weeks. Whoever had the pleasure of working with government authorities can testify that postponement is one of the cornerstones of their activities. It always seems that any decision (not to mention action) made by a government authority, local authority, government office, public corporation etc. requires a huge allocation of resources to move even the smallest of things.

The postponement sickness in execution and decision making does not afflict only the public sector but exists even in some of the businesses and organizations in the private sector. Only too often things are put off not only to the last minute, but even to the moment after that. The preparations towards a professional exhibition, the opening date of which was known six months earlier, ends a good couple of hours after the arrival of the first visitors and that is also when the flyers and handouts arrive. Postponement sometimes becomes standard procedure. Salary negotiations with teachers are almost always postponed to the last day of summer vacation. Marathon discussions with employees regarding salary increase are held moments before a general strike is declared. Where were these people earlier? Why didn’t they act before the last minute?

Postponement carries a heavy price of mediocrity. You cannot write a serious seminar paper, a process which should take about four months, within 11 hours. You just can’t. Just as you can’t speed up cooking or the tree-growing processes, you cannot speed-up processes that by nature require time. Proper preparation for an exam in engineering is not possible one day before the test. Only a few hours of studying for the SATs are not the same as taking a three or four month class. We will pay the price of mediocrity not only when the grade or the quantitative results arrive, but also in ‘qualitative’ parameters – which are harder to measure but easier to feel. It is called ‘whatever’ and can be seen on people, businesses or organizations that haven’t looked at the calendar recently or haven’t properly read the instructions of the tasks they took upon themselves or were assigned to them. Mediocrity is a result of postponement.

The business world is also afflicted with postponement. Starting with the preparations towards submitting reports or writing an official opinion, through discussions held minutes before making a decision and up to executives arriving at a meeting unprepared and reading materials sent to them in advance at the last minute. Only too often the business world finds itself in situations in which decisions or performances are postponed for no practical reason.

What can we do about postponement? High self-discipline is the basis of facing the tendency to postpone, ours and the people we work with and depend on. Self-discipline is based on an inner need not to cut corners (even when we can), on very high motivation and on the aspiration to achieve and to succeed. But no less important – it is based on the ability to perform actions even if we won’t get applauded for them or alternatively even if no one will punish us if we do them wrong.

Self-discipline has a huge significance when trying to deal with postponement sickness. Why do people arrive at the dentist’s for root canal or filling a cavity only when the pain becomes unbearable? Why don’t they go once every six months or even once a year for the routine check-up as required? The answer, again, is – self-discipline. There is no (immediate) punishment for not going to the dentist’s. On the other hand, the reward is immediate. You can always find something more pleasant and less painful to do. Even the reward for emptying your car ashtray on the road (late at night, when nobody is looking) is much more immediate than the punishment of living in a dirty country in the long run.

Unfortunately, too many factors award postponement with undeserved legitimacy. Instead of condemning postponement and turning it into a bad word, some systems just make it a way of life. The war against postponement should be held in the country institutions, in the local governance or school managements, in boards of directors and by each and every citizen. Self-discipline and willingness to work according to importance and not necessarily according to urgency will lead the social and business activities to other, much better, places. Early planning and management according to goals will also help getting rid of momentary whims that cause some people to prefer the easier present rather than hard work that ensures a better future.

Posted on Leave a comment

הרשם לגיליון החדשות לחוקרים של חברת ביראד

הרשם עוד היום לגיליון החדשות לחוקרים של חברת ביראד .

ביראד היא חברה בבעלות מלאה של אוניברסיטת בר-אילן האחראית על מסחור הטכנולוגיות החדשניות, אותן ממציאים חוקרי האוניברסיטה. החברה מעודדת מדענים לקדם את מחקריהם ולהרחיב אותם בכיוון של מיזמים יישומיים ותעשייתיים.

לפרטים נוספים ולרישום :

לחץ על – Read More

להרשמה : לחץ כאן

Posted on Leave a comment

גיליון החדשות הראשון לחוקרים של חברת ביראד – ינואר 2018

חוקר/ת יקר/ה,
אני מתכבד להגיש לכם את גיליון החדשות הראשון לחוקרים של חברת ביראד – חברה למחקר ופיתוח בע”מ של אוניברסיטת בר-אילן.
ביראד היא חברה בבעלות מלאה של אוניברסיטת בר-אילן האחראית על מסחור הטכנולוגיות החדשניות, אותן ממציאים חוקרי האוניברסיטה. החברה מעודדת מדענים לקדם את מחקריהם ולהרחיב אותם בכיוון של מיזמים יישומיים ותעשייתיים.
עם כניסתי לתפקיד לפני למעלה מחצי שנה, שמתי את נושא השירות והקשר עם החוקרים בראש סדר העדיפויות של החברה. בתקופה זו ביצעתי מספר מהלכים ארגוניים על מנת לתת לכם חווית שירות טובה ומקצועית, הכוללת: מתן מענה מקצועי ומהיר על ידי צוות העובדים, ניצול מירבי של מגוון מקורות המימון שעומדים לרשות החוקרים (מגנט, מגנטון, קמין, נופר וכדומה) ותשואה מקסימלית בכל תהליך מסחור וכיוצ“ב.
בעלון זה ובבאים אחריו, שישלחו פעם בחודש (מבטיחים שלא להציק)  אנו נרכז עבורכם את כל הפרויקטים החדשים (”קול קורא“) בכל התחומים, שבהם אנו חושבים כי לחוקרי האוניברסיטה יש את הידע והטכנולוגיות לקחת בהם חלק, ונשתף אתכם במידע חדשותי, עדכונים והחלטות בתחום המסחור הקניין הרוחני, תקציבי פיתוח ומענקים שאושרו לקידום המחקר היישומי, שת”פ עם חברות תעשיה, סיפורי הצלחה עוד.
אני מאמין כי הפעילות והעשייה המשותפת בין האוניברסיטה לביראד תעמיק את הקשר והמחויבות ההדדית בין חוקרי האוניברסיטה, הקהילה המדעית וגורמים בתעשייה, למען כלכלת ישראל ולרווחת תושביה.
אין לי ספק כי על בסיס שותפות מצוינת זו נמשיך לפעול יחדיו לביצוע משימות והיעדים שהצבנו לעצמנו.
שלכם,
ד”ר צביקה בן-פורת
מנכ”ל ביראד
Posted on Leave a comment

Self-Discipline and Commercial-Business Success

Self-discipline is a very important factor in the business world in general and in the business entrepreneurship world in particular. In fact, self-discipline is a healthy basis not only for the business world but also for good citizenship, proper parenting and conflict-free neighbouring. It is much easier to leave your garbage near the building dumpsters than inside them. It is much easier to ignore the filth in the building’s lobby than to pick it up and throw it away. It is much easier to ignore a warning sign on the road and to keep driving however we feel like than to consider other drivers.

Self-discipline is a behavioural tool that consists of six elements that complement one another and are expressed at almost every point of strong self-discipline (and are non-existent for people who have no self-discipline):

Postponement of gratification: there are many things that are easier and more pleasant than submitting reports or filling in forms. However, postponement of gratification is considered a central element in the civilized world, as well as in the business world and other worlds. It is worth mentioning that instant gratification is very tantalizing for most people and, naturally, also easier and more pleasant to perform than their main goals, those that actually move them ahead.

Performing actions that do not receive instant encouragement: every person performs important actions (personal, social, civil, business and so forth) every day, many of which they do not receive instant encouragement for. A driver does not get an award every time they halt at a stop light or to let a pedestrian cross the street. Still, they keep doing this just out of self-discipline.

Correct action even in the absence of immediate punishment: following the above paragraph where I discussed actions which do not receive instant encouragement, I would also like to discuss the question of correct action in the absence of immediate punishment. One example for this is the incapability of the authorities to immediately punish tax evasion. With no immediate punishment, the temptation to evade paying taxes is great. In these situations specifically, self-discipline is critical to the success of any person, and more so for long term success.

Focusing on the important things and leaving the insignificant behind: it is very easy to take care of trivial, useless, things that do not promote any activity or purpose. It is very easy to be trapped into nonsense and gossip that have no bearing on the business goal and to waste time in discussing or dealing with them. The ability to focus on what is important, on tasks and goals, is critical to success.

Correct management of long term processes: most processes divide into two: those which require a reaction in the short and immediate term and those that require a long series of activities and in nature are built for long-term work. Self-discipline means knowing how to correctly balance long-term tasks (those that do not yield immediate results or which may require investment of many work hours) and short-term tasks, especially short term tasks that yield immediate success.

Doing the right things even without supervision: as I have mentioned earlier in the book (and will continue to), without self-discipline the entrepreneur’s ability to act will be very low, although this situation may change dramatically if they have an active management or board of directors to whom they must report. As opposed to that, people who have high self-discipline can act without supervision and without oversight of any kind and still do their jobs very well.

Posted on 1 Comment

Assertiveness

Almost our entire life (as youngsters, adults, employees, businessmen, executives etc.) is paved with events that require proper attention from us. Sometimes our reaction to an event depends on our personal abilities, sometimes it is related to our mood at the time, and sometimes we feel, for some reason, as if we are taken over by dark and unfamiliar forces. They are uncomfortable and unpleasant but they are a fact.

When an event occurs in a situation that is comfortable and pleasant for us, when we feel at home, our normal response repertoire will most probably provide a good result and even the most appropriate one. In such a situation we do not need to think too much and we do not feel pressure. Both sides to the dialogue understand one another, agree and approve that they can operate in full cooperation without damaging one another’s interests.

The problem does not lay in situations in which everyone agrees with us: the bank manager agrees to our request to increase our credit line; the investor agrees to increase his investment in our idea by an additional thirty thousand Euro within two hours; or the operations manager informs us that he can deliver the urgent order immediately. The problems start when there is no agreement between the parties. When there is a heated argument or emotionally charged dialogue. In cases of a harsh exchanging of words, mutual accusations, misunderstanding of instructions or processes. The other party can be anyone: a work partner, a businessperson wishing to purchase products or services for their company, a CFO of a competing organization, the bank manager, your accountant or even your neighbour. Quarrels, conflicts or disagreements can burst out at any time and with anyone. Sometimes it will be with someone we do not meet with very often and sometimes with someone very close to us. Sometimes this may be with a person that does not have much influence and can do little harm and sometimes with a person who’s impact on us can be very bad.

Any person caught into a situation that is problematic or difficult for them typically responds in one of three basic manners: ’run’, ‘attack’ or ‘freeze’. Under such circumstances, the rational, modern and advanced person returns to being the Neanderthal primitive beast and forgets all of their manners and political correctness. Anyone who has ever provided services to a client can tell of an event in which the client ‘lashed-out’ for no apparent reason and poured their wrath on the service representative – a behaviour which seemed without good cause. These outbursts can happen with no warning; sometimes they are preceded by silence: a roaring silence or an indrawn silence. On the surface nothing is visible. No sound can be heard. But inside the rage builds and accumulates until it is impossible to contain it any longer, and then the person attacks, freezes or ‘runs away’. Sometimes one other side causes this without noticing, they are so absorbed in their own things and interests that the interests of the other party simply do not exist for them. Sometimes the collision is structured within the dialogue itself between two different sides that may even be hostile to one another. These are situations in which the parties to the dialogue have different interests and sometimes quite opposite ones. These situations are common, for example, in the insurance field, the banking field, government offices and more. The interests of some will be different to or even opposing those of the business owner’s. Entrepreneurs, shareholders or company owners must thus know how to act in these situations and how to talk to the various role players.

When a person becomes an entrepreneur, their own boss, or other people’s boss as part of their role as CEO or shareholder, they must be prepared for an increase in the number of the friction points, a rise in the number of controversial subjects and an overflow in the number of people they will need to communicate with and to settle differences with. This is exactly where the role of assertiveness begins.

Assertiveness is a central work instrument in the successful management of all relationships and especially valuable to every entrepreneur (whether they have excellent ideas, are a business entrepreneur or an investor in a commercial start-up). A good definition of assertiveness is “decisiveness, confidence and a direct, resolved and firm style of speaking which enables a person to insist on what they need whilst still respecting the values and opinions of others”.  It is the last part of the definition which makes the difference between ‘aggressive’ and ‘assertive’ , the key difference is that the aggressive person will simply demand something from another, the assertive person will be asking for the same thing but will be providing a reason for why they need it. Equally the assertive person will have an understandable reason for refusing a request (demand) made of them.

Thus, being assertive gives the ability to say ‘no’ without feeling guilty. In the business world, we are talking about a businessperson’s ability to say “no” or “it is not possible” even in circumstances which are difficult for them. Such as, for example, when a family member wants to join the business but does not have the required capabilities, or when an investor presents an entrepreneur with a request that they cannot accept. Having – and giving – a reason for their decision allows the other party to understand it and helps avoid conflict

Another, equally important, aspect of assertiveness is the ability of a person to ‘stand their own ground’ when dealing with another person and thus to obtain what they need whilst at the same time avoiding hurting the other person. This ability puts the business entrepreneur on a very interesting track, one in which their needs (or those of the business they represent) can be accepted to be at a higher priority than the needs and wishes of other people or organizations.

As I have mentioned before, when there is no conflict of interests agreement is usually quickly reached and really assertiveness is not necessary. However, the more the event becomes complex and the more people, pressures, interests and factors are involved in it, the more difficult it becomes to either to say “no” or to get agreement to what is required.

In many instances the higher ranking the executives a person is facing, then their basis of communication with the other side can become more narrow and their needs less aligned and thus the ability to say “no” or to say what they really need may decrease dramatically.   This really emphases the need for preparation and a clear understanding of the ‘why’.  A case that wonderfully demonstrates the above happened to an entrepreneur in the field of construction who arrived for a meeting at a bank with the branch manager. He thought he had prepared himself properly and memorized his arguments over and over. A minute before the meeting was about to start, he still confidently knew what he was going to demand from the branch manager. But then the door of the meeting room opened and when he was invited in he was faced with the CEO of the bank who had come to hear face-to-face the needs of preferred clients of the bank. After the fact, the man recollected that his verbal ability to present his demands to the general manager of the bank, the most important persona in the bank – had significantly dropped. He realized that although he had   ‘practiced’ all his demands before the meeting with the branch manager he had not given enough attention to the ‘why’s and thus he had little ability to be assertive when he found himself sitting with the most high-ranking executive in the bank.

A similar event occurred a few months ago when the president of a certain commercial company, a respected man with an amazingly distinguished appearance (there is no better way to describe him), found himself in an unusual situation. At a meeting held between the chairman of the employee union and the company’s CEO, the union chairman announced that the employees intend to initiate a strike and paralyze the whole company. A ‘coincidental’ (well-timed) entrance made by the company’s president at this meeting overturned the situation. The President explained without emotion why the company was unable to accept the union demands and what the effect would be on the company. The militant union chairman agreed to postpone the decision whether to strike for three months, during which the sides were able to reach an agreement.

I would expect to find assertiveness in a response to improper behaviour in the business world (and at the same time in the world of entrepreneurship and all other aspects of life). Apparently, it seems that the business world runs according to a politically correct behavioural code, but reality shows that this world is also full of passion and anger and at times is infected by outbursts of verbal violence (not to mention unexpected physical violence).

True, these cases are quite rare, but sometimes a difficult conversation can be held softly, considerately, with plenty of empathy and still be tough and uncompromising. In these cases (and even in more difficult events), assertiveness – meaning giving careful attention to the reasons for saying ‘yes’ or ‘no’ – is key to reaching a satisfactory conclusion.

Posted on Leave a comment

Researchers from the Institute for Nanotechnology and advanced materials (BINA) in Bar-Ilan University, win funding from the Israel Innovation Authority, as part of the MAGNET incentive program – MDM

The Israeli chip consortium, MDM – Multi Dimensional Metrology, which promotes the development of measurement and process control technologies in the chip industry, based on data fusion from many sources, began to operate in September following approval of the Israel Innovation Authority.

The new consortium, established at the initiative of Applied Materials Israel, will include researchers from the Institute for Nanotechnology in the Bar Ilan University: Dr. Yaacov Tischler, Dr. Sharon Shwartz and Dr. Lior Klein who were granted funds totaling 727,419 NIS to carry out their researches. The funds for the MAGNET program to the Bar-Ilan University, were raised by BIRAD – Research and Development Company LTD.

MAGNET is a program sponsored by the Office of the Chief Scientist of the Ministry of Industry, Trade & Labor, which focuses on strengthening the Israeli Industry through funding of research and development collaborations between industrial companies and academic research groups, seeking to develop innovative technologies in different fields. The government is expected to fund about 80% of the academic research budget of the consortium through the Innovation Authority (and the rest from the industrial companies in the consortium) and is expected to operate for 3-5 years.

The chairman of the consortium is Yoram Uziel, Director of Technology at PDC, Applied Materials Metrology Division. The new consortium will include leading companies in the field of process control, such as Nova – a leading innovator and a key provider of metrology solutions for advanced process control used in semiconductor manufacturing, Bruker (which acquired Jordan Valley of Israel), Dell EMC, Nanonics, leader in atomic microscopy measuring solutions, Nanomotion, which develops nanoscale conveyance systems, EL-MUL, from Rehovot, which manufactures detectors for the nanoscale industry.

The academic side will include research groups from the Technion, Hebrew University, Tel Aviv University, the Weizmann Institute, and Ben-Gurion University, which will also provide construction services for nanoscale structures.

 

About BIRAD – Research & Development Company Ltd.

BIRAD, established in 1974, was founded in order to commercialize the academic knowledge of the Bar-Ilan University. The company offers collaborations, corporations and alliances to manage the intellectual property, technology commercialization by creating risk and licensing, promotion of scientific service agreements through the technological knowledge and infrastructure of the University for the benefit of the members of the industrial community, and outsourcing services for the business sector as part of the Division of Scientific Services. The company has access to facilities for life sciences, Nanotechnology, chemistry and other fields of research. The company collaborates with the Institute for Nanotechnology and the Faculty of Medicine in the Galilee, and has signed collaboration agreements with international companies such as Samsung, BASF, GM, EMC, and more.

 

For additional info: Merav Burstein:, cell: 972-52-2229330, email: merav@birad.biz

 

 

Posted on Leave a comment

HiPer SoC Lab announces its first SoC platform designed in close collaboration with Cadence, imec and TSMC

 Ramat Gan, Israel,

The HiPer Consortium SoC Lab of Bar Ilan University, together with its partners, Cadence Design Systems, imec and TSMC, announced today the successful bring-up and validation of its 28nm system-on-chip (SoC) platform, which provides a foundation for collaborative innovation in advanced process nodes.

The SoC Lab, funded by the Magnet Program of the Israel Innovation Authority in the framework of the HiPer Consortium, was established to address multiple challenges of SoC design. This is Israel’s first scaled SoC design, implementation and measurement laboratory that ties academic research to industrial requirements.

The 28nm SoC is the HiPer SoC Lab’s first project and the fruition of extensive design effort and collaboration, covering all the design aspects from architecture definition to silicon validation. It integrates complex digital and analog intellectual property (IP) such as control processor, network-on-chip (NOC) interconnect fabric and advanced analog front-end (AFE). This platform is used to characterize and test new developments in a system level environment, as well as to develop and practice advanced design flows and methodologies. This project sets the infrastructure for future collaborative industry-academia SoC-related research and development in scaled process nodes.

The 28nm SoC project is the result of a unique partnership and close collaboration between the HiPer SoC Lab and major players in the semiconductor industry ecosystem.

“We appreciate the contributions from all of our industry partners to the success of the SoC Lab”, said Professor Alexander Fish at Bar-Ilan University. “We are looking forward to continue and further develop this unique academia-industry cooperation in our next projects”.

The design and verification know-how that was gathered during this project, along with the IP validated upon the SoC platform, will be used by the Israeli microelectronics industry for commercial products.

Cadence, via its Cadence Academic Network, supported the tapeout by providing licenses of its Cadence® digital and signoff solutions. Additionally, Cadence Design IP, such as Ethernet Controller and PHY, were integrated in the design. For the hardware/software co-verification, the Cadence Palladium® hardware emulator platform was deployed. During the tapeout phase, the company offered their extensive engineering expertise. The combination of the company’s software, services, Design IP and Palladium platform enabled the first-time-right silicon success.

“The HiPer Consortium project is a fantastic example of how academia and industry can work together and exchange expertise to support design innovations,” said Sanjay Lall, Vice President of Worldwide Field Operations for Cadence EMEA. “With this success, the Israeli microelectronics industry has received an important platform to address advanced SoC design. We are excited to be part of the next projects with our collaboration partners.”

Cadence, the world-leading research and innovation hub in nanoelectronics and digital technologies, provided the foundry tapeout support and low-cost prototyping services through its imec.IC-link program.

“imec.IC-link is proud to be part of this HiPer SoC Lab initiative. In a spirit of collaborative innovation, HiPer is bridging the gap between academia and industry. The accumulated experience will lower the barrier for startups and SME’s, to gain access to advanced ASIC technology”, said Steve Beckers, VP at imec and GM of imec.IC-link.

TSMC, the world’s largest dedicated semiconductor foundry, provided access to its 28nm HPM process technology design kit, including standard cell libraries, memory compilers, I/O libraries and provided foundry services.

“I congratulate the HiPER consortium on the successful launch of its design Platform, which offers new designers a fast route to silicon success”, said Maria Marced, President TSMC Europe. “This design platform will showcase the innovation of the Israeli design community. As the world’s leading semiconductor foundry, TSMC is happy to offer our technology leadership as well as manufacturing excellence, and we look forward to further close collaboration.”

——————————————————————————————————-

 

About HiPer Consortium
The HiPer consortium is involving industrial companies and academic research to push the VLSI/SoC performance boundaries and achieve a much better, cheaper and faster R&D process and chips. The HiPer consortium has set the following long term strategic goals:

  • Cut by 50% the time that takes to design and integrate a complex SoC chip.
  • Get a working chip in the first Fab round.
  • Improve the system performance by 30% without compromising on area and power.

To achieve the above goals, the HiPer consortium is conducting cutting edge R&D work in the following technological areas:

  • Establish and implement SoC laboratory in Bar Ilan University that will develop the required infrastructure, tools and knowledge for the rapid integration of SoC in 28nm or smaller geometries.
  • Develop new methods and algorithms for the efficient and rapid data transfer in parallel processing and multicore heterogeneous devices.
  • New and efficient models for the implementation of rapid and cost effective memory models for SoC implementations.
  • Research new models and algorithms to accelerate the performance of multi core, DSP based systems.
  • Research and develop novel methods to conduct process node comparison to match the best fabrication process for a given set of requirements.
  • Develop methods and tools for an early evaluation of system performance

More information about the Hiper consortium is available at www.hiper.org.il

About Cadence

Cadence enables electronic systems and semiconductor companies to create the innovative end products that are transforming the way people live, work and play. Cadence software, hardware and semiconductor IP are used by customers to deliver products to market faster. The company’s System Design Enablement strategy helps customers develop differentiated products—from chips to boards to systems—in mobile, consumer, cloud datacenter, automotive, aerospace, IoT, industrial and other market segments. Cadence is listed as one of Fortune Magazine’s 100 Best Companies to Work For. Learn more at www.cadence.com

About imec
Imec is the world-leading research and innovation hub in nanoelectronics and digital technologies. The combination of our widely acclaimed leadership in microchip technology and profound software and ICT expertise is what makes us unique. By leveraging our world-class infrastructure and local and global ecosystem of partners across a multitude of industries, we create groundbreaking innovation in application domains such as healthcare, smart cities and mobility, logistics and manufacturing, and energy.

As a trusted partner for companies, start-ups and universities we bring together close to 3,500 brilliant minds from over 75 nationalities. Imec is headquartered in Leuven, Belgium and also has distributed R&D groups at a number of Flemish universities, in the Netherlands, Taiwan, USA, China, and offices in India and Japan. In 2016, imec’s revenue (P&L) totaled 496 million euro. Further information on imec can be found at www.imec.be 

Imec is a registered trademark for the activities of IMEC International (a legal entity set up under Belgian law as a “stichting van openbaar nut”), imec Belgium (IMEC vzw supported by the Flemish Government), imec the Netherlands (Stichting IMEC Nederland, part of Holst Centre which is supported by the Dutch Government), imec Taiwan (IMEC Taiwan Co.) and imec China (IMEC Microelectronics (Shanghai) Co. Ltd.) and imec India (Imec India Private Limited), imec Florida (IMEC USA nanoelectronics design center).

 

About TSMC

TSMC is the world’s largest dedicated semiconductor foundry, providing the industry’s leading process technology and the foundry segment’s largest portfolio of process-proven libraries, IPs, design tools and reference flows. The Company’s owned capacity in 2017 is expected to reach above 11 million (12-inch equivalent) wafers, including capacity from three advanced 12-inch GIGAFAB® facilities, four eight-inch fabs, one six-inch fab, as well as TSMC’s wholly owned subsidiaries, WaferTech and TSMC China. TSMC is the first foundry to provide both 20nm and 16nm production capabilities. Its corporate headquarters are in Hsinchu, Taiwan. For more information about TSMC please visit http://www.tsmc.com.