▲ SK hynix President and CEO Kwak Noh-Jung speaks with employees on the company’s 40th anniversary (From left, Son Aeri, Kwak, Lim Seohyun, and Ma Kyoungsoo)

To commemorate SK hynix’s 40th anniversary on October 10, SK hynix President and CEO Kwak Noh-Jung laid out the company’s vision. “We will transform semiconductor memory, which has generally been considered as a commodity product¹, into customized specialty solutions through continued innovations,” he said. During a special interview, Kwak claimed that “only companies that satisfy customers by breaking away from old methods centered on commodity products will survive.”

The AI era has already brought about swift increases in the capabilities of AI systems and a diversification in the memory specifications required by major tech companies. In this rapidly changing environment, SK hynix is leading the AI memory sector with its innovations, including the world’s first mass production of HBM3² and development of the world’s best-performing HBM3E.

¹Commodity product: In the semiconductor field, commodity products are simple mass-produced chips used for performing repetitive processing routines.

²High Bandwidth Memory (HBM): A high-value, high-performance memory that vertically interconnects multiple DRAM chips, enabling a dramatic increase in data processing speed in comparison to earlier DRAM products. HBM3E is the extended version of the HBM3 and the 5^th generation of its kind.

▲ Kwak talks about the company’s vision with employees

Traditionally, the memory industry has used a low-mix high-volume manufacturing³ system where both DRAM and NAND solutions were developed and quickly produced in large quantities. Although customized technology has been developed in some areas as the memory sector has advanced over recent years, the industry is still largely centered on commodity products.

³Low-Mix High-Volume (LMHV) manufacturing: A production model that enables businesses to produce large volumes of a small number of products.

However, as the pace of technological advancement in AI accelerates with the emergence of generative AI services such as ChatGPT, the industry consensus is that the types of AI services and related training will differ for each company. This will result in distinct memory specifications for companies across the world.

Following the mass production of HBM3E in 2024, Kwak claims that memory specifications will need to be configured in close collaboration with customers in the AI business from the earliest stages. This will entail major industry-wide changes in design and production methods, as well as marketing.

“Going forward, we need to first understand the specialty of each of our customers’ work and then customize the memory to meet their needs,” he said. “That represents a big growth opportunity for us.”

▲ Kwak talks about the opportunities the future holds for SK hynix

For the talk, Kwak was joined by three SK hynix employees who represented different generations. Ma Kyoungsoo, a senior engineer of the Manufacturing and Technology department who has been with the company for more than 30 years and was honored as SK hynix’s first Master⁴ in 2023; Technical Leader Son Aeri of the DRAM Development department who was born in October 1983 when the company was founded; and Technical Leader Lim Seohyun of the NAND Development department who joined the company in 2023, sat down with Kwak to talk about SK hynix’s past, present, and future.

⁴Master: An in-house guru at SK hynix who takes on the role of an advisor, passing on knowledge of the semiconductor manufacturing site to juniors and suggesting solutions to various problems.

▲ Kwak talks to employees about the company’s facilities in Icheon, Cheongju and Yongin

When asked about the company’s future, Kwak first spoke of the potential of facilities in Icheon, Cheongju, and Yongin. Once the first fab in SK hynix’s Yongin cluster becomes operational in 2027, it will join the company’s existing Icheon and Cheongju sites to form a triangle on the map and create an optimized production system which will increase business efficiency.

“When the triangle is completed, SK hynix will become a global semiconductor mecca spread across the three cities,” Kwak said.

Regarding the future of semiconductors, Kwak predicts that there will be a technological convergence between memory, CPUs, and system semiconductors as their boundaries become blurred, and that the applications of memory will broaden. “As products such as PIM⁵, which puts computational functions in the memory itself, become more sophisticated, they are likely to be applied to quantum computing⁶ technology,” he said. “Our ability to lead this shift will be a decisive factor in determining our future.”

Kwak also emphasized that “in the future, we need to pay attention to our surroundings, not just technology or products, and strive to make the world a better place. We need to continue to work toward our environmental goals, such as achieving net zero and RE100⁷, while also thinking about how we can contribute to society and improve our governance system,” Kwak said, adding that he plans to strengthen the company’s ESG management.

⁵Processing-In-Memory (PIM): A next-generation technology that adds computational capabilities to semiconductor memories to solve the problem of data movement congestion in AI and big data processing.

⁶Quantum computing: A computational method that utilizes quantum mechanical phenomena such as entanglement and superposition to solve complex problems faster than traditional computers.

⁷Renewable Electricity 100 (RE100): A global initiative for businesses to procure 100% of electricity via renewable electricity.

▲ Ma talks about how the company has changed over the past 40 years

Kwak also spoke with staff about the company’s evolution over its 40-year history. Ma, who has worked at SK hynix since the early 1990s, cites horizontal corporate culture following the elimination of the hierarchical system as the biggest change. “It has created a work environment with strong communication and flowing ideas,” he said.

“Safety awareness has also increased as much as technical skills. The safety rules have become as detailed as the actual work we do, which has created an environment where everyone can work with peace of mind,” Ma added.

▲ Lim talks about Gen Z’s positive impression of SK hynix

“The company guarantees a wide range of autonomy to its employees, including a flexible work system, making it a place where Gen Z wants to work,” said Lim, who joined the company in 2023.

Kwak responded by praising staff for their ability to work autonomously and use their initiative in the face of adversity. Recalling the early 2000s, he said: “When the company experienced challenges, employees put in great effort and approached their work with a sense of ownership. Looking back, this sense of ownership is in line with our VWBE⁸ philosophy.”

⁸Voluntarily and Willing Brain Engagement (VWBE): One of the employee values emphasized by SK Management System, or SKMS.

▲Son reflects on turning 40 as SK hynix celebrates its 40^th anniversary

“I turn 40 in the same month the company celebrates its 40^th anniversary,” said Son. “When I was younger, I thought that 40 was the age of a mature adult, but now I realize that it’s the age of a young person who needs to develop and grow constantly, both myself and the company. I think we’ve entered the new starting point for further development.”

Kwak also acknowledged the need for the company to continue to grow and progress. “Recent reports show that the average lifespan of a global company is only 15 years, and it’s going to get shorter,” he said. “We can be proud of our 40-year history, but we also have more work to do.”

▲ Kwak thanks the employees for all their hard work

Wrapping up the talk, Kwak thanked all of SK hynix’s employees for making the company’s 40-year history possible. “Our recent industry-leading technologies, including HBM3E, DDR5, LPDDR5, and 321-Layer NAND, are the result of the hard work of our employees, and I would like to take this opportunity to thank them,” he said.

“The current generation is very rational in the way they work, and they are ready to work at 150% of their capabilities, or even more,” he said of the junior members who are becoming the company’s core workers, adding that he is excited about the next 40 years.

Kwak concluded by saying that “we have all excelled as one team, one company, and our goal is to become a global market leader.”

The post [SK hynix’s 40th Anniversary] CEO Kwak Noh-Jung Says Company to Become Specialty Semiconductor Memory Provider for the AI Era first appeared on SK hynix Newsroom.

A couple’s first blissful dance as bride and groom. The glistening beach sunset taken during the trip of a lifetime. A mother holding her newborn baby for the first time. Life’s special moments can be captured forever in photos, instantly transporting people back to that time long after the photo was taken. This power of photography along with the medium’s art, history and technological advancement are celebrated during World Photography Week, a global event running August 12–26.

To mark the occasion, the SK hynix Newsroom spoke with three of the company’s employees from separate global offices to discuss some of their most impressive shots, recommendations for places to travel, and the impact photography has had on their lives.

“Photography is a Mission and a Responsibility”

“Ever since I was a child, I have always loved nature: flowers, birds, fish, and insects. Fast-forward to when I became an adult, I won the first prize at my company’s photography competition for an impromptu photo taken of a light-vented bulbul—a type of songbird also called a Chinese bulbul—perched on a steel bar. From then on, wildlife photography has taken up all my spare time. I have traveled all over China as I go out to shoot almost every week. If there’s a place in the country that is known for having vast lands of nature, I will visit the area no matter the distance to capture raw images of wildlife.

A type of dendrobium orchid

Cherry blossom in Wuxi

“For example, I had to go on an arduous journey to photograph a type of dendrobium orchid, which is one of the most beautiful flowers I have ever seen. As it grows on the branches of huge trees by fast-flowing rivers, it took me two whole days to get to the bottom of an ancient tree where these flowers were blooming. This type of orchid is rarely seen, as it is generally found in secluded and snowy areas of the mountain home to swarms of locusts.

“But another favorite place of mine doesn’t require too much traveling. In fact, it is in the city where I was born and work to this day—Wuxi. When the cherry blossoms are in full bloom in March, it will usher in the most beautiful and most-lively scene of the year for Wuxi. People from all over the world come here to enjoy the cherry blossoms during our city’s annual festival that brings nature and people together.

Euphaea opaca damselfly

“Ever since wildlife photography has become a big part of my life, I’ve noticed the many similarities we share with animals and insects that offer us important lessons. For example, dragonflies begin their life in the water and return to the water when they die, so they have a circle of life just as we do. I still remember the time when I spotted an endemic species called the Euphaea opaca damselfly in a mountain stream in the city of Yixing. A brown male was fighting for the right to mate and pass down his genes. As such, life goes on and on.

“However, due to the impact of climate change, many creatures are at risk of extinction. I believe photos that show the true beauty of wildlife will raise awareness about nature conversation and encourage more people to take relative action. In that sense, photography is a mission and a responsibility for me. It is my goal to influence more people to protect nature. This is why I really get excited when rare and endangered species are photographed. When I became the first photographer in China to capture the striped emerald dragonfly in 2021, I shed tears of joy.

“Presently, I am a contracted photographer for the Southwest Mountains site, and my photos have also been featured in various domestic atlases and publications. More recently, in July 2021, I held an exhibition of my wildlife photos.

“Whenever I am under pressure due to work or life in general, going out into nature and photographing wildlife helps me release built-up tension and puts me back into a better state. Photography has the power to improve my mental and physical well-being.”

“Finding the Good in Things”

“Since the pandemic began, I have been looking for places away from crowds. So, I took up mountain climbing as a new hobby, and it didn’t take long until I decided to get a camera to capture the scenery that was simply too good not to share with others. One of the most memorable views was on top of Seoraksan Mountain in Gangwon-do Province, which is one of the most popular hiking destinations in South Korea.

“I go out to take pictures about once or twice a month, and Happy Fridays are a good time to do this. As our company allows us to take one Friday off every month, I search for places to take photos ahead of time.

Seoraksan Mountain

“Interestingly enough, when I was in my 20s, I didn’t like being photographed. But I’ve been taking a lot of photos of myself and the people around me ever since I picked up this hobby. In the process, I’ve also learned to smile a lot more and I’m proud to see myself bring more positivity into life and become a better version of myself. In that sense, photography is like a treasure to me; I feel a great deal of happiness whenever I take photos.

Bokcheonsa Temple

The Sinri St. Daveluy Historic Site

“But there’s something more than this; photography has taught me how to find the good in things, either by closely observing the subjects or finding a good photographic composition. I think life is similar in a way. Everything has a good and bad side to it, but it is just a matter of where you focus your attention and gaze. If you can find the good in things, you will always come out on top. I have become a person who looks for the best in things and tries to see the bright side to everything.

“I still cannot forget the time I visited Bokcheonsa Temple in the southeastern port city of Busan and the Sinri St. Daveluy Historic Site in Chungcheongnam-do Province. I am not religious, so these two sites are not my usual go-to places. But I felt more at peace than ever while walking around them. The more time I spent exploring every corner to take photos and learning about the histories of these places, the more beauty I discovered in them. Since then, I have become more open to visiting locations that I haven’t really thought of in the past.

“Photography Doesn’t Forget”

“I have always been a people person ever since I can remember. Family and friends are two integral parts of my life. So, naturally I am keen to get to know about people and will closely observe their behaviors and habits, which can often rub off on me. One time, I was traveling with a friend who took out a camera and started capturing the moments. As I found this to be a great way to cherish memories, I also decided to do the same. Later on, I participated in a photography class to learn about the various equipment and develop new skills. However, as photography equipment can be pretty heavy, I sometimes use my phone to take photos when I travel. I have no problem with this as my main purpose of taking photos is to capture memories. Also, I do not think photos have to be taken in a new and exciting place every time. Even if I take a photo of a road that I have seen numerous times, the shot can give me a new perspective of it and lead me to appreciate the ordinary things in life.

“Taking portraits has become my thing after I noticed that I feel happy whenever I see smiling faces through the camera lens. So, I often try to capture the good time with my friends and co-workers who also enjoy photography. Of course, many of my photos also include my family and our gatherings.

A family outing

“Although we can forget about things as time passes, photography doesn’t forget; it records all the places, people, moments, and events you have experienced. I have a big family which means it is hard for everyone to gather and sit down together. So, the day when everyone from the little ones all the way to my grandmother went to a restaurant for a family gathering felt so special to me. This seemingly normal photo of a family did not require a lot of technique or high-tech equipment; it was the significance and memories we created that day that made this one of the best photos that I have ever taken. I am always going to remember that day as it was the first time my grandmother went out to eat with all of us, and the last. This is my most cherished photo to date.”

Different Purposes, One Shared Passion

Whether looking to find the good in things, raise awareness of the need to protect nature, or keep memories of loved ones and precious experiences, the three employees had different reasons for taking up photography as a hobby. However, they are united in their passion for taking photos and are hoping to inspire others to do the same for World Photography Week and beyond.

The post Behind the Lens: SK hynix Employees Share Stunning Images to Celebrate World Photography Week first appeared on SK hynix Newsroom.

To find out the answers to these questions and more, the SK hynix newsroom interviewed two marketers from the company’s U.S. and South Korean offices.

In South Korea, Jay-hyun Chu is taking on more varied tasks in her sixth year at the company. In addition to her usual role of being a contact point for clients, Chu has put aside much of her time to coming up with attractive proposals for her company’s products while managing negotiations with clients.

Across the ocean at SK hynix America, Jong-rak Hyun of the Commercial Marketing team has also seen considerable changes to working methods. Recently, taskforces and working groups have been set up to spearhead efforts to systemize the work process in the U.S. office.

Amid economic instability, geopolitical issues, and the industry slowdown, it is clear that marketers’ roles and skillsets are developing to take on these challenges. Especially at a time when semiconductors are playing such a crucial role in essential technologies, it is important to consider how marketers help get these key technologies into the hands of those who need them most.

In a wide-ranging interview, Chu and Hyun discuss why their work is essential for companies to thrive no matter the situation.

Adapting to a Rapidly Changing Environment

Chu has been a sales representative ever since she joined SK hynix six years ago. Her daily tasks at the Global Sales & Marketing (GSM) department have included managing the annual planning of the company’s supply and revenue in addition to acting as the contact point for external clients. However, as client demand for products changes frequently during times of economic instability, it is the role of Chu to keep up with this fluctuation.

“While it is fundamental to match the client’s demands, it is my job to promote our products in various ways,” she said.

“We have also become more proactive in our sales approach as demand has been falling,” said Chu. “This has required us to be more thorough with our market analyses to make better proposals and negotiations with clients.”

Out of the 12 years that Hyun has worked at SK hynix, the last four years have been spent in the marketing and sales division. Some of his tasks have included analyzing markets, verifying customer demand, identifying potential businesses, and maximizing corporate sales. He also contributes to the establishment of marketing strategies in the U.S. by gathering market intelligence on clients in the server, automotive and consumer markets.

Working in the U.S. has meant that Hyun experienced relaxed COVID-19 restrictions much sooner than Chu in South Korea, but some changes in the work culture made as a result of the pandemic have remained and helped to improve productivity for the U.S. office.

For example, SK hynix has introduced a flexible work system which allows employees to freely adjust their mandatory working hours. As for employees in South Korea, they may also choose to commute to the office closest to their homes as there are multiple offices they can work in.

Training to Take Employees to the Next Level

As a global semiconductor company with offices and plants around the world, SK hynix is often faced with numerous unforeseen challenges. Therefore, marketers at the company ensure that they are always prepared for any eventuality by taking essential education and training for employees. Such programs help staff develop the skills they need to perform their duties effectively.

“I am thankful that our company is continuing to invest in training and educating our workforce even during such challenging times,” said Hyun.

Program for Improving Language Skills

As the GSM department deals with global clients, language skills are also an essential part of employee’s duties. “The company provides opportunities to hone language skills as we need to deal with international clients and companies,” Chu said. “For languages like English and Chinese, we even have in-person classes and online courses.”

Gaining a Global Perspective Through the GXP

Foreign language skills can also come in handy for the recently launched Global eXperience Program (GXP), SK hynix’s work abroad program which introduces employees to new working cultures and methods. The program gives employees the chance to work at one of the company’s overseas branches or at the office of an international partner. Chu was one of the participants of the first GXP class last year and explained how the program opened her eyes to a new way of working.

“I got to meet face-to-face with international clients who previously I only could call from across the ocean. It really broadened my knowledge of different work tasks as I got to directly experience how our global colleagues were working in their offices,” she said, talking about her time working for five weeks at the company’s U.S. office.

“It was an eye-opening experience to see how staff in a different office work and discover what types of skills and manners they used for negotiations with clients,” she added.

Building Win-Win Partnerships That Last

With a global network of partners, SK hynix looks to move forward and develop innovative solutions collaboratively even in the face of challenges. Working closely with global partners who are renowned for their high standards has also helped to bring out the best in SK hynix’s employees.

“We have a variety of technical and business collaborations based on our strategic partnerships with leading tech companies. Such world-class businesses always demand our best efforts and performance, which is sometimes challenging,” Chu said. “But we feel that our company’s technology and business competitiveness are improving as we work with partners who expect only the best.”

SK hynix also has a strong partnership with leading consumer electronics companies. “Throughout our partnerships, we have always been extremely committed and collaborative,” said Hyun. “We provide our partners with not just memory products, but also the solutions they need.”

Hyun adds that while the company looks to “continue building win-win partnerships,” it is most important to always maintain a customer-first attitude. As Chu reiterates: “To become the number one technology company in the world, you can’t forget about the customer. Recently, SK hynix introduced a new CoC (code of conduct) for employees with an emphasis on customer relationships.”

This focus on the customer has helped the marketers to navigate the current downturn, which has brought down prices and impacted sales figures. ”As the contact point for customers, we need to relay a message of hope,” Chu said. “Even in such challenging times, we can attract new customers and expand our market if our technologies and advancements are distributed efficiently.”

The same applies for Hyun’s office in the U.S. “Even if tough times still lie ahead for us, we will feel immense pride when we work to spread awareness about our technological prowess to secure new customers and expand our reach in the market,” said Hyun.

Heading for a Brighter Future

As highlighted from talking with Chu and Hyun who work thousands of miles apart, SK hynix’s marketers around the world are giving their all to keep the company moving forward regardless of external circumstances.

Through a focus on adaptability, partnerships, and training, SK hynix is making sure that it remains a leading memory solution provider for its customers. As Chu said: “Employees voluntarily and willingly come up with innovative solutions to propel the company to become a global institution with a world-class competitive edge.”

Amid expectations that the global semiconductor industry will begin to recover later in 2023, SK hynix’s marketers will continue to give their utmost to ensure the company capitalizes on the upturn and reaches unprecedented heights in the future.

The post Overcoming the Downturn: Meet the SK hynix Marketers Tackling External Challenges first appeared on SK hynix Newsroom.

“Even a simple ‘yes’ can have different meanings depending on how you say it in Korea. I’ll tell you all about it.”

When two SK hynix employees from the company’s South Korean and U.S. offices compared their countries’ work culture, they discovered a host of differences. As a global company, SK hynix cherishes these differences and adapts its corporate culture across its worldwide network of offices to create a positive work environment for all of its workers.

To provide an insight into the range of cultures that exist within SK hynix’s global offices, the videocall between a DRAM developer from SK hynix’s South Korea HQ and a financial analyst from SK hynix America covered a range of topics. The pair discussed cultural differences and similarities that can be seen in a range of aspects at work, including communication styles, approaches to work, and diversity.

Eun-hwan  Almost everyone is Korean in our office so there are no major cultural differences, but there is a generational gap in Korea. The differences are so stark that there is a phrase ‘latte’ often used by older people, but they’re not talking about coffee! In Korean, the phrase for ‘back in my day’ sounds like ‘latte’, so people often use it when talking about their work methods and values, but it is used outside the office too. So, you might hear senior staff say: ‘In my day (latte), a new worker couldn’t even talk directly to their team leader’. However, SK hynix has now established a much more horizontal culture. What about in the United States?

Loc Wow that’s so interesting. So I guess the ‘latte’ phrase can also be used sarcastically by younger workers in Korea too? Here, ‘the back in my day’ culture is less prevalent now. Unlike in Korea, there are more cultural differences in the U.S. than generational differences as people of various races and nationalities work together. This can sometimes provide challenges as we can be unsure how to be culturally sensitive to certain colleagues. In order to improve our understanding of other cultures, SK hynix America has developed a cultural transfer program to bring workers closer together and celebrate our cultural differences.

Loc  In addition to making efforts to improve our understanding of different cultures, I’ve noticed that SK hynix has also been looking to improve the efficiency of work processes here. How about in Korea?

Eun-hwan  The Korean headquarters is focused on improving the efficiency of tasks to save time. I’ve heard from my seniors that they used to write many reports but now there aren’t as many, and the speed of work is more important. What about in the U.S.?

Loc  The U.S. definitely seems to have less of an emphasis on speed than Korea, so I feel like timelines for tasks are probably longer and we therefore work less overtime. Also, I think in the U.S., employees draw a more distinct line between their work and personal life which also lessens the amount of overtime.

Eun-hwan  As there is an emphasis on speed and work efficiency in Korea, we do sometimes have to work overtime to meet short deadlines. However, the company’s Happy Friday¹ program here has meant that we can get rewarded with a day off if we do work regular overtime. Of course, the employees here are grateful for programs like this.

¹Happy Friday: SK hynix employees at certain offices are able to take one Friday off a month to refresh themselves when they work over the mandatory working hours.

Loc  Yes, who wouldn’t like Happy Fridays? Recently, we started Happy Friday in our office as well and employees here have responded enthusiastically. How satisfied are employees at the Korean HQ with these employee benefits?

Eun-hwan  We are extremely satisfied with our benefits. We can choose our working hours, and we’ve introduced two satellite offices (one in Seoul and one just south of the capital in Bundang) so employees can choose to work at the one closest to their homes. Since Vice Chairman Jung-ho Park became our co-CEO, there have been many experiments to improve the corporate culture. I have even higher expectations for the future.

Loc  It sounds like the Korean office is doing a lot for their employees. It’s interesting to see the different programs and general differences in our offices.

Loc  Actually, I was also interested in how staff communicate in Korea to see how it differs from here.

Eun-hwan  In Korea, a lot of our communication is via online messaging and text because we’ve cut down on reports, emails, and so on. The interesting thing is that even a casual ‘yes’ has different nuances in Korea depending on the expression. Simply writing ‘yep’ means agreeing readily, ‘yes’ means agreeing lukewarmly, and ‘yes…’ means agreeing reluctantly. What about in the United States?

Loc I can see that people in Korea put in a lot of effort to find the meaning behind the words, but in the U.S. we tend to be more straightforward. So yep, yes, yeah… they all mean the same thing: I agree.

Eun-hwan  It sounds more straightforward communicating in the U.S. office then. Of course, we use online messaging all the time now, especially since the pandemic had reduced our face-to-face interactions with colleagues and clients. However, fortunately now restrictions are easing so we can meet in-person more. How do you bond with your colleagues now that it’s possible to go out more? Do you go out for company dinners together?

Loc  While I’ve heard that companies in Korea are starting to go out for team dinners again since the COVID-19 restrictions have been eased, in the U.S. company dinners are not really common. I feel personal time is more sacred. Are there still a lot of company dinners in Korea?

Eun-hwan  Unlike the U.S., Korea still tends to emphasize the need for team-building over personal time. In the past, late-night company dinners were encouraged to build camaraderie, but nowadays people have more freedom to decide what team-building activities they want to do, such as cultural activities and sports.

Loc I heard that South Korea only recently lifted the indoor mask mandate. In the U.S., people have not been required to wear masks for a while now. How are Korean staff dealing with the situation?

Eun-hwan  As you said, now the indoor mask mandate has been lifted for most places except for medical facilities and public transport. However, many people are still wearing masks so it’s still a transitional period. Another positive effect of COVID-19 restrictions being eased is that we are able to travel once again. For people at our company, this means they can take work abroad through the Global eXperience Program (GXP).

Loc  Yes, that’s right. In fact, not long ago a member of the Korean headquarters came to our office (SK hynix America) to work for five weeks as part of the GXP. He helped out our U.S. team while still keeping up with his work from back home.

Eun-hwan  Yes, the GXP program² is very popular these days. In the future, the company plans to create a global hub office overseas so staff can freely work abroad. This is expected to create even more interest in positions at our company.

²GXP(Global eXperience Program): A work abroad program which provides staff with the chance to work at one of SK hynix’s overseas offices or a foreign partner company for five weeks while continuing to do their duties from their home office.

Loc  As well as offering work abroad programs such as the GXP, I feel that SK hynix is also strengthening its diversity and inclusivity policies. How about in Korea? Have you noticed more female and foreign staff around the office?

Eun-hwan  Yes, I think the company is changing in terms of cultural diversity. There are already a lot of female engineers like me, and you can see some foreign staff around too. The number of female executives is also steadily increasing. What about the U.S.?

Loc  As you know, the U.S. is home to a wide range of nationalities and a number of initiatives are in place to improve female representation in the workplace. Of course, we should never stand still and more measures could be taken to improve diversity and inclusion here.

At a ceremony to celebrate SK hynix’s tenth anniversary in 2022, Vice Chairman and co-CEO Jung-ho Park announced SK hynix’s plans for the future. These included establishing a family-friendly corporate culture, becoming a growth-oriented company for top global talents, and offering a flexible and innovative work environment.

This discussion offered an insight into how SK hynix is working to meet these goals through its strong benefit programs, inclusive policies, and its positive work-life balance. While there are various differences in work culture in the U.S. and South Korea, SK hynix is making tremendous strides to create a welcoming environment and inclusive culture for all of its employees across its global offices.

The post Employee Interview: SK hynix Cherishing Global Differences Through Adaptive Work Culture first appeared on SK hynix Newsroom.

This video was produced by SK’s Global Development Group. It is a part of a series of videos produced that highlight the talent and personalities of SK employees across its operating companies in the U.S. More videos can be found on www.sk.com.

Paul Palonsky has been a part of SK hynix America for more than 28 years. Over nearly three decades, Paul has watched the business, and memory industry, undergo significant growth and change.

The growth isn’t expected to slow down, either. According to a Global Market Insights report, the semiconductor memory market size was valued at around $115 billion in 2020 and is estimated to grow at a CAGR of over 6.5% from 2021 to 2027.

The newsroom team spoke with Paul about how he got his start in the semiconductor industry and what has kept him excited to be a part of the SK hynix America team.

What has it been like being with this company for nearly 30 years?

It’s been a fascinating experience. When I started, the culture of the company was almost like that of a start up as the memory space was really starting to take off. Over the years, our technology and corporate structure have grown significantly, but not to the detriment of the company culture. Throughout all stages of growth, our executives have valued the input and opinions of the teams in place as they look to scale the business. That trust and confidence in the core employee base to help the company grow and be competitive I think has played a huge part of our company’s success story.

What has kept you motivated and inspired to stay with the same organization for so long?

Since I began, I have felt like I have been valued as a core part of the growth and success of our organization. Specifically, as a local market leader, I have had multiple opportunities to share my insignts and knowledge to influence the company’s overarching strategy. I continue to enjoy being a part of this team because our leadership sees me for more than my day-to-day role, they value my experience and ideas.

How did you begin your career?

I graduated from Georgia Tech and began my career in electrical engineering on the product design-side of the business. I didn’t love working in design engineering because it was too solitary for me. I like working with others and having human interaction be a major part of my daily routine. However, I am grateful for the perspective I gained from that experience. It has given me a unique perspective on the product and its core elements that allows me to add value to our customers.

What is one of the best lessons you have learned in your career?

I like to play Texas Hold’em poker in my down time which has helped me stay mentally sharp in my day-to-day. If you lose in the game, it’s because you played poorly, not because your luck is bad. The game helps me to see patterns or habits that I’m falling into that need to be reevaluated if I want to win.

It’s the same with my work. If I don’t stop and take stock of what I’m doing and the result it’s having, I won’t be successful.

The post Paul Palonsky: The Long-Term Partner to SK hynix America first appeared on SK hynix Newsroom.

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In semiconductor manufacturing, even the tiniest speck of dust can have a fatal impact on the electrical properties of the integrated circuit. If a pollutant generated in the process falls on top of a wafer or if small bumps are created on the surface of a wafer, this can cause a defect in the chip, lowering yield and dropping cost competitiveness. The more semiconductor circuit line width is reduced with scaling, the more intricate it becomes for the level of dust that can be permitted. ‘Defectless wafer’ that is clean, smooth and without a speck of dust is an essential element that determines product competitiveness.

Our newsroom met with the members of CLEAN & CMP Technology under the Manufacturing Technology department who are responsible for the production of ‘defectless wafers’ to learn more about their work.

Cleaning & CMP Process: Cleaning and Planarizing Wafer Surface

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A wafer goes through various processes, including photo, etching, diffusion, and thin film, before becoming a complete semiconductor. Among these processes, the cleaning process physically or chemically removes pollutants on the wafer surface before and after different steps in the processing. Methods can be largely categorized into ‘wet cleaning,’ which uses chemicals, and ‘dry cleaning,’ which uses gas like plasma.

In the past, the cleaning process was considered as an auxiliary process under another processes, but it has recently become an essential key process necessary in producing reliable semiconductors. As circuit line widths reduced with increased degree of integration among elements, it became essential to further advance the way of controlling defects in wafers. Therefore, there is an increasing trend in rising importance of the cleaning process in removing residual foreign substances after various processes.

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If the cleaning process is about cleaning wafer surface, the Chemical Mechanical Polishing (CMP) process is a process of smoothing the surfaces of wafers. The CMP process refers to the process of planarizing wafer surface by polishing the film surface of wafers that has bumps using a combination of chemical or mechanical forces.

This process uses the mechanism where areas of the chip of different heights are polished under different pressures when it comes into contact with a CMP pad, making the area that is relatively bumpier planarized first under a higher pressure. A chemical slurry is used on the surface in conjunction to prevent any scratches on the surface and to complement any instability in the process control.

Due to reduced line width following recent technological advancements, the degree of uniformity has gained more importance than before in the photo process. Similar level of defects has now a bigger impact on more cells, causing an even bigger drop in yield. As a result, the role of the CMP process of removing any irregular topography on the wafer surface is expanding. The process is gaining more significance in post-process stabilization by not only planarizing the surface, but also improving wafer defect, contributing to improving yield. Due to its even greater importance, every time a device is upgraded, the number of required CMP processes is increasing with even stricter standards.

Vision of CLEAN & CMP Technology: “Best Quality through Stabile Production and Technology Innovation”

There are eleven teams associated with the CLEAN & CMP process: Icheon FAB and Cheongju FAB have both Cleaning Technology Team and CMP Technology Team, which take charge of the cleaning process and CMP process, respectively. C&C Technology Innovation Team, which plays the role of a steersman in standardizing duties per fab and setting forth the overall direction for the organization, as well as the C&C Response Engineering Team, which oversees process dispersion improvement and endurance management of each fab.

The Cleaning Technology Team adopts and applies different methods such as the ‘batch-type’ cleaning¹ or the ‘single-type’ cleaning² out of wet cleaning methods according to the device and process. Because key parameters that determine the concept and endurance of equipment differ, the cleaning process is performed based on a deep understanding of both directions. In addition, the process is performed by choosing the right chemicals that will effectively remove defects according to the types and properties of the wafer defect.

A cleaning process that uses chemicals causes various defects due to the surface tension of the liquid chemical. The Cleaning Technology Team is dedicated to ensuring competitiveness by introducing ‘supercritical cleaning process’ that uses supercritical fluid that has no surface tension to control and further advance the process. The team is also gradually converting batch-type cleaning processes, which are hard to control with precision, into single-type processes.

The CMP process is performed by two parts – the polisher part and the cleaning part. In the polisher part, the slurry is injected onto the surface of the wafer and pad to polish off the wafer surface. And in the cleaning part, wet cleaning is performed using a brush to remove any residual substances left on the wafer surface after polishing. The process also includes a drying process after cleaning.

With circuit line width becoming more miniaturized, improving dispersion is also becoming more important to ensure process margin in the CMP process as well. The CMP Technology Team uses an Advanced Process Control (APC)³ system to optimize process conditions in real time. However, previous APC models were set based on the experience of the engineer in charge, meaning that improvements were influenced according to the skills and capabilities of the individual. Therefore, the CMP Technology Team recognizes the importance of developing an algorithm-based APC and a model that can leverage the experience of the engineer. It is implementing improvement measures of applying Model Integrated Process Control Optimizer (MICO) to further advance APC. The team is also focused on improving durables that can improve CMP Scratch (CMSC) defects generated in the CMP process.

The common objective pursued by CLEAN & CMP Technology is ‘ensuring the best quality through stabile production and technology innovation.’ To achieve this, members pursue four core values of ‘safety,’ ‘communication,’ ‘happiness,’ and ‘One Team Spirit.’ CLEAN & CMP Technology is dedicated to improving productivity and technology with a priority on ‘safety’ first and foremost due to the nature of processes that handles numerous equipment and materials.

Pointers from our CLEAN & CMP Technology Engineers

Jin Soo Kim, Technical Leader at DRAM Cleaning Technology Team

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Q. Please tell us about your job.

Jin Soo Kim, Technical Leader (TL)
I’m an equipment engineer at DRAM Cleaning Technology Team. I am in charge of preventative maintenance, management, improvement activities and responding to various defects in cleansing equipment.

Min Hyuk Choi, Technical Leader (TL)
As a process engineer at DRAM Cleaning Technology Team, I identify causes of various issues that occur during the cleaning process and find solutions to the issues.

Chan Bum Park, Technical Leader (TL)
The CMP Technology Team largely oversees tasks related to either the process or the equipment. Among these tasks, I oversee the overall duties related to the process. I am in charge of yield, quality, productivity, and improvement activities.

Hye Bin Kim, Technical Leader (TL)
As a process engineer at DRAM CMP Technology Team, I optimize and manage the process for stable and reliable production. I also implement various assessments to improve and enhance yield and productivity. In addition, I analyze relevant data and make improvements in case issues or problems occur.

Q. Could you introduce some competencies your job requires?

Jin Soo Kim, Technical Leader (TL)
There are many instances where inflection points in the hardware that were unrecognized before cause a butterfly effect leading to process incidents of massive scale as the level of complexity of the process increases. Therefore, the role requires a critical mind and awareness of even the smallest details. The role also requires a comprehensive perspective and analytical abilities to identify issues with a multifaceted approach.

Min Hyuk Choi, Technical Leader (TL)
Collaborating with equipment and device engineers is critical for process engineers, and therefore an advanced level of interpersonal skills is essential.

Chan Bum Park, Technical Leader (TL)
Most of the work involves analyzing data captured in the process and from equipment to solve issues, which requires accurate analytical ability. The job also requires a wide perspective that can see issues from a comprehensive spectrum of aspects because equipment don’t always operate under same circumstances.

Hye Bin Kim, Technical Leader (TL)
In many cases, my job involves communicating with not only members from our team, but also with other teams and stakeholders. Therefore, good communication skills are important. Managing the process that has numerous variables requires a meticulous approach and accurate analytical skills. The role sometimes demands fast decisions to be made in case issues occur, and therefore, the ability to make accurate analysis based on data is very helpful.

Min Hyuk Choi, Technical Leader at DRAM Cleaning Technology Team

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Q. What challenges have you encountered and how did you overcome them?

Jin Soo Kim, Technical Leader (TL)
The chance of actually checking a defect in an equipment and identifying the cause of the problem is extremely limited, thus it requires a process of conducting assessments in various ways to continuously narrow down on the cause of the issue. I also aim to come up with solutions by looking at the problem from a wide range of perspectives by leveraging collective intelligence rather than struggling with the issue alone.

Min Hyuk Choi, Technical Leader (TL)
Many times, it is difficult to identify the cause of process issues and come up with solutions alone. I communicate with other engineers and share thoughts and ideas to identify points of improvement to find the right solution.

Chan Bum Park, Technical Leader (TL)
Because of the nature of semiconductor manufacturing, having to explore and solve for an area with no visibility is the biggest challenge most members face. And the characteristics and features of fabs are all different, making it difficult to establish ‘One Fab.’ To overcome this, building a trusting relationship with relevant teams and stakeholders is crucial. We strive to think from a larger perspective from an organization and company’s point of view, beyond just our team.

Hye Bin Kim, Technical Leader (TL)
Due to the nature of the complexity in semiconductor processing, in many cases, there are times when there is more than just one cause to an issue because of the connectivity between different processes, the diversity of parameters, and time change. So, it is sometimes frustrating when there seems to be no clear one solution. There are times when I get stuck on the first hypothesis or a certain conclusion even while looking at the data. And the advice from close colleagues was what helped me solve the issue. I am also studying a statistics program to have a deeper understanding of data analysis while actively leveraging in-house training programs such as mySUNI (SK Group-led learning platform for employees) and SKHU (SK hynix University, integrated job competence training system) to improve my understanding of the overall semiconductor process.

Chan Bum Park (left), Technical Leader at C&C Technology Innovation Team

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Q. What are the fascinating aspects of your work?

Jin Soo Kim, Technical Leader (TL)
It is very rewarding when we solve a difficult problem by digging into the problem to the end. Equipment don’t lie. If there is a phenomenon, there is a definite cause of the problem. I think that is the biggest appeal in working with equipment and device. The pleasure you feel when you’ve decided on an approach based on gathered data and assessment results and you find out that the approach was the right approach is the privilege only equipment engineers can enjoy.

Min Hyuk Choi, Technical Leader (TL)
It is the most rewarding when I’ve cleared a process issue or when the improvement measure has effect. Being able to share various thoughts and ideas with other engineers through collaborating and learning things I haven’t thought of from others is also another attractive part of the job.

Chan Bum Park, Technical Leader (TL)
They were different every year. In my first year, it was exciting to learn new things. After that, it was rewarding when I identified solutions to a number of variables in a difficult problem and made improvements to solve them. Now, I feel rewarded when I have the chance to widen my perspective by communicating with both senior and junior members and as I create an atmosphere where the whole team can work efficiently through solving issues by identifying what my team needs.

Hye Bin Kim, Technical Leader (TL)
I feel a sense of accomplishment when I apply an improvement measure to solve an issue and see that my approach improves dispersion and yield after a feedback process. Of course, there are times that I didn’t get the results I aimed for, but there is beauty in the process of finding solutions.

Hye Bin Kim, Technical Leader at DRAM CMP Technology Team

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Q. What’s the atmosphere of the team like?

Jin Soo Kim, Technical Leader (TL)
Most issues that occur in the semiconductor process cannot be regarded as only an issue of the process or the equipment. Therefore, working with other engineers is extremely important. We make time to freely discuss issues and find effective solutions by enabling all members to communicate regardless of their years on the job or career experience. We manage our team under an ‘One Team’ system where there is autonomy in sharing thoughts and ideas but there is a clear structure and standard when it comes to making decisions or taking procedures.

Min Hyuk Choi, Technical Leader (TL)
Our team is horizontal and young. All members respect each other’s thoughts and communicate together regardless of work experience or years on the job.

Chan Bum Park, Technical Leader (TL)
We are dedicated to continuously improving our work environment through change and innovation. CLEAN & CMP organization gathers the thoughts of its members to build a happy and healthy environment and makes efforts to build a culture that fits each team’s characteristics based on the ideas of members.

Hye Bin Kim, Technical Leader (TL)
While it is a semiconductor fab that runs 24/7, there is a culture of recommending flexible work hours. It enables individuals to efficiently manage their time and it also helps us to refresh, which then improves overall work efficiency. We also actively support each other and collaborate on challenges and frequently share solutions or knowhows.

¹A process that cleans several sheets of wafers by dipping them in a tank filled with chemicals. It costs less and can process many wafers per unit of time but is inappropriate to use in cleaning delicate and advanced wafers.
²A process that cleans one wafer at a time in each chamber inside the device using chemical solution. It enables a more precise control in the process but is expensive and the device itself is highly complex.
³A system based on a control and abnormality identification algorithm based on wafer measurement and processing model that adjusts conditions by identifying regularity using previous process tendencies or past data.

The post Creating Defectless Wafers: A Look at CLEAN & CMP Technology first appeared on SK hynix Newsroom.

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In semiconductor manufacturing, thinfilm deposition refers to the technology of applying a very thin film of 1 µm(micrometer) or less of molecular or atomic materials onto the surface of a wafer. This film allows wafers, which start out in a non-conductive state, to have electrical properties. In other words, it serves as “a blank sheet of paper” to have fine circuit patterns drawn on in the subsequent process. The team in charge of this task at SK hynix is Thinfilm Technology under the Manufacturing & Technology Department.

Our newsroom met with the members of Cheongju NAND M11 CVD and PVD Technology Teams to have a glimpse of their job and the talents they seek to hire.

Uniform Thinfilm Deposition that Meets the Process Conditions

The purpose of thinfilm deposition is to add the electrical properties to the wafers to lay the foundation for the next process. The film is deposited by calculating the thickness of the thinfilm, refractivity, and absorptivity to meet the process conditions. The most important technique is to deposit the thinfilm uniformly throughout the wafer because such uniformity determines the level of precision of the circuit patterns created in the following photo and etching processes.

Among a variety of deposition methods, the most popular ones are Physical Vapor Deposition (PVD) and Chemical Vapor Deposition (CVD).

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PVD causes a physical reaction on a metal plate to coat metallic ions on a wafer. As PVD occurs at a low temperature and a high vacuum state, this method has advantages of low contamination from impurities and fast deposition. It is mainly used to deposit a metal layer, which transmits the electric force and signals of the wafer.

A typical PVD method is sputtering. When argon gas is admitted into a vacuum chamber and a high voltage power supply is connected, the gas becomes a plasma. At that point, a negative DC voltage is applied to convert argon atoms into cations. When the cations collide with the metal plate, small amounts of metallic elements are spalled. Sputtering is a method of depositing these metallic elements onto the wafer.

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CVD applies heat or plasma to vapor to induce chemical reactions to deposit the output onto the wafer. It has a higher step coverage (the degree of conformity of a film thickness at the bottom/sidewall of a feature to the top of the feature) than PVD. This method is mainly used for the deposition of dielectric layers. Also, it is utilized to deposit Anti-Reflective Coating (ARC), which controls diffuse reflection when drawing patterns in the photo process, or to place a hard mask on the wafer prior to etching to protect the underlying layer.

CVD is classified into four methods based on the operating conditions: Atmospheric Pressure CVD (APCVD), Thermal CVD, Plasma Enhanced CVD (PECVD), and High Density Plasma CVD (HDP-CVD).

APCVD is a CVD method at atmospheric pressure. A high wafer throughput and a simple device structure are big advantages of this process, but it has poor step coverage due to low degree of vacuum.

Thermal CVD uses thermal energy at a high-temperature environment, and the uniformity of the thinfilm deposited by this method is higher than that of APCVD. However, its deposition speed is slow and it poses risk factors due to the high temperature.

PECVD forms thinfilm at a low temperature by reducing the activation energy required for chemical reactions with radicals in plasma. It offers a high throughput and a satisfactory step coverage.

During HDP-CVD process, deposition and etching occur simultaneously performed in the chamber. The deposition is made at a low pressure and high-density plasma state. It is particularly useful for gap-filling the void.

Core Values of Thinfilm: “Technological Innovation for the Best Mass Production Technology”

There are seven teams associated with the thinfilm process: Icheon FAB and Cheongju FAB have both CVD Technology Team and PVD Technology Team, which take charge of deposition under Thinfilm Technology. Technology Innovation Team and Distribution Enhancement Team support the process.

PVD Technology Team performs PVD by using different methods in addition to sputtering, such as reactive ion etching (RIE)¹ and the Damascene process². This is part of their effort to find and implement the optimal deposition for each process. The team has been working on the development of a deposition technology to allow stable formation of a metal line under the cell.

CVD Technology Team is responsible for stable deposition of dielectric layers via HDP-CVD and PECVD methods. It is also in charge of depositing ARC and hard masks, which are essential to increase the efficiency of the subsequent processes. It has recently been focusing on developing a technology that alternately stacks a silicon oxide layer and a silicon nitride layer to make the thinfilm uniform.

Each team is again divided into the Process Part and the Equipment Part according to the nature of the tasks. The Process Part optimizes the process to ensure a stable deposition of thinfilm on the wafer. It also enhances distribution by analyzing the response data and defect data.

The Equipment Part is responsible for equipment maintenance and improving its performance. For instance, it manages the equipment use history, responds to defects in thinfilms, and has the equipment setup or relocated according to the work and production plans.

Technology Innovation Team works on utilizing a variety of data collected from the equipment at each FAB for equipment stabilization while Distribution Enhancement Team is in charge of improving the process distribution at each FAB. These two teams support the teams located in each FAB and contribute to improving the yield.

Although the teams are divided by process, they share the same goal: “achieving technological innovation to secure the best mass production technology.” In doing so, they are constantly communicating with each other and improving the process technology.

Here are some pointers that our engineers want to give you.

Our newsroom met with the junior members of the Thinfilm Technology Department to hear about the competencies and qualities required for their work.

Hyun-do Kim, Technical Leader at Cheongju NAND M11 PVD Technology Team

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Q. Please tell us about your job.
I’m a process engineer at Cheongju NAND M11 PVD Technology Team, working on improving the quality of thinfilm. I monitor the entire PVD process of my team to check any issue arising from the in-line (a continuous sequence of operations in the production line). When there is a defect, I analyze the response data and defect data to determine the cause and improve the distribution.

Q. Could you introduce some competencies your job requires?
You have to have a good understanding of PVD technology. It will be helpful to study the properties of semiconductor materials and the principles of physics in the state of vacuum. Also, it is important to make yourself familiar with statistics, especially how to use the tools and interpret the processed data, because we use big data in semiconductor manufacturing.

Q. What challenges have you encountered and how did you overcome?
I find it most challenging when the production quantity and quality issues come in conflict because when we increase production excessively, quality issues arise. To address this challenge, we increase production based on other FABs’ backup evaluations and production increase experiments. We also manage data carefully to prevent any quality issue. Moreover, we are trying to find new data to use for defect analysis.

Q. What are the fascinating aspects of your work?
I love communicating constantly with my team members or other teams to find the cause of the problem when a problem occurs.

Q. What’s the atmosphere of the team like?
We freely express and share our opinions. Whenever we need help, we work together and openly share our thoughts. This process allows us to broaden our perspectives and grow.

Q. What skills are required to complete the work done by your team? What would you say to those who wish to join your team?
A sense of responsibility and attention to details. Due to the nature of our work that deals with thinfilm, there are higher risk of accidents. So, it is important to be detail-oriented and take ownership until the end. Also, those who can communicate well with others are a great fit for our team because we collaborate a lot both within the team and with other teams.

Min-ho Kim, Technical Leader at Cheongju NAND M11 PVD Technology Team

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Q. Please tell us about your job.
Part of Cheongju NAND M11 PVD Technology Team, I’m in charge of the equipment that controls titanium (Ti) and titanium nitride (TiN) gases used in the PVD process. My job is project management (PM), which involves equipment operation and work management according to the production volume. When a defect is found in a wafer, I work with process engineers to resolve the problem.

Q. Could you introduce some competencies your job requires?
Semiconductor equipment handles different conditions, such as power, temperature, pressure, and flow, which are applied according to each situation. Therefore, you should be able to take an approach based on extensive knowledge. It is very helpful to build up basic knowledge from major courses in college. Another competency that will help you with this job is competency in data analysis so that you will be able to process the information obtained through parameters monitored in various sensors, such as the equipment’s temperature and pressure, into significant data.

Q. What challenges have you encountered and how did you overcome?
You work with many people as you operate the equipment and solve problems. When a problem occurs in a line, smooth communication between the site and the office is key to taking appropriate measures for the situation. The company offers opportunities for the employees to learn more about semiconductor and important information for different situations, such as SK hynix University (SKHU) classes and Thursday Class organized by Manufacturing & Technology Department every Thursday.

Q. What are the fascinating aspects of your work?
It feels great when I solved a difficult problem by developing a new hypothesis. When an issue arises from wafers during a process, we cannot check the inside of the chamber. Therefore, we have to come up with different hypotheses based on the grounds observed. The process is not easy, but when we find the solution, it becomes the most exciting moment.

Q. What’s the atmosphere of the team like?
PVD Technology Team consists of open-minded people who respect others’ opinions. Such environment has allowed me to develop flexible thinking in doing my job, and it improved my work efficiency as well.

Q. What skills are required to complete the work done by your team? What would you say to those who wish to join your team?
The number one skill, I would say, is flexible thinking. As semiconductor products become more sophisticated, there are times when existing methods are not enough to address an issue. In that case, rigid ways of thinking cannot solve difficult problems; rather, you have to come up with a new hypothesis from the beginning. To future members who will join PVD Technology Team, I recommend that you think of this process as an opportunity to learn something new every day, build your knowledge, and become an expert, rather than as a hard process.

Seung-uk Sim, Technical Leader at Cheongju NAND M11 CVD Technology Team

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Q. Please tell us about your job.
I work as a process engineer at Cheongju NAND M11 CVD Technology Team. I manage the process history according to the manufacturing plan and check the interlock³. Another important task is to set up the process in collaboration with related teams when next-generation products are developed or new equipment is transferred.

Q. Could you introduce some competencies your job requires?
The meticulous ability to accurately analyze significant differences in data between equipment is essential. This is because a uniform deposition of thinfilm without physical differences between equipment is indispensable for yield improvement. To this end, you should have the analytical power to quickly share with the team the results collected after deposition.

Q. What challenges have you encountered and how did you overcome?
The biggest challenge for me is when it is hard to find the exact cause of a problem in the process. We work closely with the teams in charge of other processes before and after deposition. We take advantage of the SK hynix Big Data Analysis System to identify the problem and implement the interlock to prevent the same issue from reoccurring.

Q. What are the fascinating aspects of your work?
I love about being able to work with others and achieve something that cannot be done by myself. Due to the nature of my job, I get to collaborate with related teams using output values. Whenever that happens, I get to learn about other processes and solve problems, so it’s like having my cake and eating it, too.

Q. What’s the atmosphere of the team like?
The image of the semiconductor manufacturing industry seen from the outside is “rigid”. However, CVD Technology Team is a flat organization that welcomes fresh ideas from new members.

Q. What skills are required to complete the work done by your team? What would you say to those who wish to join your team?
As long as you are passionate about solving problems and not afraid of challenges, you can overcome any difficulties after joining the company. In particular, Thinfilm Technology Department offers a well-structured training program for the newcomers, so you will be able to see yourself grow in the team.

Tae-wook Cho, Technical Leader at Cheongju NAND M11 CVD Technology Team

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Q. Please tell us about your job.
I work at the Equipment Part at Cheongju NAND M11 CVD Technology Team. I establish PM plans for the stable operation of mass production equipment, and I also set up new equipment or transfer surplus equipment. I am also responsible for reviewing issues arising from the equipment and resolving the problems in collaboration with related teams.

Q. Could you introduce some competencies your job requires?
Being detail-oriented is important to work in the Equipment Part. Some problems occur in the equipment because a very minor detail has not been properly addressed. It is necessary to check the equipment and its operation meticulously to prevent this from happening.

Q. What challenges have you encountered and how did you overcome?
Not only does it take a lot of time and manpower to solve a chronic problem of a piece of equipment, but it is also difficult to define the cause even after solving the problem. That is why I manage the equipment history and data constantly and prioritize different problem-solving approaches. I also go into the production line to see and touch the equipment myself to improve it.

Q. What are the fascinating aspects of your work?
I once worked on setting up new equipment in a FAB. I basically had to prepare every single piece of equipment for the FAB and it felt like I was making something out of nothing. I felt proud to see the equipment contributing to production.

Q. What’s the atmosphere of the team like?
Since the company introduced a flextime system, individuals have been given more autonomy at work. We can work flexibly under certain standards, which has helped us improve our work-life balance.

Q. What skills are required to complete the work done by your team? What would you say to those who wish to join your team?
I would suggest they show that they are hard-working people who are also willing to learn. All the efforts and experiences you have made to join our company will pay off and form the basis of your work at SK hynix. Be confident and believe in yourself.

¹Reactive ion etching (RIE): It is part of the metallization process, which “creates a path for electricity.” In this method, aluminum (AI) films are first deposited, followed by the photo process and some AI etching, Then, non-metallic films of silicon dioxide (SiO2) are deposited.
²Damascene: It is part of the metallization process. Non-metallic films of silicon dioxide (SiO2) are deposited, followed by the photo and etching processes to create patterns. Then, metal films are deposited inside, followed by the chemical mechanical polish (CMP) process, thereby creating independent metal lines.
³Interlock: A system that shuts down the equipment when any of the optimized process criteria is not met. The shutdown continues until all the criteria are met. Its purpose is to minimize product defects.

The post People Who Put a Uniform “Drawing Paper” on a Wafer: Thinfilm Technology first appeared on SK hynix Newsroom.

Chang-rock Song, Head of CIS Business, has been with SK hynix for more than 20 years and seems to have a firm grasp on confidence. Although he has the difficult task of improving the foundations of SK hynix’s CIS business, he truly believes that the team’s current efforts will lead to future success.

Making Waves in the CIS Market: The Future Bread and Butter of the Semiconductor Industry

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A CMOS Image Sensor, or Complementary Metal Oxide Semiconductor Image Sensor—commonly referred to as CIS—is a semiconductor that converts the color and brightness of light received through a lens into electrical signals, which are then transmitted to processing devices. Acting as the increasingly important “eyes” in IT devices, such as smartphones, means CIS-related markets are experiencing rapid growth. According to a June 2021 Gartner report, the CIS market is expected to grow from USD 19.9 billion to USD 26.3 billion before 2026, or roughly 7.3% annually.
Comparatively, the overall semiconductor and semiconductor memory markets are expected to achieve 4.0% and 4.1% annual growth respectively.

“CIS is not a replacement for the human eye, but an improvement as far as its ability to expand upon its features. In the future, CIS will be utilized beyond mobile technology in security, robotics, automotive, and AR/VR industries. I’m confident that the CIS business will be a pillar of SK hynix’s growth along with DRAM and NAND flash,” Song said.

He went on to describe why CIS fits nicely within SK hynix’s product portfolio.

“As the semiconductor memory market grows and new technologies are developed, new fabs are built and the adoption of new processes and equipment follows suit. Unused assets and retired technologies generated as a product of this growth can be repurposed for CIS production. This is because there is a lower level of scaling required for CIS compared to memory but the manufacturing process and equipment are similar. Additionally, CIS business plays an important role as a foothold for SK hynix to expand deeper into the non-memory market.”

Currently, Sony and Samsung Electronics lead the CIS market with about 80% market share based on sales, while SK hynix, OmniVision, and GalaxyCore compete over the remaining 20%.

SK hynix has faced some challenges expanding its market share, due to its late entry into the high-end CIS market.

“At first, customers doubted if SK hynix could run a CIS business, but now we are recognized as a major supplier of low-pixel areas below 13MP (megapixel). To expand into the high-pixel market of 32MP or higher, we are strengthening our R&D capabilities and are striving to achieve increased productivity. In addition, SK hynix has secured Pixel Shrink technology which determines CIS reliability and provides us with a great advantage. We have accumulated know-how regarding cell scaling from our work in the DRAM field and possess proven equipment already in use on the production line. By comparison, our competitors must go through several additional steps, delaying their advancement while we optimize unique time-saving methods.”

SK hynix secured a meaningful global market share in CIS and has now set the goal of joining the list of industry leaders.

To achieve such a goal, Song pointed out that defining product portfolios and achieving competitiveness in regard to development are prerequisites. He emphasized that “we need to release our product line-up at the same time as our competitors with the same level of quality.”

Song believes that the market will dramatically change in the near future and is putting significant effort into preparing for it.

“Pixel size in analog CIS cannot be continuously reduced in the same way as DRAM. When the limit is reached, new innovations are needed in peripheral technologies, as opposed to process technologies. In the future, CIS will not just be a visual sensor but will evolve into an information sensor and intelligence sensor. As a result, the competitive paradigm will also change. Meanwhile, the existing technology gap will become meaningless and market share will be reorganized. Our top priority is to be a leader in this upcoming match.”

A Hero of Innovation: Writing Another Success Story for SK hynix

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Song joined the memory lab at SK hynix (previously Hyundai Electronics) in 1999 after getting his Doctorate in Materials Science and Engineering. He contributed to increasing yield rates by spearheading process innovation for DRAM production and leading R&D. From 2017 to 2020, he guided company-wide efforts towards processes and system innovation as a CIO (Chief Information Officer) and ushered in DX (Digital Transformation). Currently, Song is responsible for SK hynix’s CIS business and strives to improve its foundations ahead of future opportunities.

How was it possible to create continued success in such an arduous industry? Song cited SK hynix’s special “DNA” as the means to overcoming challenges.

“It is in the ‘DNA’ of SK hynix team members to be passionate and overcome difficulties together as well as being innovative and reasonable. We learned a lot from our seniors who strived to rebuild the company following the Asian financial crisis in the 1990s and the global financial crisis in the late 2000s. So, we always keep in mind that we need to leave a better system and a strong heritage behind for the younger generation.”

As SK hynix’s CIS business is still relatively new, Song is designing fresh ways to awaken the passion in his team members’ “DNA” and understands that the business still needs to be supplemented in terms of overall systems and work processes.

First, he restructured the CIS team and changed the way individuals work together. After uncovering inefficient work processes, Song aimed to improve productivity and minimize the burden of unnecessary communications. He also increased the adoption of business automation and intelligence by promoting DX.

“To efficiently increase the amount of work one person can handle, simple repetitive tasks and paperwork should be completed by digital systems. To implement such processes, protocols should be in place from the time of product development through to mass production. Therefore, we actively introduced IT systems such as an internal messenger and an internal blog as well as a project management system. By utilizing these systems, we are setting strong operation standards for our CIS team members.

Once the promised protocol is mounted on the system, the work is automatically delivered to the next person without any meeting or reporting procedure. When one phase is over, teams can move immediately to the next. Team members can focus on finding their own ways to efficiently perform using VWBE (Voluntarily, Willingly Brain Engagement) rather than preparing for meetings or finalizing reports. As a result, the competitiveness of our CIS business can be continually enhanced as productivity per person improves.”

A ‘Warmhearted Leader’ Helping Team Members Find Happiness by Innovating the Way They Work

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Song’s concept of “innovating the way you work” is closely related to team members’ happiness. He understands that team members feel happiest when “there aren’t any troubles at work, and everything is going smoothly.” To make this possible, he points out that thorough proactive management is necessary.

“When work proceeds smoothly, team members are much happier. Thanks to confirmed protocols and simple communication between coworkers, team members are likely to spread their happiness around—sometimes even to their family if they feel inspired at work. Employees should be able to earn happiness at work, not just money.

To make businesses run smoothly, corporate pre-management, or “continuous care for team members”, is needed. The opposite of happiness is indifference, not sadness. Employee happiness increases when organizations show they care. It is important employers make changes that lead to a more positive working environment that inspires their teams.”

When asked what kind of leader he is, Song said he strives to be a “leader who feels confident in delegating.”

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“I try to delegate more duties to the team members. Otherwise, junior team members cannot grow as their work becomes limited to including only the things that they are deemed good at. That being said, senior team members like myself still need to take responsibility for the result even though our juniors will be accountable. In taking this approach, each team member can perform self-leadership, meaning that they can make decisions on behalf of the team.“

Finally, he shared the following important keywords as key takeaways for his team (listed in priority): safety, ethics, security, quality, yield rate, and productivity.

The post [Thought Leadership] Innovating for the CIS Surge: Chang-rock Song, Head of CIS Business first appeared on SK hynix Newsroom.

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Hundreds of processes take place when making wafers into semiconductors. Among them, one of the most essential is etching. This process sees micro-patterns carved onto wafers by shaping circuits. For a successful etching process, it is important to manage the various variables within a set distribution and prepare each piece of equipment to operate in optimal condition. Our etch process engineers operate the manufacturing technology that handles this detailed work.

The SK hynix Newsroom team spoke with employees from the Icheon DRAM Front Etch, Middle Etch, and End Etch technology teams to learn more about their work.

Etching: Journey to Productivity Improvement

In semiconductor manufacturing, etching refers to engraving patterns on the film. The patterns are coated with plasma to make the final profile for each step of process. Its primary purpose is to accurately implement exact forms according to the layout, keeping results uniform and consistent under any conditions.

If a problem occurs during the deposition or photo processes, the problem area can be removed through selective etching. Alternatively, once something in the etching process goes wrong—it cannot be reversed. This is because it is impossible to refill the same material in the carved area. Therefore, etching is crucial in semiconductor manufacturing to determine the overall yield rate and product quality.

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The etching process is comprised of eight steps: ISO, BG, BLC, GBL, SNC, M0, SN, and MLM.

First, the silicon (Si) of the wafer is etched in the ISO (Isolation) stage and the active region of the cell is created. During the BG (Buried Gate) step, the word line¹ and gate are formed to make a channel for electrons. Next, connections between the ISO and bit line² are created in the cell region during the BLC (Bit Line Contact) process. The bit line of the cell is created simultaneously with the gate in peri³ during GBL (Peri Gate + Cell Bit Line) process.

In the SNC (Storage Node Contact) phase, work to build connections between the active region and the storage node⁴ proceeds. Later, the connection point of S/D (Source/Drain)⁵ in peri, and between the bit line and storage node, is formed in the M0 (Metal 0) step. The whole process is complete once the capacity of the cell is confirmed in the SN (Storage Node) stage and the external power and internal wiring are created during MLM (Multi-layer Metal) phase.

As etch technologists are responsible for patterning semiconductors, the department is divided into three teams: Front Etch (ISO, BG, BLC), Middle Etch (GBL, SNC, M0), and End Etch (SN, MLM). The teams are also divided into manufacturing and equipment roles.

The responsibility of manufacturing roles is to manage and improve the unit production process. Manufacturing roles are essential for increasing the yield rate and improving product quality through variable control and other production optimizations.

Whereas equipment roles manage and enhance production equipment to avoid errors during the etching process. The core responsibility of equipment roles is to ensure the best performance of machinery.

Although separated by responsibility, all teams have the same objective—managing and improving the production process and relevant equipment to enhance productivity. To achieve the goal, each team shares their results and points of improvement, collaborating for better business performance.

How to Solve the Challenges in Miniaturization

SK hynix began mass production of 1anm 8Gbit LPDDR4 DRAM using EUV equipment in July 2021

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Semiconductor memory’s circuit patterns have reached a level of 1anm and have been refined to accommodate approximately 10,000 cells in a single DRAM. As a result, the process margin proves insufficient even in the etching process.

When the hole⁶ is formed too small, a “not open” status can occur which blocks the lower portion of the chip. Alternatively, “bridge” phenomenon can become a problem when the hole is too large. “Bridge” phenomenon occurs when the gap between two holes is insufficient, and thus, they stick to each other in subsequent steps. As semiconductors become finer, the possible values of holes able to avoid these risks narrows gradually.

To solve this problem, etch technologists are continuing to make improvements including modifying the process recipe and APC⁷ algorithms as well as introducing new etch technologies like ADCC⁸ and LSR⁹.

Another challenge emerging, as customer needs become more diverse, is the trend of multi-product production. To meet such requirements, optimized process conditions for each product should be set separately. This presents a unique challenge as engineers must secure mass production technology that satisfies both prepared conditions and diverse ones.

For this, etch engineers introduced an “APC offset” ¹⁰ technique to manage various derivatives based on the core product, while building and utilizing a “T-index System” to manage products in an integrated way. These efforts are improving the system to suit multi-product production.

Let’s hear from our Etch Process Engineers.

What skills are required to complete the work done by your team?

Hana Kim, Technical Leader (TL)

I’m in charge of evaluating the work to improve dispersion as well as increase yield and productivity based on measured data by production engineers. Since etching is carried out with a hard-mask¹¹ made through various linkage processes, meticulous and accurate analysis is required. The final pattern must be determined in the etching process, therefore it is important to respond quickly when changes occur in linkage processes. Accurate analysis of data related to the overall understanding of semiconductor production is key to forming a complete pattern.

Taehee Yoo, Technical Leader (TL)

As an equipment engineer, I’m in charge of the maintenance, repair, set-up, and removal of equipment. The most important job of an equipment engineer is maintaining equipment so production can proceed under optimal conditions. It would be nice if machines always operated consistently, but their condition changes from time to time based on numerous variables. Therefore, it is necessary to have a broad perspective and to be able to assess problems from multiple angles.

How do you continue to develop your expertise?

Minho Kim, Technical Leader (TL)

Being familiar with the latest technologies is important—but these days, so is data utilization. It’s necessary to find correlations between data points like equipment data generated during production and response data that appears as a result. So, I’m studying statistical theories to use in analysis.

Louis Lee, Technical Leader (TL)

Considering the nature of technical manufacturing work, stable production is considered a job well done. So, I check everything carefully. Since process technology and equipment technology are mutually compatible, you need to understand the production process but also have an overall knowledge of the equipment. Therefore, I keep studying equipment-related content during my spare time. Our team offers opportunities to rotate between process and equipment roles to help members increase their knowledge of both disciplines.

What do you find rewarding about your work?

Hana Kim, Technical Leader (TL)

It is rewarding when the yield rate is enhanced through changes in production conditions. Although I’m proud that etching is a core step which directly connects to yield rate, I sometimes feel pressured by the thought that even small mistakes can be critical to the yield. I guess that’s why it feels rewarding to safely hand over a quality wafer to the next step in production.

Louis Lee, Technical Leader (TL)

The etching process is sometimes referred to as the pinnacle of semiconductor production, as it often determines the yield rate. Therefore, I find solving each and every task rewarding. That is the charm of this work, feeling rewarded when I break through difficulties and solve problems. I also feel the same amount of pride when I positively influence other coworkers by sharing an improvement to the process.

How about the overall work atmosphere in your team and group?

Taehee Yoo, Technical Leader (TL)

We are all proud to be on this team as etching is complicated and accounts for a large part of the entire semiconductor manufacturing process. Everyone is dedicated to their work which creates a dynamic and lively atmosphere. This sort of positive workplace stems from the fact that our team values enjoying our personal time too—so naturally our work-life balance is great.

Minho Kim, Technical Leader (TL)

We have a horizontal company culture, so everyone can actively express their opinions. Of course, when it comes to the work, it’s intense, but our team atmosphere is all about caring and having respect for each other. The FAB operates 24/7, so the scope of work we’re responsible for is broad. This means sometimes our work-life balance can take a back seat, but because we genuinely respect each other and communicate well as a team, people go the extra mile to help each other keep a good balance.

¹Word Line: a line, connected to the source portion of a transistor, responsible for reading and writing.
²Bit Line: a line passing though the transistor gate. When a voltage above a certain level is applied to the line, the transistor is turned on and is ready to read or write data.
³Peri: a peripheral circuit that controls cell operation.
⁴Storage Node: the sector managing data storage in DRAM, especially the lower electrode of the dielectric for data storage
⁵S/D (Source/Drain): source to emit electrons and drain to receive electrons.
⁶Hole: the level of empty electrons generated by the movement of electrons in a valence band.
⁷Advanced Process Control: a program that automatically adjusts variables per production according to a set calculation.
⁸ADCC (Active DC Control): a function to control the interrelationship determined by the RF Time through varying DC controller.
⁹LSR (Lam Spectral Reflectometer): a method to adjust the etching amount by calculating and estimating etching depth based on the reflection angle of light shot at the center of wafer.
¹⁰APC Offset: an automatic program to follow variables with a certain standard based on response performance for each product focusing on a certain product (usually a core product).
¹¹Hard-mask: a material with high etching selectivity used before depositing photoresist as it is hard to exclusively etch the lower part with insufficient margin provided by photoresist alone.

The post Details, Defined: A Look at Etch Technology first appeared on SK hynix Newsroom.