However, replicating Dresden’s success is a challenging task for AMD. Taking a look at the people, processes, platforms and programs, there is no doubt that Dresden’s success is no coincidence. From the people and processes point, Saxony was the most industrialized area in Germany before World War II. The Dresden region manufactured many items such as computing machines, transformers, lenses and cameras. Dresden had many well educated, highly skilled employees, and Technology related Universities in the location.
After reunification of Germany, Dresden attracted many foreign technology companies to invest in the region, causing it to become a cluster of microelectronics. From the platform and programing’s point of view, after AMD built its new fab in the region, it sent 150 employees from Dresden to Austin and Sunnyvale in order to train the core piece of AMD’s organization. The knowledgeable German team quickly empowered AMD’s operational platform, the way the system functions, and made some refined changes to the processes in order to improve efficiency in the operation.
Additionally, with Germany’s precision engineering and innovation, Dresden’s fab produced the world’s first 1 GHz microprocessor. As AMD grows, Dresden will not remain the only production site. AMD has decided to build a new fab plant in Albany, New York with the intention of replicating Dresden. The state of New York had invested heavily in developing nanotechnology, and although Albany is a new developing tech valley, it already has several high tech power houses like IBM, Texas Instruments, Tokyo Electron Technology, etc. which had previously invested in region. This illustrates that Albany has the needed support of industries in competitive areas, which is a great start for it to become a nanotechnology cluster. As for the Dresden team’s role, it should pass on their experiences along with the refined methods of process operations to the new fab. Like AMD Dresden’s beginning, Albany should send its managers and engineers to Dresden for training in order to copy its successful formula. However, processes can be copied exactly but culture can’t.
The existence of a political body can be framed on account the need to regulate human actions. Just the same, the force of criminal process is in place to protect the society from malicious intents of erring individuals. Two models of criminal process – the Crime Control and Due Process – therefore merit attention in this discussion. On the one hand, Crime Control emphasizes swift action ...
AMD Dresden’s success is not only the processes of its operations, but it includes the people and the culture of Germany. Many industries in Germany are well known for the attention to detail, innovation, and precision engineering. This is not something that can be easily copied. Therefore, AMD’s strategy for Dresden and Albany is to divide them into different areas. The key to success understands the real strength of Dresden, and that is their ability of innovation. Dresden should become the innovation and research focus center while Albany takes control of manufacturing and development.
Another important aspect for AMD Albany to be successful is the investment in human capital. It requires efforts from both the state of New York and AMD. For instance, invest in technology education in local universities which could raise potential high tech employees and have a variety of internship opportunities designed for students to learn about AMD’s values and skills. In the long run, Albany will gather many high skill employees and more high tech companies to invest in this region, which could lead Albany to become the next Dresden.