Making a $200 million bet on the semiconductor business
Vivek Jain, senior vice president of manufacturing operations for Maxim Integrated Products, talks about the company's decision to expand its plants.
In the highly competitive global semiconductor business, Maxim Integrated Products Inc. made a big bet on American manufacturing by investing $200 million to expand its plants in Beaverton, Ore.; Dallas; San Antonio; and its home office in San Jose, Calif. Vivek Jain, senior vice president of manufacturing operations for Maxim, talks about that investment and its impact on overall business.
PE: Why is this the right time for Maxim to invest in these facilities?
Jain: This current investment allows us to bring the latest mixed-signal analog process technologies to each of our U.S. factories. This investment will improve our ability to meet customer demand for highly integrated products.
PE: Maxim’s chip manufacturing business is highly competitive worldwide. How will these expansions help you maintain a competitive edge?
Jain: We have cost-competitive manufacturing in the U.S. This investment continues to give us geographical diversity, guarantee long-term supply to our loyal customers, and protect critical intellectual property. These vectors help us maintain a competitive edge.
PE: You’ve also embarked on an aggressive energy management campaign. Talk about your goals for that program, and why energy management is such an important part of your manufacturing strategy.
Jain: Natural resources are precious and limited. Cost of energy has been steadily going up. Through conservation we help the environment as well as keep cost in check. As you know, we have been recognized by many agencies on our conservation efforts for energy and water usage.
PE: One key issue our readers face is workforce development. How to do you find, train, and retain workers in this field?
Jain: Despite a shrinking number of companies doing manufacturing in the U.S., there is still a tremendous talent base for semiconductor technology development and manufacturing here. One competitive edge we enjoy is directly the result of being able to supply this talent with the opportunity to work on leading-edge mixed-signal analog technologies. We empower our employees to reach higher and be the difference. A combination of opportunity and employee empowerment provides high retention.
- Related News:
Mid-Year Report: Bullish on manufacturing - 20.08.2012 08:00- Packaging machinery initiatives - 08.08.2012 09:47
- Power semiconductor market to grow $9 billion over the next five years - 26.07.2012 15:14
- Power semiconductor market keeps growing despite challenging business climate - 29.06.2012 16:48
Case Study Database
Get more exposure for your case study by uploading it to the Plant Engineering case study database, where end-users can identify relevant solutions and explore what the experts are doing to effectively implement a variety of technology and productivity related projects.
These case studies provide examples of how knowledgeable solution providers have used technology, processes and people to create effective and successful implementations in real-world situations. Case studies can be completed by filling out a simple online form where you can outline the project title, abstract, and full story in 1500 words or less; upload photos, videos and a logo.
Click here to visit the Case Study Database and upload your case study.
2012 Salary Survey
In a year when manufacturing continued to lead the economic rebound, it makes sense that plant manager bonuses rebounded. Plant Engineering’s annual Salary Survey shows both wages and bonuses rose in 2012 after a retreat the year before.
Average salary across all job titles for plant floor management rose 3.5% to $95,446, and bonus compensation jumped to $15,162, a 4.2% increase from the 2010 level and double the 2011 total, which showed a sharp drop in bonus.