One of the main drivers for a global microelectronics industry has been Semiconductor Equipment and Materials International (SEMI). SEMI began its history in the USA and then grew to become the most important global industry body. The growth of the European and secondary Asian markets in the last number of years has seen each region develop its own strengths and needs. SEMI has come under increasing pressure from these regions for not responding to their specific needs. David Ridsdale asked Stan Myers, the President of SEMI, whether or not SEMI is too Americocentric in its global approach...

When Stan Myers became president of SEMI at the end of 1996, he had some very big shoes to fill as he took over the position from Bill Reed, the man many see as the architect of the SEMI global vision. Reed oversaw SEMI's transition from an 18-employee, one-office operation into an international trade association that served 1650 member companies involved in a $55 billion market at the time of his retirement. Under Reed, SEMI added offices in Washington DC, Austin, New England, Brussels, Moscow, Tokyo, Seoul, Singapore and Hsinchu.

Stan Myers, SEMI President

Despite those big shoes, Myers has continued the process of growth into a truly global trade organisation. SEMI now represents more than 2500 member companies in a global market that is worth more than $100 billion. Myers and Reed had similar backgrounds, both coming from materials companies. Stan Myers, was with Siltec (now Mitsubishi Silicon America Corporation) for 17 years, serving as president and CEO from 1985. SEMI began as a US organisation and these roots provide the impetus for many concerns some companies have that SEMI continues to look after the needs of these original members rather than the global core. This is an issue close to Myers' heart and one he has spent much energy to ensure a more global and balanced view of the organisation.

Controversy has dogged SEMI from its inauguration in 1970, when the founders of the group decided that any company exhibiting in the SEMI exhibition could not participate in any other organisation. Although that particular rule was never enforced the elitist tone it set has followed SEMI through its history. SEMI was launched after some semiconductor companies became dissatisfied with the organisers of the available trade shows at the time.

The initiator of SEMI was Bill Hugle, the president of Hugle Industries. Hugle gathered representatives of the semiconductor industry at his booth to confront the IEEE conference organisers for not providing a semiconductor specific section or show. IEEE refused to meet the group and stated they would only meet individual companies. This was not acceptable and SEMI was formed under the auspices of three men Bill Hugle of Hugle Industries, Fred Kulicke of Kullicke & Soffa and John Dannelly of Thermco. The only two companies to denounce the new organisation were the originator's competitors, Lindberg Heavi Duty and Applied Materials.

SEMI's original incarnation was as a non profit institute that worked on behalf of the United States semiconductor capital equipment vendors on a number of issues. SEMI's goals were

· to promote the sales of members' products

· to provide educational and statistical information to its members

· to promote better service for the industry from members so as to ensure the advancement of the industry as a whole

· to develop and promulgate industry standards as well as co-operation with other associations in all areas that can help the industry

· to gather together all companies and individuals affecting the microelectronics industry

SEMI remained a US-focused institute until 1975 when the first Semicon Europa was held. Two years later saw the first Semicon Japan. It was not until 1984 that Paul Davies went to Europe and set up SEMI's European offices. Walter Roessger was the first European to take up the SEMI Europe reins in 1993 - a position he has held onto since. SEMI Japan was the next international base and this process has continued encompassing all the geographical areas. SEMI USA and Europe are the only segments afforded non-profit status.

In speaking with Myers regarding concerns that SEMI caters to its US clients over others, he immediately defends SEMI and their global goals. Myers has good reason to disagree as he works tirelessly for the global SEMI goals. He is aware of some dissent but asserts that all form of complaints increase when money is tighter.

Myers was quick to point out that a statement I made in an earlier piece was inaccurate from his point of view. I had written that SEMI originally had a goal of open communication for the global community to ensure there was a co-ordinated effort in terms of research. Myers stated that research efforts, or their funding, have not been within the purview of SEMI. SEMI originated as a forum to assist member companies in accomplishing their business objectives - namely marketing, networking and interacting with industry stakeholders. The mission quickly expanded to include standards development and advocacy.

My original statement was based on Bill Hugle's work that one of the original goals was to promote better service for the industry from members so as to ensure the advancement of the industry as a whole. Although stating that research activities and development are handled by other industry bodies, he points out that SEMI are involved through the economics of new process development at forums such as the Global Suppliers Forum.

At the Semicon Europa show there was a strong reaction against SEMI's approach to European industry needs at the SEMI organising committee. A number of issues were raised suggesting that SEMI did not respond to specific European needs. I first asked Myers about this topic at Semicon Europa three years ago. I explained to him that I had been receiving many complaints that SEMI was centralising decisions and taking the impetus away from the Europeans. At the time Myers responded by telling me that he was having to draw all of the global SEMI decision making into the nest before he let it back out. This process is still continuing.

Myers recognises that the process of decentralisation is taking longer than some people would like, but recognises specific issues related to Europe. The most notable difference is that all the other SEMI groups work within a specific natioanl area whereas Europe provides support for a network of companies across many countries. The multinational needs for European consortiums and programmes is nothing new to European companies.

I put to Myers that some of the concerns may be due to the American approach being applied to European concerns. He jokingly asked if it was because Americans were too loud. I told him I was referring to the American approach to entrepreneurship. Myers said he had not considered this but acknowledged that the differing approaches would not always suit a European sensibility. Of course this issue occurs between European countries but maybe SEMI is discovering the maxim of other multinational concerns that local units run better with local people.

The SEMI website does make it difficult for SEMI to defend itself against the charge Americocentricity. The public policy page for international users invites them to contact their local Washington representative and does not provide detail or contacts for the European public policy programme. This programme is directed by Pierre Lucas and acts as the go between for European companies and European Union processes. Although the work continues it is limited due to restricted resources.

The American policy section provides little succour for European companies as it demonstrates a US focus for the SEMI work in Washington. Although this is the work required of the American SEMI team the Statement of SEMI to the American government outlines the American goal of increasing global market share in emerging markets. The policy section states, “SEMI also represents the membership of SEMI/SEMATECH in Washington, and the two organizations work together to present a coherent and unified voice for the US industry on public policy.” This is appropriate for the American companies, but the site offers little in the way of such statements for European or global concerns. Before we began this interview the SEMI site stated that a complete overhaul is imminent so these issues may be addressed.

Myers not only admits that there have been problems but the organisation is attempting to do something about it. The recent appointment of Rick Salsman as communications director is a key part of this. Salsman is a dynamic man who readily concedes that there have been flaws in the communication process within SEMI - something that he intends to improve for all the membership. Both men believe that improving the communication process for all SEMI members is the only way to better the services. Myers points out that his team cannot fix problems if it is not aware of them. Salsman agrees that the communication of recent years has been too convoluted to be effective and intends to create more direct lines of communication for SEMI members.

Myers is fervent in his desire to see a global organisation for a global industry and he has been a pivotal figure in continuing the work of Bill Reed. I think that he would like to be able to speak to every member individually to convince them if he could. He welcomes open discussion and suggestions for the SEMI organisation and put out a challenging appeal to all European members for any suggestions to improve the work that SEMI does for its members. Anyone wishing to input on this topic can send their thoughts to the editor of European Semiconductor or directly to Stan.

Acknowledgements

The editor would like to thank Stan Myers, Rick Salsman and Jonathon Davis of the USA SEMI team as well as the European SEMI team for their assistance.

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