中英文音频:对话安森美CEO,分享四十年行业经验

 admin   2020-10-18 07:40   3 人阅读  0 条评论
原标题:中英文音频:对话安森美CEO,分享四十年行业经验

In 1999, Motorola spun off some of its less profitable semiconductor operations. Those cast-offs became On Semiconductor. Motorola kept its nominally more valuable chip operations for a little while longer, but spun those off, too, a few years later, in 2004. That operation became Freescale Semiconductor.

1999年,摩托罗拉剥离了一些利润较低的半导体业务,那些独立出去的业务整合之后成立了安森美半导体。另一方面,摩托罗拉将名义上更有价值的芯片业务保留了更长时间,但几年之后的2004年,这些芯片业务也被分拆了出去,整合后组建了飞思卡尔半导体。

Keith Jackson is an engineer who worked for some of the most prominent chip companies in the business. He joined Texas Instruments in 1973, then worked at National Semiconductor, Tritech Microelectronics, and finally at Fairchild Semiconductor before joining On Semi in 2002.

Keith Jackson是一位工程师,曾在该行业中一些最著名的芯片公司工作。他于1973年加入德州仪器,然后分别在美国国家半导体,Tritech Microelectronics和飞兆半导体工作,2002年加入安森美半导体。

中英文音频:对话安森美CEO,分享四十年行业经验

Through the ensuing years, Freescale had all sorts of ups and downs, and was ultimately merged into NXP in 2015. Meanwhile, Jackson and On Semi just kept quietly plugging away, gradually buying one semiconductor operation after another, including a former LSI Logic fab in Oregon, AMI Semiconductor, Catalyst Semiconductor, California Micro Devices, Sanyo Semiconductor, and his old stomping grounds, Fairchild Semiconductor.

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在成立后的几年中,飞思卡尔经历了各种风雨,最终于2015年被并入NXP。与此同时,Jackson和安森美一直在悄悄扩张,逐步收购了一个又一个半导体业务,其中包括一家位于俄勒冈州的前LSI Logic晶圆厂、AMI半导体公司、Catalyst半导体公司、加利福尼亚微设备公司、三洋半导体公司,以及他的老东家飞兆半导体公司。

Last year, in 2019, On acquired Quantenna and also a 300mm wafer fab from GlobalFoundries. The company now has one of the broadest portfolios in the business, is global, has a little more independence than most of its peers given its manufacturing facilities, and for the past couple of years has been floating around the cutoff point for the Fortune 500.

在2019年,安森美从格罗方德半导体收购了Quantenna以及一家300mm晶圆厂。该公司现在在全球范围内拥有业务最广泛的产品组合之一,在制造设施方面也比大多数同行更具独立性,过去几年中一直跻身《财富》500强。

Jackson has been involved in the industry for close to 40 years, and in September he announced that’s just about enough. He is retiring and plans to step down next year in May. Junko Yoshida and I caught up with him in his office. That’s a bit of a rarity during the pandemic.

在CEO峰会开始之前,EETimes美国版主编Brian Santo和EETimes全球总编辑Junko Yoshida在Jackson的办公室与他进行了面对面的采访,这在疫情期间是很少见的。

以下是Junko:

JUNKO YOSHIDA: I’m wondering, what was the strategy for On Semi to actually buy up so many different manufacturing capabilities over the years? Why is that?

JUNKO YOSHIDA:我想知道,过去几年中,安森美实际上购买了这么多不同制造力,出发策略是什么? 为什么进行收购?

KEITH JACKSON: For digital, that moves very quickly and is lithography-driven. And so for that, we go outside. We use all the foundries for our digital, just like everyone else does. But from a cost and a technology perspective, the analog and power products are still much better off under your control, making sure you can basically tweak or optimize processes for your analog products and get good cost scale for your power products. So it’s really all about the markets you serve, and like everybody else, our digital comes from foundries.

KEITH JACKSON:受光刻技术的驱动,数字技术发展速度非常快, 因此我们决定跳出这个圈去开拓。就像其他厂家一样,我们将所有数字芯片制造外包给代工厂,因为从成本和技术角度来看,自己生产模拟和电源产品要好控制得多。这样做可以确保对模拟产品生产流程的基本调整或优化,并很好地控制电源产品的成本。因此,这实际上与服务的市场有关,与其他所有厂商一样,我们的数字芯片来自代工厂。

JUNKO YOSHIDA: I was looking at the company history and looking at all the announcements you guys made over the last 19 years, and I realized: Holy moley! You guys had a lot of mergers or some sort of acquisition agreements, not big ones, but little ones, over the years. I counted more than 20 of them. Right?

JUNKO YOSHIDA:我回顾了贵公司的历史,看到过去19年你们发布的所有公告后我意识到:天哪! 这么多年来,你们竟然有这么多合并或是签署了某种收购协议。虽然没有特别大的合并,但是许多小型合并加起来有超过20个。对吗?

KEITH JACKSON: There have been quite a lot.

KEITH JACKSON:确实是有很多合并。

JUNKO YOSHIDA: Yes. Quite a lot. Among them, which ones do you consider were more consequential to who owns any eats today?

JUNKO YOSHIDA:是的,非常多。在这些合并案中,你认为哪个对今天的安森美更重要?

KEITH JACKSON:All our acquisitions have been aimed at bringing more technology capability to the company. Back to that vision of being a systems supplier and accelerating our time to that point by picking up companies that had already developed those competencies. I think the first most impactful was AMIS, which brought us the mixed signal capabilities and a lot of automotive content, which is one of the markets we were after. Very substantial for us.

KEITH JACKSON:我们的所有收购都旨在为公司带来更多技术能力。我们的愿景是成为一家系统级供应商,而通过选择合并已经具备这些能力的公司,能加快发展速度。我认为第一个最有影响力的收购是AMIS,它为我们带来了混合信号技术能力和大量汽车业务,这是我们追求的市场之一。该收购对我们来说非常重要。

And then the other one that everybody’s very familiar with is Fairchild, which really gave us a leg up in the high-power portion of power products, the high-voltage portion of power products. So those two are probably the most impactful, but each of the companies that we’ve acquired has contributed to our competencies so that we can continue evolving the portfolio.

然后另一个大家都非常熟悉的收购案是飞兆半导体,它确实使我们在高功率、高电压电源产品方面获得优势。因此,对这两家公司的收购案可能是最有影响力的,不过我们收购的每家公司都为提升我们的竞争力做出了贡献,由此我们也得以继续发展产品组合。

JUNKO YOSHIDA: You actually cast a very wide net. I was surprised. Forgive my ignorance, but I was looking at the document. You actually cover a lot of ground. And it’s not just analog or mixed signal, we talk about CMOS, CMOS sensors; you talked about the automotive. Definitely On Semi is right up there among several leading image sensors. I guess On Semi’s chips, these image sensors are driving all the Teslas. Is it not? Tesla Model 3?

JUNKO YOSHIDA:实际上,你撒了个很宽的网。对此我很惊讶,请原谅我的无知,我正在看文件。安森美实际上布局了很多领域,而不仅仅是模拟信号或混合信号,我们谈论的是CMOS传感器,你还谈到了汽车。安森美是排名前列的几家图像传感器厂商之一,我猜安森美的这些图像传感器正在用在特斯拉(Tesla)电动车上。对吗? 特斯拉Model 3?

KEITH JACKSON: We’re by far the largest supplier of sensors for automobiles. Image sensors. And now we’ve added lidar into that equation. So we continue to push the front edge there for autonomous driving.

KEITH JACKSON:我们是迄今为止最大的汽车图像传感器供应商。现在,我们又在该传感组合中添加了激光雷达,继续将前沿技术推向自动驾驶。

JUNKO YOSHIDA: And also radar. The Millimeter Wave thing from the IBM Haifa I guess?

JUNKO YOSHIDA:还有雷达。我猜是基于2017年收购的IBM海法研究小组(IBM Research Haifa Lab)开发的毫米波(mmWave)技术对吗?

KEITH JACKSON: Yes. In Israel. Yes. They’ve got radar chips out there now, and they’re not in cars yet, but we’re in the design-in phase.

KEITH JACKSON: 是的。在以色列。现在有雷达芯片,但它们还没有被安装到汽车中,我们目前处于设计阶段。

JUNKO YOSHIDA: If you look at the history of the company, it’s kind of interesting to me because I do remember we were writing a story about how part of the Motorola semiconductor group is going to be called On Semi. Right? And several years later, Motorola also spun off Freescale. And Freescale really made itself known as a big automotive chip supplier. But here we are. There are two cousins — I don’t know how you… two offsprings of Motorola have two different histories, two different trajectories. But then when you look at some of the hottest markets that two companies are pursuing (well Freescale is now part of NXP), but it’s sort of a similar market.

JUNKO YOSHIDA:回顾贵公司的历史对我来说很有趣,因为我确实记得我们曾写过一个,关于摩托罗拉半导体集团的一部分独立出来,将组建一家名叫安森美公司的故事。对吧? 在那几年后,摩托罗拉将飞思卡尔也剥离出来。飞思卡尔的确成长为一家大型汽车芯片供应商,但是安森美和飞思卡尔就像两个堂兄弟——我不知道你们是怎么形容这种关系的……摩托罗拉的两个后代有两段不同的发展史,两种不同的发展轨迹。但是,当你看一下两家公司所追求的一些最热门的市场时(飞思卡尔现在已经成为NXP的一部分),这倒有点像一个类似的市场。

KEITH JACKSON: Well, certainly. Everybody’s pretty savvy in our industry, and you know where the big opportunities are. And that’s generally where you go.

KEITH JACKSON:确实如此。我们这个行业中的每个人都很精明,并且当你知道一个巨大的机会就摆在那,那通常就是你要去的地方。

JUNKO YOSHIDA: I was kind of curious. I brought up Freescale because Freescale merged with NXP and NXP was about to be acquired by Qualcomm. But then Qualcomm eventually walked away from the deal. So I’m wondering, Why was On Semi not part of the big M&A mania that we just experienced the last ten years? Did you guys actually have any talks with anybody?

JUNKO YOSHIDA:我很好奇。我之所以提到飞思卡尔,是因为飞思卡尔与NXP合并,而NXP在接近被收购之际,高通最终放弃了这笔交易。所以我想知道,为什么安森美没有参与到近十年我们经历的大型并购狂潮?你们真的有和任何人谈过相关话题吗?

KEITH JACKSON: We’ve been creating our own M&A, as you pointed out. So very active on the consolidation side. Haven’t had talks on the other direction.

KEITH JACKSON:正如你所指出的,我们一直在按照自己的步调进行并购。因此在整合方面也算是非常活跃,但尚未就其他方向进行过讨论。

JUNKO YOSHIDA:So it was always your… I guess your goal was to… rebuild is not the right word, but sort of grow On Semi as On Semi, rather than looking for somebody to buy you out.

JUNKO YOSHIDA:所以,永远都是你们……我想你们的目标是……“重建”不是合适的词,是想让安森美成长为安森美,而不是寻求别人来收购。

KEITH JACKSON: Our vision really was to create a premier semiconductor company with the competencies that we thought would allow us to continue growing and setting our own destiny. And that’s the direction we’ve taken.

KEITH JACKSON:我们的愿景实际上是创建一家一流的半导体公司,拥有使我们能够继续发展并掌控自己命运的能力。这就是我们所选择的方向。

JUNKO YOSHIDA: If you give yourself a report card, where do you think you are? If you achieved your goal, it’s 100%. Where are you? Is it 70% or 80%? Where do you think you are?

JUNKO YOSHIDA:如果给自己一张成绩单,你认为安森美的表现如何?比方说实现目标方面满分100%,能得多少分?70%还是80%?你觉得目前表现如何?

KEITH JACKSON: I think we’ve done very well, but we still have a ways to go. We’ve really just been into the module side of the business for about three years now, and that’s growing extremely fast, but we see that primarily as the wave of the future. You can buy basically an entire module to do everything you need as a customer. And that kind of gets your time to market where you want it, rather than having to design your own. So we’re making good progress in that, but I’d say we’re maybe at the 70% mark. Still have a lot of room to grow.

KEITH JACKSON:我认为我们做得很好,不过仍有很长的路要走。实际上,我们进入模块业务领域已经有大约三年了,并且发展非常迅速,我们将其视为未来的主要业务方向。基本上,客户可以通过购买整个模块,来实现所需的一切功能,这样就可以不必自己设计,节省更多投放目标市场的时间。我们在这方面取得了良好的进展,但我想说的是,尽管我们可能已经达到了70%,但仍有很大的成长空间。

JUNKO YOSHIDA: I see. If you look at the different parts… There are a lot of moving parts of a new company business. Are there any elements that you’re still looking for? Is there something you think you still need?

JUNKO YOSHIDA:了解。如果你研究不同的部分……新公司业务中有很多在变动的部分。所以你还在寻找什么元素吗? 你是否仍然需要某些东西?

KEITH JACKSON:We’ve got all of the technologies I think we need to go from here. Always looking for opportunities to accelerate progress here or there, but we’ve got the technologies we need, and I think we have the access to the markets we really want to go after, which is automotive and industrial and IoT. I think we’re in pretty good shape from a strategic perspective. A lot of execution to do, and if there’s something else that’ll help us accelerate our path, always open to that.

KEITH JACKSON:我认为我们具备在行业站稳脚跟所需的所有技术。但仍一直在寻找机会来加快发展步伐,凭借拥有的技术,我认为安森美有能力进入我们真正想要追求的市场,包括汽车、工业和物联网。从战略角度来看,我认为我们的状态还不错。目前有很多执行工作要做,如果还有其他事物可以帮助加快步伐,我们始终保持开放态度。

JUNKO YOSHIDA: Let me ask you this: If you look at the markets you’re in, how do you compare On Semi with companies like Infineon or ST? I think they are also in the power business. It’s kind of similar areas. I could be wrong. How do you see yourself when you compared to your peers?

JUNKO YOSHIDA:让我问你一个问题:如果考虑到所处的市场,你会如何比较安森美与英飞凌或意法半导体等公司? 我认为他们也从事电源业务,这是类似的领域。我也可能说得不对,但与同行相比,你如何看待自己的公司?

KEITH JACKSON:Infineon and ST are indeed competitors and have broad portfolios and have been on similar types of trajectories. We like to think we can differentiate ourselves in our capabilities, more efficient products, more complete products. At least for the markets applications that we focused on, really it’s all about beating them on the quality of the product and the ease of use.

KEITH JACKSON:英飞凌和意法半导体确实是我们的竞争对手,他们拥有广泛的产品组合,并且处于类似的发展轨迹。我们想安森美可以在性能上突出差异性,例如更高效、更完善的产品。实际上,至少在我们关注的市场应用领域,我们在产品质量和易用性上击败了他们。

JUNKO YOSHIDA: That’s good. I’m going to switch gears a little bit. I understand, Keith, that you became the Chair of SIA last year, right?

JUNKO YOSHIDA:很棒。我要稍微切换一下话题。Keith,我知道你去年开始担任SIA(Semiconductor Industry Association,美国半导体业协会 )的主席,对吗?

KEITH JACKSON: That’s correct.

KEITH JACKSON:是的。

JUNKO YOSHIDA: What exactly does an SIA Chair do?

JUNKO YOSHIDA:SIA主席的具体职责是什么?

KEITH JACKSON: Well, really the job is all about bringing the industry leaders together for a common purpose for the industry. Working with governments, both here domestically and internationally, to make sure that we’re creating an open environment for our semiconductor industry to thrive. That’s the basic structure, and then there’s just a lot of things that go on to make that happen.

KEITH JACKSON:好的,实际上所有工作都是为了行业的共同目的,而召集行业领导者。与国内外的政府合作,以确保我们为半导体行业的繁荣创造开放的环境。这是基本架构,然后还有很多事情等待去实现。

JUNKO YOSHIDA: That’s a textbook answer. But if you look at what has happened this year so far, I think SIA has a number of really big challenges, actually, this year. Not just SIA. I’m talking about the semiconductor industry in general. In light of the fact that the trade war with China is accelerating. Whether you want it or not, that’s where the government is going. And then the spread of COVID-19, which we couldn’t really control. In light of the fact that all these outside elements — which, actually, I’m sure that consumed a lot of discussions within SIA. No?

JUNKO YOSHIDA:这是教科书的答案。但是,如果你看一下今年到目前为止发生的事情,我认为SIA实际上面临着许多非常大的挑战。不只是SIA,鉴于与中国的贸易战正在加剧,整个半导体行业都面临巨大挑战。无论这是否是你想要的,但这就是美国政府打算做的。然后是我们无法控制的COVID-19疫情。考虑到所有这些外部因素,实际上,我相信这会占用SIA内部大量的讨论时间。是吗?

KEITH JACKSON: Lots of discussions. Obviously back to what we’re trying to do as an industry is keep markets open. It’s a global industry. Our customers are global. And so big priority on making sure that stays open. But our talent is global also. So making sure that we can attract and recruit and retain people from all over the globe is a key priority. And then of course you mentioned COVID. Primary impacts there are around making sure we can keep our factories open and the essential goods flowing into all the markets that need that. So each of those elements requires a lot of time and energy to make sure we can continue to work on that issues.

KEITH JACKSON:进行了很多讨论。显然,我们作为一个行业,所要做的是保持市场开放。这是一个全球性的行业,我们的客户也是全球性的,因此确保市场保持开放状态至关重要。我们的人才也遍布全球,因此,确保我们能够吸引、招募和留住来自全球各地的人才也是至关重要的。当然,还有你提到的新冠。首先带来的影响是,我们得确保可以保持工厂不停工,以及出的货能到达所需市场。因此,每个因素都需要花费大量时间和精力,我们才能确保持续性地解决这些问题。

JUNKO YOSHIDA: Are there still outstanding issues when it comes to dealing with COVID-19, in your opinion? As an industry?

JUNKO YOSHIDA:你认为在处理COVID-19方面是否还有悬而未决的问题? 作为一个行业来说?

KEITH JACKSON:No, I think the industry’s pretty much managed that. If you think for a moment about our industry, our products are so precise and they need such cleanliness that our factories have long been much safer than the outside environment. With the clean rooms and the HEPA filters and all the protocols we use to make sure our very tiny lithography products don’t have any types of foreign materials or anything airborne. We’re pretty safe. We spent several months this year convincing governments around the world of that, and they’re now all convinced. So we’ve got full work forces and turning out product. So I think that one is pretty much behind us.

KEITH JACKSON:不,我认为半导体行业已经掌控住了局面。如果你想一想这个行业,半导体产品要求如此精确,它们需要如此清洁的生产环境,以至于我们的工厂长期以来都比外部环境更加安全。借助洁净室和HEPA过滤器以及所有规程,我们可以确保即使是光刻机生产的小芯片,也不会被任何类型的异物或空气传播的杂质污染。今年我们花了几个月的时间来说服全世界的政府,告诉他们“我们是很安全的”,现在他们都被说服了。现在我们产线上拥有完整的员工队伍和生产能力,所以我想新冠对我们来说已经不是问题。

JUNKO YOSHIDA:I see. You mean SIA included? The semiconductor industry made a concerted effort to sort of label itself as an essential industry so that you can keep open your business. Is that it?

JUNKO YOSHIDA:明白了。你的意思是包括SIA? 整个半导体行业齐心协力将自己标榜为必不可少的行业,以说服各国政府可以继续开展业务。是吗?

KEITH JACKSON: It’s part of it. But also you have to have a safe industry. So it still does you no good to be essential if you can’t keep your workers safe. I’m just saying that we moved very quickly to ensure that all of our workers were safe and we had good protocols in place across the industry. So we’re not only essential, but we’re also a safe place to be.

KEITH JACKSON:这只是其中一部分内容。但前提是,你必须确保这个行业复工是安全的。如果不能保证工人的安全,那么也就不存在什么必不可少的行业。我只是说,我们在疫情环境下迅速地采取行动,以确保所有工人的安全,并且我们在整个行业内都制定了良好的规程。这就让半导体行业不仅必不可少,而且还成了一个很安全的地方。

JUNKO YOSHIDA: Another big issue that I want to talk to you about is the trade war with China. Where do we stand now? And do you think that SIA played a key role in making lobbying efforts and trying to gain federal funding and tax breaks to revive the U.S. chip manufacturing here in the U.S.?

JUNKO YOSHIDA:我想与你谈的另一个大问题是与中国的贸易战。我们现在处在什么位置? 你是否认为SIA在游说努力,试图获得联邦资金和税收减免,在振兴美国的芯片制造方面发挥了关键作用?

KEITH JACKSON:They’re related but slightly different. We have worked very hard with the Administration and Congress to try and keep any type of restrictions to a minimum. So we spent a lot of energy trying to keep things as open as we can. Some progress, but obviously not as much as we would like. And then secondly, it does appear that there’s going to be longer-term trade frictions. So looking at supply chains, making sure that we can take care of all of our customers around the world. Definitely looked prudent to have some more advanced presences here in the U.S., so we worked again to get some bills across for investing in semiconductors back in the United States.

KEITH JACKSON:他们是相关的,但略有不同。我们非常努力地与政府和国会合作,试图将各种限制降至最低。在这上面我们花费了大量精力,尝试让一切尽可能保持开放,虽然取得了一些进展,但显然没有我们想要的多。其次,中美双方似乎确实存在长期贸易摩擦。我们目前只能从供应链入手,确保能够顾及到全球所有客户。美国目前拥有一些更先进的半导体产品,因此对我们来说,绝对明智的做法是再次努力,以期在美国获得一些对半导体的投资。

JUNKO YOSHIDA: Is that going to really happen?

JUNKO YOSHIDA:这事真能成吗?

KEITH JACKSON: I believe it will, yes.

KEITH JACKSON:我相信可以的。

JUNKO YOSHIDA: Does that have anything to do with the percolating idea of post-globalization? It is a global war, and yet every country should be in a position to take care of making their own technology. Is that the thrust of things? Or is it something different?

JUNKO YOSHIDA:这与后全球化观念的渗透有关吗? 这是一场全球战争,每个国家都期望有在关键技术上自给自足的能力。那是主旨吗? 还是有所不同?

KEITH JACKSON: I think it’s more that certain countries certainly need to pay more attention to making sure they have a secure supply chain. Not every country needs to be completely vertically integrated. But you need to have comfort that you’re not going to lose access to very critical technology. And yes, I do believe it’s going to happen here in the U.S. I do think there will be more advanced factories built and more investments here that will take place as a result of all these actions over the next few years.

KEITH JACKSON:当然,我认为某些国家需要更多地关注,确保其拥有安全的供应链。虽然不是每个国家都需要完全垂直整合供应链,但如果不做,你就需要确保自己不会在关键技术上被卡脖子。是的,我确实相信这些(供应链垂直整合)将在美国发生。我认为,未来几年美国实施的所有行动,都会为这里建造更多的先进工厂,半导体行业也将迎来更多的投资。

JUNKO YOSHIDA: That’s quite a change, when you think about it, from what we went through the last ten years, don’t you think?

JUNKO YOSHIDA:当你回顾一下,与我们过去十年的经历相比,这是一个很大的变化,你不觉得吗?

KEITH JACKSON:Big change certainly in the United States. They have not supported industries to this extent before. Totally new ground. That’s not normally the way we operate. Many of the countries that we compete with around the world have a history of investing in their industries, but here in the U.S., we don’t. So this is actually a pretty significant change.

KEITH JACKSON:对美国半导体行业来说,这肯定是个巨大变化。他们(美国政府)以前从没有这么大力支持过这个行业,几乎让这变成一个全新领域。通常我们也不这么运作。我们与世界各地许多国家竞争,而这些国家都曾对其半导体行业进行投资,但在美国我们却没有。因此,这实际上是一个非常重大的变化。

JUNKO YOSHIDA: What prompted that, do you think, in your opinion?

JUNKO YOSHIDA:你认为是什么促使这样的情况发生?

KEITH JACKSON: I think it really was concern over security issues on the future of technology. I think there was enough concern that collectively resulted in this being an opportunity.

KEITH JACKSON:我认为这确实与技术未来的安全性问题有关。我认为足够多的担忧,共同为半导体行业带来了这个机会。

JUNKO YOSHIDA: When you say “future of technology,” are you talking about the advanced semiconductor technologies that may… in the United States, for example, like DARPA needs? Or are we talking about something else?

JUNKO YOSHIDA:当你说“技术的未来”时,你是在谈论诸如DARPA需求之类在美国可能会出现的先进半导体技术吗? 还是我们谈论到的其他一些事情?

KEITH JACKSON: Certainly the national security piece is a key player. That’s a key impetus. But really if you’re looking at artificial intelligence, at quantum computing, at the things that will really make a difference over the next ten years, those are very important to countries. And all of those factor in.

KEITH JACKSON:当然,国家安全部门是关键玩家。这是关键动力。但实际上,如果你正在研究人工智能、量子计算以及在未来十年内将真正产生改变的事物,那么对国家来说,这些都是非常重要的。所有这些因素都很重要。

JUNKO YOSHIDA:But at the same time, manufacturing those chips, those processors, are really going to depend on TSMC coming to Arizona. No?

JUNKO YOSHIDA:但与此同时,能否制造这些芯片和处理器,实际上将取决于台积电能否入驻亚利桑那州,是吗?

KEITH JACKSON: Certainly that’s a very big step and will be a big part of that equation.

KEITH JACKSON:当然,这是非常重要的一步,并且将成为制造流程中的重要组成部分。

JUNKO YOSHIDA: Changing your cap as a CEO of On Semi, do you expect to get considerable funding, given that your company acquired GlobalFoundries 300mm fab in East Fishkill, New York?

JUNKO YOSHIDA:回到你安森美CEO的身份来,鉴于你们的公司收购了位于纽约东菲什基尔的格罗方德300mm晶圆厂,你期望借此获得大量资金吗?

KEITH JACKSON: Yes. Certainly that is an opportunity. We’re going to be looking to expand there, put in new technologies and grow that site. So we hope to be able to take advantage of that, too.

KEITH JACKSON:是的,当然这是一个机会。我们将寻求在那里扩展,引入新技术并扩大该厂规模。我们也希望能够利用这一优势。

JUNKO YOSHIDA: Brian, do you have some irrelevant questions?

JUNKO YOSHIDA:Brian,你有什么不相关的问题吗?

BRIAN SANTO: I did want to back up with some valedictory questions. You’ve been involved in the semiconductor industry for a good long time. I’m wondering if I could get you to just recall some of the challenges that the industry as a whole went through. The ones that On Semi helped face. Maybe some of the ones that it didn’t. And then maybe then a look ahead at some of the challenges that you’re going to let the industry handle on their own after you go home.

BRIAN SANTO:我的确是想提些收尾的问题。你从事半导体行业已有很长时间了,我想知道,能否回顾一下在整个行业里,你曾面临的一些挑战。包括安森美帮助你面对过的那些挑战,也许也有一些没能解决的挑战。然后,也许展望一下以后美国半导体行业需要应对的一些挑战。

KEITH JACKSON:I may ramble a bit, because there’s a lot that’s gone on. I’ve spent my whole career in semiconductors. And as you know, it’s really driven by innovation and innovative people. So over the years we’ve seen many challenges that have come up. We’ve seen challenges back in the ’80s from places like Japan that were doing a lot of investing just like you see from China today. And that made everybody quite worried. But the U.S. industry, again, continues to come together and do what needs to be done.

KEITH JACKSON:我可能稍微啰嗦一下,因为确实发生了很多事情。我整个职业生涯都花在了半导体上。如你所知,这实际上是个由创新和创新人才驱动的行业。因此多年来,我们已面临过许多挑战。就如今天你在中国看到的那样, 80年代的日本就已经历经挑战,当时日本政府进行了大量的投资,这使我们每个人都很担心。但是,美国的半导体行业仍然继续团结起来,做着需要做的事情。

We’ve seen challenges over the years attracting new talent. So really bright university students have a lot of choices on what they want to study. And frankly, in the U.S. we had difficulty getting homegrown interest. So we had to do a lot of work to get the best and brightest from around the world. Those were challenges that we continue to work on.

多年来,我们一直面临引进新型人才的挑战。真正聪明的大学生往往在想学的专业上有很多选择,坦率地说,在美国我们很难引起本土人才的兴趣。因此,我们必须做很多工作,才能从世界各地获得最好、最聪明的人才。这些是我们持续努力去应对的挑战。

Really the key thing that’s happened with semiconductors that has made us challenged and has shaped a bit of the industry and the consolidation is the capital intensity. So we can keep doing greater and greater and greater things, but it literally takes greater and greater and greater capital to make those things happen. In fact it’s not quite exponential, but it’s very, very significant.

半导体行业发生的关键问题使我们面临挑战,这也影响了整个行业,而合并就是增强资本密集度。借此我们可以继续做越来越多的事,从字面上看,要能做成这些事,就得需要越来越多的资金。实际上,资金投入没有呈指数级的增长,但仍然是增长得很明显。

So for the cost of one lithography tool today, you could have built an entire factory 20 years ago. That has really been an industry challenge to figure out how you grow fast enough and keep you profitability high enough to continue that pace of innovation. I think that’s one that’ll still be with us after I retire as well.

以今天某种光刻机的成本来说,这个金额放在20年前你可以建立一整个工厂。弄清楚如何快速增长的同时,保持足够高的盈利能力,以及继续创新的步伐,这确实是一个行业挑战。我认为那也是之后,整个行业仍将共同努力的方向。

BRIAN SANTO:Excellent. With On Semi, one of the things the company has been noted for is operating ethically and responsibly. You’ve been named one of the most ethical companies in the world. You’re on that list. You’re involved in trying to do greener or more environmentally conscious engineering. From the standpoint of a lot of the financial people I have dealt with over the years, those seem to be “nice to haves,” not “real necessaries.” Do you feel the same way? And can you comment on steering a company in a direction that tries to behave responsibly as it can?

BRIAN SANTO:非常棒。说到安森美,公司备受关注的事情之一就是遵守道德且负责任地运作。贵公司被评为全球最具道德的公司之一,贵公司在那个名单中。你们还在尝试进行更绿色或更环保的工程研发。从这些年来与我打交道的许多财务人员的角度来看,他们对公司这一类行为似乎表现出“有就好”,而不是“必须有”。你有同样的感觉吗? 你能对在引导公司尽力负责的方向上发表评论吗?

KEITH JACKSON:Certainly. This is not something that was externally put on us. We came from a tough beginning, if you will. The company had a limited portfolio and frankly was highly leveraged. So one of the things from day one I believed is, the key thing is creating trust. And the best way to create trust is to put ethics in all your dealings. Your suppliers need to trust you, your customers need to trust you, and your people need to trust you. The best way I know to do that is to set some ethical standards, set some expectations of how we treat people with respect and integrity. So that’s been part of the DNA since the first day on the company.

KEITH JACKSON:可以。这些困难并不是外部施加的。如果你愿意这样说,实际上我们一开始就很艰难。公司的产品组合有限,坦率地说,其实是举债经营。因此从开始那天起,我相信最关键的事情之一就是建立信任,而建立信任的最佳方法是在所有交易中都遵循道德规范。你的供应商需要信任你,你的客户需要信任你,而你的员工也需要信任你。我所知道的最好方法是设定一些道德标准,规范对我们如何尊重和以正直的态度对待这些人。自公司成立第一天起,这就成为了我们DNA的一部分。

I think that what’s called ESG, or environmental governance and so forth is something that will become more and more important to investors. We’re seeing them write letters publicly and privately to companies now saying that’s more important to them. And I think over time it will. It’s really just a recognition of how important that is for creating trust with your communities and your people and everything. So I think that part is pretty straightforward. It’s just a long-held belief.

我认为所谓的ESG(Environment, Social and Governance:企业环境、社会和治理绩效)或称作环境治理等,对投资者而言将变得越来越重要。我们看到他们公开和私下给公司写信,说这对他们来说有多重要。我认为随着时间的流逝这将会变得更为重要。实际上,这仅仅是认识到与社群、员工和一切事物建立信任重要性的开始。我认为这部分很易懂,这将是一种长期存在的信念。

The energy piece, I think is also something that’s important. But more salient I think to On Semiconductor and the semiconductor industry is that it takes our technologies to really tackle the problems that you’ve got out there. You can’t have a solar system without semiconductors. You can’t have electric vehicles without semiconductors. Really it’s embedded in all the places we want to go environmentally as a world to protect our world. Again, a great match.

我认为能量也很重要。但是我认为对安森美和半导体行业来说,更重要的是,我们的技术才能真正解决你所遇到的问题。例如,没有半导体,就无法拥有太阳能系统;没有半导体,你无法拥有电动汽车。实际上,在这个我们想要保护的世界上,半导体已被嵌入所有环境中。再次,完美匹配。

We’re pretty excited. We’ve been working at it for a lot of years. This is not some response that we’ve seen because we watched Harvard journal articles being written.

我们很兴奋,因为我们已经致力于此很多年。这不是我们看了哈佛期刊文章后才有的反应。

JUNKO YOSHIDA: That’s great. One last question, Keith. It is kind of unusual for the same person to stay on in the CEO position in the highly competitive semiconductor industry for almost 19 years. Why do you think that happened? It wasn’t like you were glomming on to the position. People wanted you to be there. And it’s actually brought some stability to the company, but it is a very unusual company, when I think about it.

JUNKO YOSHIDA:这真的很棒。最后一个问题,Keith。一个人在竞争激烈的半导体行业担任CEO近19年,这种情况一直很罕见。你认为这是如何做到的? 这不是像你赖在这个位置不走。而是人们希望你在那里。实际上,这给公司带来了一定的稳定性,考虑到这是一家很不寻常的公司。

KEITH JACKSON:I think one of the keys every CEO looks at is, What’s tomorrow going to bring? The key to my longevity, you’d have to ask the Board, but I will tell you that what I tried to do is make sure that every year we could look back and say, Here’s some great stuff. We’re a better company, we’re a bigger company, we’re more profitable, we’ve come out with new technologies. It’s really all about having the energy and vision to keep growing and changing and innovating. So that’s what drives me anyway. And apparently it’s worked for a while anyway.

KEITH JACKSON:我认为每位CEO都关注的关键之一是,明天会带来什么? 至于我能任期这么长的问题,必须得问董事会,不过我会告诉你,我试图做的是确保每年在回顾时都可以说:我们做了一些很棒的事情、我们成长为一家更好的公司、我们变成了一家更大的公司、我们更赚钱了、我们还推出了新技术。实际上,这就是拥有不断增长、变化和创新的能量和远见,也是驱动我的原因,而且显然也挺奏效的。

BRIAN SANTO: So you were hanging around, you were on the scene with guys like Andy Grove and TJ Rogers and Charlie Sporck, and you were the kid, right?

BRIAN SANTO:所以你曾经与Andy Grove和TJ Rogers,还有Charlie Sporck等人一起出现,在这群人里面数你最“小孩”了,对吗?

KEITH JACKSON:I actually worked for some of them.

KEITH JACKSON:实际上我为他们其中一些人工作过。

BRIAN SANTO: Did they treat you like the kid?

BRIAN SANTO:他们会像对待“小孩”一样对待你吗?

KEITH JACKSON:No they didn’t, actually. They were actually a pretty good group. And I don’t think they spoke to anybody like the kid. They definitely wanted to have people motivated and doing great things. I think they all built good companies.

KEITH JACKSON:不,他们不会。实际上他们是一个相当不错的团体。而且我不认为他们会和任何人像对待“小孩”一样说话。他们绝对想让人们有动力并去做伟大的事情。我想他们都创建了不错的公司。

BRIAN SANTO: Did you learn stuff from those guys?

BRIAN SANTO:你向这些家伙学到过什么吗?

KEITH JACKSON: A lot of stuff, yeah. A lot to learn.

KEITH JACKSON:学到很多,是的。他们身上有很多值得学习的。

BRIAN SANTO: Have you passed any of what you got from the people who went before to the people you’re grooming for maybe your job?

BRIAN SANTO:你是否将以前所学到的一些知识传授给了后辈来培养他们?

KEITH JACKSON: I definitely spend time trying to do that and making sure that everyone here that I’ve come in contact with has the opportunity to use painful lessons learned from the generation before. Hopefully that will stick.

KEITH JACKSON:我绝对会花时间尝试去做这一点,并确保与我接触过的每个人都有机会学到从前辈那汲取的痛苦教训。希望大家能坚持这样做下去。

BRIAN SANTO: Oh, you’ve got to tell us more! Painful lessons learned?

BRIAN SANTO:噢,你得跟我们多讲讲! 痛苦的教训?

KEITH JACKSON: I don’t know if I’ll give you any specific anecdotes, but I will tell you, I’ve now been through I guess my eighth or ninth downturn in the industry. And every time there’s one of these world reactions as if it’s the end of the world, and life is coming to an end so you slash, you burn, you try to basically think you’re going to survive. And then, lo and behold, a year later, a year and a half later, you can’t fill your orders anymore. You can’t take care of your customers anymore because the world really doesn’t end. It really does go on. It really does recover. So if nothing else, just looking at setting up people to understand that there are cycles that are going to continue. You need to be prudent and do the right things in each part of the cycle, but don’t overreact. And certainly think about what you’re going to do when it comes back.

KEITH JACKSON:我不知道能否给你提供任何具体的轶事,不过我可以跟你说,我现在已经经历了行业第八或第九次衰退。每次经历衰退时,全世界反应中的一种,就好像是我们走到了世界的尽头,生命快要结束了,所以你大刀阔斧地干,燃烧能量,试图从根本上相信自己能生存下去。然后,瞧,一年之后或是一年半之后,订单多到你无法按时完成了,客户多到你顾不过来,因为世界真的不会终结。确实如此,行业可以自愈。抛开其他不说,只需关注人员配置就知道这种周期还会继续。你需要做的是审慎行事,并在周期的每个阶段都做正确的事,但不要反应过度。当然,在周期又开始时,你得想一想该怎么应对。

So as I’m leaving in ’21, I’ll tell you, it’s coming back. And I hope the next set of folks will be ready for that completely.

我现在在21世纪离开这个行业,我会告诉你,周期会回来的。我希望接下来的人们将完全为此做好准备。

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