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// On :Senin, 29 Mei 2017
PAST PARTICIPAL
Intel rarely talks about how it
creates a new chip. Bloomberg Businessweek visited the Hillsboro fab
in May, we were given the most extensive tour of
the factory since President Obama visited in
2011. The reticence is understandable, considering that the development and manufacture of a
new microprocessor is one of the biggest, riskiest bets in business. Simply
building a fab capable of producing a chip like the E5 costs at least $8.5
billion, according to Gartner, and that doesn’t include the costs of research
and development ($2 billion-plus) or of designing the circuit layout (more than
$300 million). Even modest “excursions”—Intel’s euphemism for screw-ups—can add
hundreds of millions of dollars in expense. The whole process can take five
years or more. “If you need short-term gratification, don’t be a chip
designer,” says Pat Gelsinger, chief executive of VMware and a longtime Intel
executive who most recently served as the company’s chief technology officer.
“There are very few things like it.”
A top-of-the-line E5 is
the size of a postage stamp, retails for $4,115, and uses about 60
percent more
energy per year than a large Whirlpool refrigerator. You use them
whenever you search Google, hail an Uber, or let your kids stream
Episode 3 of Unbreakable Kimmy Schmidt in your car. These feats of computer
science are often attributed to the rise of the smartphone, but the hard work
is being done on thousands of servers. And pretty much all of those servers run
on Intel chips.
Intel, based in Santa
Clara, Calif created the first microprocessor in 1971 and, under the leadership of Andy Grove, became a
household name in the 1990s, he selling the
chips that ran most personal computers. But
PC sales have fallen over the past five years with the rise of smartphones, and
Intel was slow to develop lower-power chips suited for those devices. The
company recently announced layoffs of 11 percent of its workforce, as CEO Brian
Krzanich puts it, to “reinvent ourselves.”
Intel is still the world’s
largest chipmaker, and it sells 99 percent of
the chips that go into servers, according to
research firm IDC. Last year its data center group had revenue of about $16
billion, nearly half of which was profit. This dominance is the result of
competitors’ failings and Intel’s willingness to spend whatever it must to
ensure large, predictable improvements to its products, every single year. “Our
customers expect that they will get a 20 percent increase in performance at the
same price that they paid last year,” says Diane Bryant, an Intel executive
vice president and general manager of the company’s data center business.
“That’s our mantra.”
In PCs and phones, this strategy has its limits:
Consumers simply don’t care that much about speed and efficiency beyond a
certain point. But in servers, where data centers run by such companies as
Amazon.com and Microsoft compete for the right to handle data for the Netflixes
and Ubers of the world, performance is paramount. The electricity needed to run
and cool servers is by far the biggest expense at the average server farm. If
Intel can deliver more computing power for the same amount of electricity, data
center owners will upgrade again and again.
There’s a lot riding on
that “if.” Each year, Intel’s executives essentially bet the company on the
notion that they can keep pushing the limits of circuits, electronics, and silicon
atoms, spending billions long before they turn a profit. Eventually chips will
go the way of incandescent lightbulbs, passenger jets, and pretty much every
other invention as it ages; the pace of
improvement will slow dramatically. “There
will be a point where silicon technology gets like that, but it’s not in the
next couple of decades,” Krzanich says confidently. “Our job is to push that point
to the very last minute.”Tugas 1 : Present Participal
1. Go into servers, according to research firm IDC.
2. There’s a lot riding on that “if.”
3. If Intel can deliver more computing power for the same amount of electricity
4. They can keep pushing the limits of circuits
5. Simply building a fab capable of producing a chip
6. Designing the circuit layout
Tugas 2 : Appositives
- The reticence is understandable, considering that the development and manufacture of a new microprocessor is one of the biggest, riskiest bets in business
- Simply building a fab capable of producing a chip like the E5 costs at least $8.5 billion, according to Gartner, and that doesn’t include the costs of research and development ($2 billion-plus) or of designing the circuit layout (more than $300 million)
- “If you need short-term gratification, don’t be a chip designer,” says Pat Gelsinger, chief executive of VMware and a longtime Intel executive who most recently served as the company’s chief technology officer.
- A top-of-the-line E5 is the size of a postage stamp, retails for $4,115, and uses about 60 percent more energy per year than a large Whirlpool refrigerator.
- Intel, based in Santa Clara, Calif created the first microprocessor in 1971 and, under the leadership of Andy Grove, became a household name in the 1990s, he selling the chips that ran most personal computers
- The company recently announced layoffs of 11 percent of its workforce, as CEO Brian Krzanich puts it, to “reinvent ourselves.”
- This dominance is the result of competitors’ failings and Intel’s willingness to spend whatever it must to ensure large, predictable improvements to its products, every single year. “Our customers expect that they will get a 20 percent increase in performance at the same price that they paid last year,” says Diane Bryant, an Intel executive vice president and general manager of the company’s data center business
Tugas 3 :
1. Go into servers, according to research firm IDC. (Verb Active)
2. There’s a lot riding on that “if.” (Verb Active)
3. If Intel can deliver more computing power for the same amount of electricity. (Verb Active)
4. They can keep pushing the limits of circuits (Verb Active)
5. Simply building a fab capable of producing a chip (Verb Active)
6. Designing the circuit layout (Verb Active)
Tugas 4 : Past Participal
1. Bloomberg Businessweek visited the Hillsboro (Verb Active)
2. We were given the most extensive tour (Verb Pasif)
3. Who most recently served as the company’s chief technology officer. (Verb Aktif)
4. These feats of computer science are often attributed to the rise of the smartphone. (Verb Pasif)
5. PC sales have fallen over the past five years (Verb Aktif)
6. Calif created the first microprocessor in 1971 (Verb Aktif)
7. The company recently announced layoffs of 11 percent (Verb Aktif)
8. The electricity needed to run and cool serverd (Verb Aktif)
9. chips suited for those devices (Verb Aktif)
1. Go into servers, according to research firm IDC. (Verb Active)
2. There’s a lot riding on that “if.” (Verb Active)
3. If Intel can deliver more computing power for the same amount of electricity. (Verb Active)
4. They can keep pushing the limits of circuits (Verb Active)
5. Simply building a fab capable of producing a chip (Verb Active)
6. Designing the circuit layout (Verb Active)
Tugas 4 : Past Participal
1. Bloomberg Businessweek visited the Hillsboro (Verb Active)
2. We were given the most extensive tour (Verb Pasif)
3. Who most recently served as the company’s chief technology officer. (Verb Aktif)
4. These feats of computer science are often attributed to the rise of the smartphone. (Verb Pasif)
5. PC sales have fallen over the past five years (Verb Aktif)
6. Calif created the first microprocessor in 1971 (Verb Aktif)
7. The company recently announced layoffs of 11 percent (Verb Aktif)
8. The electricity needed to run and cool serverd (Verb Aktif)
9. chips suited for those devices (Verb Aktif)
