MEMS | ARTICLE
Conclusion
It’s not that the MEMS industry has a poor sense of what its customers want; it’s more a mater that the mindshare in the MEMS industry has been concentrated mostly on mega platorms utilising MEMS devices, where a few product categories, most notably smartphones, automobiles and consumer electronics consume billions of MEMS devices per year.
Customers in the Long Tail were leſt in something of a quandary. Concerns about development costs and time to market imposed big barriers to entry for applications where the MEMS device volume would be on the order of thousands to hundred thousand units per year.
AMFitzgerald, with its foundry partner, Silex Microsystems, is at the vanguard of addressing the needs of underserved MEMS customers via the RocketMEMS programme, and is showing the way forward with new thinking in MEMS by vigorously responding to the lessons Chris Anderson learned from observing Amazon, Apple, and Netlix back in 2004:
Rule 1: Make everything available.
OEMs oſten can’t find the sensor they need on the open market. At the same time, designing new MEMS sensors is not where these system integrators want to add value – they want to focus on the system and soſtware differentiators that make their products great. Te RocketMEMS programme – strategic standardisation of MEMS design and processes – provides a solution to these customers, allowing them to quickly and efficiently integrate MEMS sensors into new products.
Rule 2: Cut the price in half. Now lower it.
With the RocketMEMS programme, customers can expect to reduce the total MEMS product development time for pressure sensors by at least 6-12 months, and save several hundreds of thousands, if not millions, of dollars in overall development costs.
Rule 3: Help me find it.
A.M. Fitzgerald & Associates began offering RocketMEMS pressure sensors in early 2013. For more information, customers should contact AMFitzgerald.
AMFitzgerald
www.amfitzgerald.com
Silex Microsystems
www.silexmicrosystems.com
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37 | commercial micro manufacturing international Vol 7 No.6
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