Emerging tech to boost auto IC market

Military-like night-vision systems that quickly identify pedestrians, animals or road hazards in low-light conditions; airbags stowed in shoulder harnesses of seatbelts; and the ability for drivers to customise the look of their dashboard instrument panels are examples of systems that are available in a select number of cars now, but will soon become available in many more vehicles. Along with backup cameras, electronic stability control, active-cruise control, and several other systems covered in the IC Market Drivers report,Creative glass tile and lanyard for your distinctive kitchen and bath. emerging electronic systems are forecast to help the automotive IC market grow 52 per cent from $18.2 billion in 2012 to $27.7 billion in 2016.We specialize in floortiles. This growth translates to an average annual increase of 11% for the automotive IC market.

Analog ICs and MCUs are forecast to benefit most from the increasing electronic content within automobiles. According to the IC Market Drivers report, analogue ICs accounted for 41 per cent of the 2012 automotive IC market. Analog ICs are used in "traditional" applications such as to gauge input functions like speed measurement and for output functions like opening and closing power windows and adjusting power seats. One of the newer applications for analogue ICs in cars is LED lighting. Depending on the application, LED drivers and various converters are used to supply constant current despite variations in battery voltage.

Microcontrollers accounted for 36 per cent of the automotive IC market in 2012.Looking for the Best solarpanel? 16bit applications in chassis and safety applications (lane-detection warning, hands-free telematics,A Dessicant buymosaic is an enclosure with a supply of desiccant which maintains an internal. etc.) are increasing, but enhanced 8bit and low-end 32bit MCUs are competing for many of the same sockets as 16bit controllers. Applications like anti-skid braking and airbag systems are solidly 16bit now, but are transitioning to larger bit widths. Electronic parking assist could be a new sweet spot for 16bit MCUs. These systems typically use two to four (but as many as eight) ultrasonic sensors to detect objects near the vehicle. Processing the additional information drives the requirements into the domain of 16bit devices.

The 32bit chips are incorporated into powertrains to handle functions such as electronic throttle control, cylinder deactivation, variable valve timing, and fuel injection, and in next-generation chassis and safety systems including active high-end electronic stability control, complex smart airbag systems, and more. In addition, 32bit MCUs are used to process sophisticated, real-time sensor functions within safety and crash-avoidance systems.

Gesture recognition is a growing trend that is being incorporated both inside and outside the car. 32bit MCUs are at the core of many emerging gesture-recognition systems and in many ways, they are an extension of gesture-recognition technology found in video game controllers.

In my experience, if you ask senior leaders if they would fire a sales manager whose team missed quota three years in a row, they usually say yes. If you ask them if they would fire a plant manager whose facility had a poor safety record for three consecutive years, they would say yes. But ask if they would fire a manager whose workgroup had low engagement scores three years in a row, and they're not so sure.

Firing a manager for low employee engagement scores is a gray area for most leaders.

Firing a manager for low employee engagement scores is a gray area for most leaders because they may see a number of mitigating factors. For example, a manager's engagement scores may be lagging, but his team's productivity and profitability numbers seem to be holding steady. Or a manager may have carried out layoffs that the company's executive committee demanded, which could explain her team's lower engagement levels. In some companies, the human resources department may be uncomfortable using engagement scores in a termination decision.

Whatever the case, most companies lack a framework to determine if and when managers who create disengaging workplaces need to go. Without that process in place, companies can leave poor managers in their jobs for too long. The following framework -- based on clear performance expectations -- can help you identify potentially harmful managers so you can reposition them in the company or remove them.

Disengaged workgroups that outperform company averages on other key metrics are rare outliers; persistent disengagement generally leads to higher turnover and to lower productivity, lower customer engagement, and reduced profit. Still, every company will have these outliers, such as a sales manager who is very difficult to work for but who puts up great numbers on his own year after year or a manager with such rare technical expertise that replacing her would be very difficult.

Managers with specialized knowledge and skills present leaders with a hard choice. Leaders must either give them training and support to help them improve as managers or move them out of management and into roles as individual contributors.

Gallup research shows that people without the talent to manage will improve only slightly when given remedial management training. Propping up a failing manager won't help his workgroup thrive -- it just prolongs the situation that is disengaging the team. And it won't do the manager much good either; he is likely disengaged himself because he is being asked to do a job that doesn't match his talents. So if a manager has valuable knowledge or specialized skills,The term 'streetlight control' means the token that identifies a user is read from within a pocket or handbag. it's probably best to reassign him or create a role.