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We also offer complete process support. The bonding yields and bonding strengths of the self-assembled chips obtained by the MCtW direct bonding technology were evaluated.

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When you purchase used dicing saws from Semiconductor Systems, you are getting top quality equipment at a competitive rate. Cihangir Sok. It is designed for annealing semiconductor wafer or solar cell up to 3" diameter. They are widely used for materials or chemical lab to sinter all types of new materials samples and anneal up 8" semiconductor wafer under vacuum or other gases condition. Our Silicon Wafers range 25 micron to 10mm thick all types, orientations and dopants.

To the best of our knowledge, this is the first realization of a monolayer-cored double heterostructure. MTI Instruments. We offer products such as: Sapphire Substrates Synthetic Sapphire is an aluminum oxide material grown in a hexagonal crystalline form.

The items are subject to prior sale without notice. Shop Save Repair over a million parts available. This was confirmed by in-line inspection with the SEM. Product Description: The aluminum nitride AlN ceramic has high thermal conductivity, low dielectric constant excellent mechanical properties, non-toxic, high thermal and chemical resistance. Find portable offices and more online.

MTI continues to develop new crystal substrates and maintain high quality of its single crystal substrates. Chemistry lab equipment from MTI Corporation will upgrade your research laboratory. It is tough and hard and has a very low expansion. The interfacial mechanical stability and interlayer electrical connection have been verified for the structure. Undoped Silicon, also called intrinsic is pure silicon without any significant dopant throughout the wafer. The Proforma i wafer thickness gage is a capacitance based, differential measurement system that performs non-contact thickness measurements of semiconducting and semi-insulating wafers.

MTI is willing to collaborate with our Customers to provide them with the necessary manufacturing, service, and test support. You can purchase the Carrier Boxes at Best Price. We can also custom make any spec! Fused silica is the glassy form of quartz and is thus isotropic. Silicon Materials, Inc is a vertically integrated semiconductor grade wafer producer. All slices are individually laser scribed with ingot and slice identity to ensure perfect traceability.

Pte Ltd2 , and has since been reskilled as a Technical Manager. Proforma i Measuring Instruments pdf manual download. A series of technological steps concentrating around photolithography and UV polymer on glass replication in a mask-aligner that allow for the cost-effective generation of rather complex micro-optical systems on the wafer level are discussed. Equipment available from MTI includes diamond cut saw blades and analytical laboratory equipment.

The Proforma i system includes full remote control operating software and Ethernet network interface capability. The quickand easy to use Windows Sapphire is a material of a unique combination of physical, chemical and optical properties, which make it resistant to high temperature, thermal shock, water and sand erosion, and scratching. Sapphire wafers are manufactured from single crystal sapphire ingot, making them ideal for demanding applications such as laser systems because of their extreme surface hardness, high thermal conductivity, high dielectric constant and resistance to common chemical acids and alkalis.

It is an ideal instrument for metallurgical, mineral and crystal identification. If you want to know more about MTI, please contact us. Founded in Switzerland, we currently have manufacturing facilities and support offices in two European locations and one in Norcross, Georgia, USA. There are two manual wafer probe stations available, one for wafers up to mm diameter, and the other for wafers up to mm diameter. MgO wafer can be fabricated in round or square shape , with a SEMI flat or without flat , one side polished or two sides polished , size from 10 x10 mm to 2 " , thickness range from 0.

C-plane sapphire substrates are widely used to grow III-V Undoped Silicon, also called intrinsic is pure silicon without any significant dopant throughout the wafer. By controlling the growth kinetics in the near-equilibrium limit during metal-organic chemical vapor depositions of MoS2 and WS2 monolayer ML crystals, we have achieved conformal ML coverage on diverse 3D texture substrates, such as periodic arrays of nanoscale needles and MTI is looking for an InformationTechnology professional with the ability to use critical thinking Initial wafer inspection and photo preparation including Brian Rose Field Service Technician at Mobile Technologies Inc.

Veeco is a leading manufacturer of technologies that play an integral role in producing LEDs for solid-state lighting and displays, and in the fabrication of advanced semiconductor devices. Now, he oversees a team of 8 process engineers for wafer fabrication operations. The number of electrons in each of tellurium's shells is 2, 8, 18, 18, 6 and its electron configuration is [Kr] 4d 10 5s 2 5p 4.

MTI's new generation of wafer processing systems for scrub, photo-resist coat develop and bake are ideally suited for use with either positive or negative photoprocessing techniques. Please use one of the following formats to cite this article in your essay, paper or report: APA. UDM Systems manufactures water-based wafer dicing lubricants and cleaners for semiconductor, solar and biomedical. We have over 20 years of experience in the semiconductor industry.

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Authentic MTI products can only be purchased directly through MTI Corporation by PO or online store International customers by authorized distributors in their designated region , we do not sell on Alibaba. Website : www. And the different cut type will cause the different seed location. Please forward your message using the form below. The Proforma SA is a semi-automated wafer metrology tool used in thickness measurement for both semiconducting and semi-insulating wafer materials.

Product Description: Sapphire is a material of a unique combination of physical, chemical and optical properties, which make it resistant to high temperature, thermal shock, water and sand erosion, and scratching. Emergency Preparedness and Safety Week Sep. Phone: The type of certification degree, diploma, certificate you will earn after completing your program. Open Studies allows you to explore credit courses without applying to a program. It is an opportunity to get a feel for school and what program you want to be in.

Program availability may be limited for international applicants. Contact your student advisor for more information. You may apply for advanced credit once you have been accepted into the program. In addition to the common guidelines outlined on the Transfer and Credit Options section and on the Transfer Credit Request Form PDF , your program has other advanced credit requirements that are applied to each request including:. NAIT's Bachelor of Technology in Construction Management degree program will teach you how to plan, coordinate and control a construction project from start to finish.

The program will help you combine practical skills with the technical training and theoretical knowledge you'll need to successfully manage a construction project. When you graduate, you will be ready to bridge the gap from entry-level technologist to a leadership or management role in the growing heavy-industrial, commercial, engineering or construction industries. Employment rates reported by NAIT alumni are for information purposes and do not guarantee future employment opportunities. Salaries reported by NAIT alumni are for information purposes and are not a guarantee of future alumni income.

The BTech-CM program combines practical skills with the technical training and theoretical knowledge you will need to successfully manage a construction project. You can expect to perform risk management, construction estimates, and scheduling activities for actual projects. What is eLearning? Face-to-face courses are 15 weeks in length, 8 weeks during spring term. For face-to-face courses, lectures and labs will run 2 to 3 hours long in the evenings unless the course is offered online. The Bachelor of Technology in Construction Management degree program is a unique offering that will prepare you to manage the safe, timely and cost-effective delivery of a broad range of projects in industries like construction, oil and gas, engineering, design, research and development, and entrepreneurship.

More information about related careers, duties, working conditions and salaries can be found at the following online resources:. If you are looking to continue your studies, this degree will prepare you for graduate and PhD programs related to construction management, including Project Management, Construction Management, and Construction Engineering and Management. If you plan to transition to graduate studies, NAIT advisors can help you decide on a school and program. This course will provide underlying theory and practical skills for the student in conducting applied research activities in construction management, including methodological approaches, information collection and literacy, proposal writing and presentation, and numeracy.

These skills will prepare the student for conducting the Capstone Applied Research Project as well as future applied research activities in his or her career. Competitive strategies for bidding for traditional and alternative delivery systems will comprise the majority of framework for this course. Direct, indirect and conceptual estimating at a managerial level will be examined.

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Students will be exposed to best practices regarding creating an estimate and general steps of bid preparation, pre-bidding closing procedures, post tender negotiations and award. This course will also investigate the risk determination and risk exposure relative to competitive bidding. This course will introduce the students to goals, objectives and attributes of construction projects along with effective management strategies. Other topics such as project teams, construction documents, submittals, documentation types and procedures, control mechanisms, bonding, subcontracting, payments and claims, project closeout, commissioning and warranty periods will be examined in this course.

This course is aimed to equip the students with tools and knowledge of cost control of construction projects. Students will be provided with the insight to cost control processes from managerial perspective. Strategies to manage the labor will be discussed in detail. Students will be exposed to essential components of developing and tracking the cost management plan. Project budget tracking, purchasing, expediting, cost control and cash flow will be analyzed and studied for construction projects.

The emphasis will be on maximizing project profit through the construction project duration. This course consists of a structured, disciplined study of various forms of literature and film media as a basis for evaluating and critiquing social, political, economic, and environmental issues and concepts and recognizing alternative ways of knowing.

The writing component focuses on high-level writing skills including direct, concise, expressive, and persuasive forms of communication. This course introduces students to the theory and application of financial management in organizations. Topics to be covered include financial statement analysis, the time value of money, sources of business financing, working capital management, and special topics in managerial accounting. Students will learn how to prepare, interpret, and analyze financial statements such as the statement of earnings, the statement of financial position, and the statement of cash flows.

This course will introduce the students to the basics of contract law governing the Canadian construction industry. The course will discuss the milestone case law decisions and their impact on construction industry. Students will have the opportunity to study the critical aspects of construction contract law such as origin and history of construction contract law, rights and responsibilities of owner and contractor, the law of contract, contract execution, relationship of law to building codes, the aspect of subcontracting, alternative dispute resolution, evidence and builders liens.

Various standard construction contracts, project specification and construction case law will be examined. Planning and scheduling theory and application of proprietary computer software will be analyzed and implemented for scenario based construction projects. This course will focus on creating, managing and evaluating construction project schedules. Students will be introduced to computer scheduling software. Ethics and Society supports degree requirements through its high-level focus on personal, social, business, environmental, and global ethics as it relates to individual responsibilities.

Students prepare to face ethical dilemmas by developing a personal code of ethics based on extensive reading and consideration of the works of acknowledged experts. This course is designed to formalize the student's understanding of statistics so that they will be able to apply appropriate statistical practice in the technological applications they encounter. The course helps students to acquire the skills to apply descriptive and inferential statistics to obtain, organize and analyze data and present the findings.

Topics in the course include analysis of categorical and quantitative data, probability and probability distributions, confidence interval estimation, hypothesis testing and correlation and regression analysis. This course investigates modern aspects of building science including choice of materials, the nature of assemblies and installation techniques. Materials selection and their properties will be investigated to allow design and integration when managing construction projects with design professionals and owners.

Various assemblies will be studied and analyzed for building code compliance and effective design. This course integrates various quality management concepts and standards and applies them to the different phases of the construction project from conception to operation and maintenance. Skills necessary for the construction project manager in planning quality management, measuring project and corporate quality improvement strategies, understanding scope of work, and analyzing project performance are presented. The implementation and coordination of specific safety plans and environmental management strategies from a quality management perspective are discussed.

Theories of quality, total quality management, quality assurance and control, and value engineering steps are also introduced. Compliance with standards, levels of accreditation, design attributes and regulatory conformity will be examined within the Canadian context. The Capstone Project course is intended to be the capstone activity for the program. In conjunction with an industry sponsor and under the guidance of a course advisor, students will apply specialty knowledge to practice skills and solve management-related issues pertinent to the construction industry.

This major program activity is expected to contain elements that are deemed to be innovative, experimental or exploratory in nature. Evaluations will be based on a formal written report, an oral presentation and on feedback from industry sponsors. This course will focus on developing the leader within by analyzing effective leadership styles, leadership competencies, and best practices to create meaningful and productive relationships with others in the work and personal life environments.

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  7. Historical leadership to current leadership concepts and trends will be examined. Leadership competencies and best practices will be assessed. The application of these learnings, leadership styles, competencies and best practices will form the development of a personal leader leadership plan in modeling effective leadership. This course examines the importance of a well-developed Construction Health and Safety Management plan and the influences that plan has on the financial aspects of a construction project. The student will be introduced to the relationships among various components of a Health and Safety Management plan, such as Alberta Occupational Health and Safety OHS Code requirements, legal OHS requirements of Prime Contractors, hazard identification and control programs, and the contributions of the different Occupational Health and Safety professionals, all of which serve to support the success of the Project Manager and the construction project delivery.

    Risk analysis and management in design and construction have, in the past, tended to depend mainly on intuition, judgment, and experience. This course will help the student explore the subject of risk in a more objective manner, looking at both traditional risk management through the use of a more systematic analysis of defining, assessing, and treating risk to help decisions to proceed and aid in managing the work.

    The need to assess risk, manage risk, and reduce liabilities is the main subject matter of this course. Being aware of current problems and being able to solve them is of prime importance. Assessment of risk, the management of liability, government and societal public demand for an independent third party to manage risk is also examined.

    Insurance, indemnification, warranty, bonding, and surety are examined as risk management strategies. Innovation, whether borne out of a vision or a necessity, is at the core of technological advancement. Knowing how to adapt to change and present creative and unique ideas gives individuals an invaluable edge. This course will dispel some of the myths commonly associated with innovation and the successful adoption of ideas.

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    This course offers students an immersive environment designed to allow students to appreciate and evaluate innovative ideas; offer and receive peer feedback; test and improve presentation skills as one would do in a Ted-talk styled pitch. Those concerns are legitimate, but they are present in any reimbursement model. Providers will adopt bundles as a tool to grow volume and improve value. A large and growing proportion of health care is provided by multisite health care delivery organizations.

    Those proportions are even higher today. Unfortunately, most multisite organizations are not true delivery systems, at least thus far, but loose confederations of largely stand-alone units that often duplicate services. There are huge opportunities for improving value as providers integrate systems to eliminate the fragmentation and duplication of care and to optimize the types of care delivered in each location. To achieve true system integration, organizations must grapple with four related sets of choices: defining the scope of services, concentrating volume in fewer locations, choosing the right location for each service line, and integrating care for patients across locations.

    Is relocating service lines on the table? A starting point for system integration is determining the overall scope of services a provider can effectively deliver—and reducing or eliminating service lines where they cannot realistically achieve high value. For community providers, this may mean exiting or establishing partnerships in complex service lines, such as cardiac surgery or care for rare cancers.

    For academic medical centers, which have more heavily resourced facilities and staff, this may mean minimizing routine service lines and creating partnerships or affiliations with lower-cost community providers in those fields. Although limiting the range of service lines offered has traditionally been an unnatural act in health care—where organizations strive to do everything for everyone—the move to a value-based delivery system will require those kinds of choices.

    Second, providers should concentrate the care for each of the conditions they do treat in fewer locations. Concentrating volume is essential if integrated practice units are to form and measurement is to improve. Numerous studies confirm that volume in a particular medical condition matters for value.

    Providers with significant experience in treating a given condition have better outcomes, and costs improve as well. Patients, then, are often much better off traveling longer distance to obtain care at locations where there are teams with deep experience in their condition. That often means driving past the closest hospitals. Organizations that progress rapidly in adopting the value agenda will reap huge benefits, even if regulatory change is slow. Concentrating volume is among the most difficult steps for many organizations, because it can threaten both prestige and physician turf.

    Yet the benefits of concentration can be game-changing. In , the city of London set out to improve survival and prospects for stroke patients by ensuring that patients were cared for by true IPUs—dedicated, state-of-the-art teams and facilities including neurologists who were expert in the care of stroke. These were called hyper-acute stroke units, or HASUs. At the time, there were too many hospitals providing acute stroke care in London 32 of them to allow any to amass a high volume. UCL Partners, a delivery system comprising six well-known teaching hospitals that serve North Central London, had two hospitals providing stroke care—University College London Hospital and the Royal Free Hospital—located less than three miles apart.

    University College was selected to house the new stroke unit. Neurologists at Royal Free began practicing at University College, and a Royal Free neurologist was appointed as the overall leader of the stroke program. These steps sent a strong message that UCL Partners was ready to concentrate volume to improve value.

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    The number of stroke cases treated at University College climbed from about in to more than 1, in All stroke patients can now undergo rapid evaluation by highly experienced neurologists and begin their recovery under the care of nurses who are expert in preventing stroke-related complications. The third component of system integration is delivering particular services at the locations at which value is highest. Less complex conditions and routine services should be moved out of teaching hospitals into lower-cost facilities, with charges set accordingly. There are huge value improvement opportunities in matching the complexity and skills needed with the resource intensity of the location, which will not only optimize cost but also increase staff utilization and productivity.

    More recently, the hospital applied the same approach to simple hypospadias repairs, a urological procedure. Relocating such services cut costs and freed up operating rooms and staff at the teaching hospital for more-complex procedures. In many cases, current reimbursement schemes still reward providers for performing services in a hospital setting, offering even higher payments if the hospital is an academic medical center—another example of how existing reimbursement models have worked against value.

    But the days of charging higher fees for routine services in high-cost settings are quickly coming to an end. The final component of health system integration is to integrate care for individual patients across locations. Care should be directed by IPUs, but recurring services need not take place in a single location. For example, patients with low back pain may receive an initial evaluation, and surgery if needed, from a centrally located spine IPU team but may continue physical therapy closer to home. Wherever the services are performed, however, the IPU manages the full care cycle.

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    Integrating mechanisms, such as assigning a single physician team captain for each patient and adopting common scheduling and other protocols, help ensure that well-coordinated, multidisciplinary care is delivered in a cost-effective and convenient way. Health care delivery remains heavily local, and even academic medical centers primarily serve their immediate geographic areas.

    If value is to be substantially increased on a large scale, however, superior providers for particular medical conditions need to serve far more patients and extend their reach through the strategic expansion of excellent IPUs. Buying full-service hospitals or practices in new geographic areas is rarely the answer. Geographic expansion should focus on improving value, not just increasing volume.

    Geographic expansion takes two principle forms. The first is a hub-and-spoke model. For each IPU, satellite facilities are established and staffed at least partly by clinicians and other personnel employed by the parent organization. In the most effective models, some clinicians rotate among locations, which helps staff members across all facilities feel they are part of the team. As expansion moves to an entirely new region, a new IPU hub is built or acquired.

    Patients often get their initial evaluation and development of a treatment plan at the hub, but some or much care takes place at more-convenient and cost-effective locations. Satellites deliver less complicated care, with complex cases referred to the hub. The net result is a substantial increase in the number of patients an excellent IPU can serve. This model is becoming more common among leading cancer centers. MD Anderson, for example, has four satellite sites in the greater Houston region where patients receive chemotherapy, radiation therapy, and, more recently, low-complexity surgery, under the supervision of a hub IPU.

    The cost of care at the regional facilities is estimated to be about one-third less than comparable care at the main facility. The second emerging geographic expansion model is clinical affiliation, in which an IPU partners with community providers or other local organizations, using their facilities rather than adding capacity. The IPU provides management oversight for clinical care, and some clinical staff members working at the affiliate may be employed by the parent IPU.

    MD Anderson uses this approach in its partnership with Banner Phoenix. Local affiliates benefit from the expertise, experience, and reputation of the parent IPU—benefits that often improve their market share locally. The IPU broadens its regional reach and brand, and benefits from management fees, shared revenue or joint venture income, and referrals of complex cases. Successful clinical affiliations such as these are robust—not simply storefronts with new signage and marketing campaigns—and involve close oversight by physician and nurse leaders from the parent organization as well as strict adherence to its practice models and measurement systems.

    For example, Vanderbilt has encouraged affiliates to grow noncomplex obstetrics services that once might have taken place at the academic medical center, while affiliates have joint ventured with Vanderbilt in providing care for some complex conditions in their territories. The preceding five components of the value agenda are powerfully enabled by a sixth: a supporting information technology platform. Historically, health care IT systems have been siloed by department, location, type of service, and type of data for instance, images. Often IT systems complicate rather than support integrated, multidisciplinary care.

    But the right kind of IT system can help the parts of an IPU work with one another, enable measurement and new reimbursement approaches, and tie the parts of a well-structured delivery system together. The system follows patients across services, sites, and time for the full cycle of care, including hospitalization, outpatient visits, testing, physical therapy, and other interventions.

    Data are aggregated around patients, not departments, units, or locations. Terminology and data fields related to diagnoses, lab values, treatments, and other aspects of care are standardized so that everyone is speaking the same language, enabling data to be understood, exchanged, and queried across the whole system. That includes referring physicians and patients themselves. The right kind of medical record also should mean that patients have to provide only one set of patient information, and that they have a centralized way to schedule appointments, refill prescriptions, and communicate with clinicians.

    And it should make it easy to survey patients about certain types of information relevant to their care, such as their functional status and their pain levels. Templates make it easier and more efficient for the IPU teams to enter and find data, execute procedures, use standard order sets, and measure outcomes and costs.

    Expert systems help clinicians identify needed steps for example, follow-up for an abnormal test and possible risks drug interactions that may be overlooked if data are simply recorded in free text, for example. In value-enhancing systems, the data needed to measure outcomes, track patient-centered costs, and control for patient risk factors can be readily extracted using natural language processing. Such systems also give patients the ability to report outcomes on their care, not only after their care is completed but also during care, to enable better clinical decisions. As a result, the cost of measuring outcomes and costs is unnecessarily increased.

    It is now moving toward giving patients full access to clinician notes—another way to improve care for patients. The six components of the value agenda are distinct but mutually reinforcing. Organizing into IPUs makes proper measurement of outcomes and costs easier. Better measurement of outcomes and costs makes bundled payments easier to set and agree upon. A common IT platform enables effective collaboration and coordination within IPU teams, while also making the extraction, comparison, and reporting of outcomes and cost data easier.

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    8. With bundled prices in place, IPUs have stronger incentives to work as teams and to improve the value of care. And so on. Implementing the value agenda is not a one-shot effort; it is an open-ended commitment. It is a journey that providers embark on, starting with the adoption of the goal of value, a culture of patients first, and the expectation of constant, measurable improvement. The journey requires strong leadership as well as a commitment to roll out all six value agenda components. For most providers, creating IPUs and measuring outcomes and costs should take the lead.

      As should by now be clear, organizations that progress rapidly in adopting the value agenda will reap huge benefits, even if regulatory change is slow. With the tools to manage and reduce costs, providers will be able to maintain economic viability even as reimbursements plateau and eventually decline. Providers that concentrate volume will drive a virtuous cycle, in which teams with more experience and better data improve value more rapidly—attracting still more volume.

      Superior IPUs will be sought out as partners of choice, enabling them to expand across their local regions and beyond. Maintaining market share will be difficult for providers with nonemployed physicians if their inability to work together impedes progress in improving value. Hospitals with private-practice physicians will have to learn to function as a team to remain viable.

      All stakeholders in health care have essential roles to play. Their boards and senior leadership teams must have the vision and the courage to commit to the value agenda, and the discipline to progress through the inevitable resistance and disruptions that will result. The transformation to a high-value health care delivery system must come from within, with physicians and provider organizations taking the lead. But every stakeholder in the health care system has a role to play in improving the value of care. Patients, health plans, employers, and suppliers can hasten the transformation by taking the following steps—and all will benefit greatly from doing so.

      Reputations that are based on perception, not actual outcomes, will fade. Maintaining current cost structures and prices in the face of greater transparency and falling reimbursement levels will be untenable. Those organizations—large and small, community and academic—that can master the value agenda will be rewarded with financial viability and the only kind of reputation that should matter in health care—excellence in outcomes and pride in the value they deliver.

      Michael E. Thomas H. Lee , MD, is the chief medical officer of Press Ganey. He is a practicing internist and a professor part time of medicine at Harvard Medical School and a professor of health policy and management at the Harvard T. Chan School of Public Health. Porter Thomas H. October Issue Explore the Archive. Defining the Goal The first step in solving any problem is to define the proper goal.