Multi-field simulations and characterization of CMOS-MEMS high-temperature smart gas sensors based on SOI technology

This paper describes multiple field-coupled simulations and device characterization of fully CMOS-MEMS-compatible smart gas sensors. The sensor structure is designated for gas/vapour detection at high temperatures (>300 °C) with low power consumption, high sensitivity and competent mechanic robustness employing the silicon-on-insulator (SOI) wafer technology, CMOS process and micromachining techniques. The smart gas sensor features micro-heaters using p-type MOSFETs or polysilicon resistors and differentially transducing circuits for in situ temperature measurement. Physical models and 3D electro-thermo-mechanical simulations of the SOI micro-hotplate induced by Joule, self-heating, mechanic stress and piezoresistive effects are provided. The electro-thermal effect initiates and thus affects electronic and mechanical characteristics of the sensor devices at high temperatures. Experiments on variation and characterization of micro-heater resistance, power consumption, thermal imaging, deformation interferometry and dynamic thermal response of the SOI micro-hotplate have been presented and discussed. The full integration of the smart gas sensor with automatically temperature-reading ICs demonstrates the lowest power consumption of 57 mW at 300 °C and fast thermal response of 10 ms. © 2008 IOP Publishing Ltd.

Industrial practice in technology planning - Implications for a useful tool catalogue for technology management

A survey on technology planning and its implications for a useful tool catalogue for technology management was conducted. The survey provided a picture of technology planning, across a broad range of company size, manufacturing type and sector. It was concluded from the findings that technology planning is an important business activity across industry sectors and company types, driven increasing competition, market requirements and regulation technology change. The process technology roadmapping was used to support technology strategy and planning and could be useful way of structuring both the use of tools in a company and a tool catalogue.

Trial by market: the Brightstar incubation experiment

Established firms accumulate a significant body of knowledge, expertise and capabilities that are often secondary to their central revenue generating activities. How do they leverage this expertise in non-core technology into future value creation opportunities? In this paper we examine an attempt by the telecommunications firm BT to create value from the accumulated knowledge within its laboratories by setting up an incubator. While conceived by the board as a mechanism for leveraging the value of non-core technology into the workplace, corporate support for the incubator was withdrawn after only three years and prompted the incubator to partner with a venture capital firm, NVP, in the spin-out of ventures. Through analysis of this single case we observe how entering into such a relationship reduces the transaction costs of accessing complementary resources, capabilities and competences, while simultaneously reducing a number of the risks associated with venturing for both parties. Partnering with the venture capitalist allows the established firm to get its intellectual property into the market, for it to be tested by the market and further developed. © 2010 Inderscience Enterprises Ltd.

Towards a modular toolkit for strategic technology management

Many strategic technology management methods and tools have been proposed and deployed by academics and practitioners. Each approach, with its advantages and disadvantages, provides a particular perspective for supporting understanding, analysis, decision and action. Many approaches overlap in function, the interfaces with other methods are not clear, and many variants of tools are often available with little guidance provided for their application. As a step towards the construction of a flexible toolkit for supporting strategic technology management, this paper sets out a workshop-based approach that comprises functional modules that can be combined to address a range of management challenges. Copyright © 2012 Inderscience Enterprises Ltd.