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The post Give your PMO cost information in real time – and build an ownership culture appeared first on Business Process PSA Software | Solutions 360.]]>
That gap hurts your PMO and your overall bottom line.
Most Project Management Offices (PMOs) are good at reaching milestones and task management. But since they lack access to real-time cost data, they have more difficulty with managing or being held accountable for budget.
It's not easy, when the PMO doesn't see cost reports until weeks or even months after costs have been incurred – if at all. Many companies produce time sheets that are disconnected from job information, sometimes even handwritten or in spreadsheet format. The information is then passed awkwardly from admin to accounting. Then double-checked and reconciled before going to payroll. Getting it back to the PMO is not high on the agenda.
Which of course, raises issues. Among them:
What could your PMO do better with real-time data? The opposite of the above:
These are excellent reasons to implement a real-time platform. But there's yet another benefit of real-time cost data. And it can change the whole fabric of your business.
If your PMO lacks real-time costing data, your service people and technicians can feel like cogs in a wheel. They perform their work, they do their jobs … but they have no way of seeing their own impact, how they contribute to financial success.
Once real-time costing is available, that mindset changes.
Let's take an example – Ravi the service guy. Ravi's working on a service ticket, and he's out of the parts he needs. So Ravi heads to his wholesaler or Home Depot. But since Ravi knows that this trip and this purchase will show up real-time as a cost to the job, he wants this to be his only trip this week. By looking over the week's worth of jobs assigned to him, he anticipates and figures out everything else he'll need to buy for the upcoming work. And he makes one trip only.
Over and over, I've seen this ownership thinking spread through company culture like a wildfire. Individuals take a visible pride in their ability to be efficient and cost-minded, because they can see the results. Supervisors make more budget-savvy decisions about overtime / material planning / managing sub-contractors. Teams begin to compete with teams, branches with branches.
From the front line up, your employees become more self-managing. And the improvements never stop. Because everybody is motivated the way the owners are. And a new profit-centric customer-centric culture takes over.
Back to the original question – what would your PMO do with a real-time feedback loop of cost versus budget? Answer: Make better budget-minded decisions, every day, about job activities and events.
And better yet? Real-time cost feedback enables a company-wide culture of ownership thinking – and that's a powerful thing. I've seen it affect a client's bottom line to the tune of hundreds of thousands of dollars. More than once.
The post Give your PMO cost information in real time – and build an ownership culture appeared first on Business Process PSA Software | Solutions 360.]]>
The post You know you're ready for Enterprise Resource Planning (ERP) when… appeared first on Business Process PSA Software | Solutions 360.]]>
Typically the first reaction is to hire another (non-billable) person to compile the information. The second reaction if you have time, is to put in new systems to keep track of the increasing amounts of information. However, point solutions lack integration and eventually the second remedy requires more of the first. Plus you've now added significant costs to the operation thereby creating a staircase effect, which increases expense, but does not increase revenue and it's a difficult growth stage to navigate through.
The third reaction is a strategic one. It's marked by the transition from a reactive way of thinking i.e. focusing on fixing the next problem that crops up in the business to a strategic way of thinking i.e. focusing on investing in a new way of operating that will take your business from where you are now to one that crosses the chasm to take you to where you want to go.
The real challenge is to figure out where you are on that growth spectrum and whether or not you're willing to react to the need or plan for it.
If you answered yes to 2 or more of these questions you're likely ready for Enterprise Resource Planning.
The post You know you're ready for Enterprise Resource Planning (ERP) when… appeared first on Business Process PSA Software | Solutions 360.]]>
The post How much does workflow management affect your bottom line? appeared first on Business Process PSA Software | Solutions 360.]]>
Maintaining hard copies, physical filing cabinets, spreadsheets and/or reports can be used to effectively centralize, aggregate and gain access to data from various sources, up to a certain extent. But, as the volume of information and complexities of the business i.e. workflow increases, so does the time to keep these hard copies, physical filing cabinets, spreadsheets and/or reports organized. In addition, the level of data accuracy tends to significantly decrease.
Keep reading for a simple example of how one of our customer's Accounts Payable department simplified their workflow management and decreased their invoice processing time by 79.41%.
To process one vendor invoice:
Time = 3.4 hours at $20/hr
Cost = $68.00
To process one vendor invoice:
Time = 0.7 hours at $20/hr
Cost = $14.00
Time Savings = 1,620 hours/year
Cost Savings = $32,400/year for one simple job role.
Adopting a holistic approach to the problem enables companies to dovetail workflow management throughout the business. It's important to ask yourself: What type of system will allow work to quickly flow through departments while implementing controls and providing visibility to those manning the levers and pulleys and those guiding the ship.
As demonstrated in the above example, the answer is found in formal ERP or Enterprise Resource Planning tools, big software programs that have many intricate parts that account for every aspect of your business. However, selecting an industry knowledgeable partner is just as, if not more important than selecting the right software.
Finding a match on both fronts, although rare, is as close to a silver bullet as you'll find. Finding purpose-built software for your business negates the risk of having to bend your business to the software's innate workflow. And finding a purpose-built professional services team that has a deep understanding of how you run your business now and how you want to improve your workflow management is the secret sauce to enabling the software to be implemented in alignment with your strategic goals instead of the other way around. The value a partner brings doesn't stop after a successful system implementation. The right partner works with you continuously to ensure your ongoing success.
* To ensure compliance the customer instructed all vendors to submit electronic invoices (emails with attachments were fine) or they would deduct a $50 processing fee from the vendor's invoice.
** Based on processing an average of 50 invoices/month.
The post How much does workflow management affect your bottom line? appeared first on Business Process PSA Software | Solutions 360.]]>
The post Showing Integrators how to Keep Their Margins Up at InfoComm15 appeared first on Business Process PSA Software | Solutions 360.]]>
The team at Solutions360 is looking forward to meeting you at InfoComm15, where we'll be talking to Integrators about how to keep their margins up at booth #3980. See how other progressive Integration companies are keeping their margins up and growing profitably.
Solutions360's completely unified business management software is purpose built for A/V Integration companies to run their whole business. We've worked with the fastest growing Integrators to streamline their operations, reduce costs by 15 to 20% and increase their profit margins by as much as 30%.
Our mission is to become our customers' most Valued Business Partner! Clients get much more than a software vendor when they engage Solutions360. Click the video to the right to see the Top 10 Differences between a Partner and a Vendor.
I encourage you to stop by booth #3980 and talk to one of team members to learn more about how we might be able to help you achieve predictable, steady and profitably growth.
Feel free to contact us and book a time to meet one-on-one for a personal walk-through of the software and to discuss the many ways we have already helped companies like yours. Contact me directly to schedule a time while in Orlando to learn more about how to Keep Your Margins Up.
John Graham 905-727-3232 or jgraham(at)solutions360.com
The post Showing Integrators how to Keep Their Margins Up at InfoComm15 appeared first on Business Process PSA Software | Solutions 360.]]>
The post Everyone Is In Sales, But They Need To Know How appeared first on Business Process PSA Software | Solutions 360.]]>
Every employee in an organization supports the sales process, but many don't realize how their role impacts the bottom line. Successful companies spell it out so everyone understands their contribution to long-term profitability.
If a company wants to create a culture where every employee buys into the concept, it must ensure everyone understands their role in the sales process and how they support successful delivery.
The most essential quality of a sales-driven culture is the understanding profitability goes beyond the initial sale; it's about retaining the customer and recurring business. This means your salesperson doesn't exit the relationship once the deal is done; your customer may want that initial point of contact to remain part of the service delivery once it's handed over to project managers and technical staff, even if it's just informally checking in with the customer throughout the project's life cycle.
That being said, project managers and technical staff are a key factor in delivering a satisfying customer experience. They make a lasting impression that aligns with the initial positive experience they had during the sales process and will play a large role in driving repeat business.
Routine interaction with your organization leaves an indelible mark on your clients. Support staff who believe that everyone is in sales will play a critical role when they interact with customers. It can be as simple as someone who answers the phone taking the time to address a billing inquiry rather than passing it over to a departmental voice mail. Customers will remember those efforts.
Accounting and finance staff also contribute to the overall customer experience – they are part of the sales process too, even if they don't participate in the project delivery. Collecting payments through accurate and prompt billing are a simple way of keeping customers happy; it supports a brand image with which people want to engage.
There are also people who do not engage with your customer directly who have an impact on project delivery. Internal IT staff, for example, may not have any contact with clients, but the systems they manage support successful project delivery. Failure of any of these systems, such as billing and accounting, will have negatively affect the end customer and sour their experience.
Employees understand their wages are paid through sales, but they may not understand how their particular job function supports revenue generation and margin retention, so you must educate them on how everyone is in sales:
Ultimately, a profitable customer engagement is more than winning the business. Having everyone in the organization understand the project delivery process and how they support it is the foundation of a company where everyone is in sales.
The post Everyone Is In Sales, But They Need To Know How appeared first on Business Process PSA Software | Solutions 360.]]>
The post Printed Reports – R.I.P. Resist Impulse to Print appeared first on Business Process PSA Software | Solutions 360.]]>
All businesses rely on reports to tell them how they're doing. However, if your business has a unified single database you don't need as many printed reports as you might think. You have access to the power of "Live Data". Live Data is real-time information that is relevant, has context with other decision making information and comes from a trusted source. Resist the impulse to print before you ask for a report.
In over two decades of implementing software, during the process of a customer learning our system, we inevitably are asked for a list of the "Reports" we provide. Quite often gaps are identified in the process; a manager absolutely needs this key report or they can't do their job. Most of the time this is typically a spreadsheet that compiles information from one data source to another. Great amounts of effort can go into making and keeping this spreadsheet up-to-date and distributing printed copies for other stakeholders.
There is no doubt the information in that report is key to performing their job, but it does warrant a discussion about how the report is used; what are all the inputs, what calculations take place and ultimately what is the output and how is it interpreted and used by the reader. After going through this exercise, in just about every case the result can be achieved with a real-time query against a single database that holds all the information about the business. So the user gets the information they need, they get it on demand, in context and with data integrity. This process can eliminate more than half the "critical" management printed reports required in a business.
Now don't get me wrong, we have many reports that are formatted and can and should be printed, but in most cases the concept of "Live Data" is a game changer.
Some simple criteria can be used to determine if a printed report or accessing live data is the correct answer:
We believe in "Live Data". Live Data is an interactive screen that allows columns to be sorted, data to be filtered, and allows drill down into the data behind the information. Live Data views are connected directly to the database, and reflect "real time" information within the context of other information.
There is still a place for printed reports; nicely formatted quotes, proposals, invoices, purchase orders, etc., but there is a growing need to access Live Data. So the next time someone requests a report, ask "Is it printed, or is it live?" Printed Reports – R.I.P., long live Live Data!
The post Printed Reports – R.I.P. Resist Impulse to Print appeared first on Business Process PSA Software | Solutions 360.]]>
The post How Integrators Provide Service With More Than a Smile appeared first on Business Process PSA Software | Solutions 360.]]>
By Carolyn Heinze On May 22, 2014
An excerpt from the full article
The customer may not always be right, but that doesn't mean that they don't deserve stellar service. In fact, great service is not a question of whether the client is entitled to it, nor is it just a bonus—a nice thing to offer. It's a necessity, both for AV firms facing the ongoing and ever-increasing commoditization of technology and the shift from hardware to software (and thus, lower margins), and for the people who are using this stuff. As technology grows evermore sophisticated, your customers aren't just your customers; they're your partners, and it's through service that you can help them to grow—and you to succeed as well.
But in order for you to provide stellar service to your partners/customers, you need to receive the same thing from your partners/suppliers. Training, consultation, easily digestible resource materials, and an efficient way of bringing all of the different aspects of your business together are some of the things that you require in order to meet your customers' needs. Here's how several companies are striving to offer you stellar service so that you may do the same on the frontlines.
Your Business in One View
In order to provide stellar service, you have to have your stuff together— and everyone knows that's easier said than done. Aligning the massive amounts of information that professionals compile both on the front end and in the back office is a challenge that every business in every sector struggles with daily, and Solutions 360, a software solutions provider based in Newmarket, ON , Canada, is specifically helping AV integrators struggle a little less.
Offering what Solutions 360 calls "One View of the Business," the Q360 platform is an integrated suite designed to address the different aspects of an integration firm's business functions: sales, proposals, service and dispatch, invoicing, and accounting. This, according to the developer, provides immediate access to reporting and related information, boosting efficiencies in project management and business processes and thus, profitability.
|John Graham, Solutions 360
John Graham, executive vice president at Solutions 360, noted that the ideal AV integrator candidate for this solution is one that is either in growth mode or plans to be, and has determined that they need the structure and processes to support that growth. Generally, companies at this stage tend to have anywhere from 20 to 50 employees, although the software can support larger organizations boasting several hundred employees; Graham often meets new clients when they are in the 50 to 300 employee range.
"The greatest benefit we offer an integration company isn't really a feature or function, but a new mode of operating," he said, because his company's approach is to focus on its clients' business goals, and where its clients' organizations are headed. "It's how that feature set is deployed that makes the biggest impact on their business. We are providing one system, one database, with the full operations and accounting functions as part of the same fabric of the software, so our clients have complete visibility into every facet of their business." The result: users can make better decisions because they are up to speed, in real time, about what's really going on in their integration firm.
It's when integrators are equipped with this information that they are better positioned to provide the best service possible to their clients, Graham said. "Having a 360 view of their experience with your company helps everyone make better decisions that lead to both increases in customer satisfaction and profitability by customer," he said. "If you're making a sales call for a new product line, wouldn't it be beneficial to know what's happening with their service issues? Or perhaps they are in arrears on their account. Armed with this information, you are not only informed; you come across as being professional and you can offer real help to your customer. You become a valued partner, creating stickiness to that client."
Read the full article here
The post How Integrators Provide Service With More Than a Smile appeared first on Business Process PSA Software | Solutions 360.]]>
The post Solutions360 Continues Educational Road Trip with NSCA's Integration Business Survival Conference appeared first on Business Process PSA Software | Solutions 360.]]>
The post Solutions360 Continues Educational Road Trip with NSCA's Integration Business Survival Conference appeared first on Business Process PSA Software | Solutions 360.]]>
The post Solutions360; More than a Vendor, a Valued Partner for the Long Run appeared first on Business Process PSA Software | Solutions 360.]]>
So if that is the universal goal of business, then why isn't every business viable and profitable?
In this six minute welcome video at the NSCA conference, hear from two successful NSCA members that have tackled the issue of predictable business growth and how they did it.
Once the right system is in place and you have access to the right information at the right time, the application of that data toward making prudent business decisions is where the magic happens.
The post Solutions360; More than a Vendor, a Valued Partner for the Long Run appeared first on Business Process PSA Software | Solutions 360.]]>
The post Project Under-Billing Can Be Your Undoing appeared first on Business Process PSA Software | Solutions 360.]]>
Never fund customer projects with your own money. It's great advice that can be difficult to heed, especially during large, long-term engagements, but ignore it at your peril.
Running projects smoothly and on schedule does not automatically make them profitable, and those that are large and lengthy can be challenging to scope out properly. If you're not set up for accurate job costing at the outset of a project or if you're under-billing for your services as the work progresses, you're bleeding cash everyday you're on the job, or worst case scenario, facing cash shortages that jeopardize being able to close out those jobs.
But inaccurate job costing and under-billing can be addressed by unifying your data into a real-time system that supports smart decisions and accurate, timely billing.
Even if you are tightly managing projects from an operational perspective, it's still possible they are not being properly managed financially. Inaccurate estimates of percentage complete, poor job costing or not capturing change orders on projects can artificially inflate your stated gross margins.
These unapplied costs paint a false picture of profitability. Large projects that initially appear to have large margins can turn into break-even engagements or money losers because costs creep into the project long after they have been incurred, and sometimes after the project has been completed, at which point it is obviously way too late to do something about it. These types of systemic leaks in your processes and project accounting can quickly cripple or worse, bankrupt a company that is in growth mode.
Forecasting and accounting for all costs that are relevant to the project is half of the battle; equally important is applying them and charging the customer as soon as possible including the net of all change orders.
If you are running multiple, large, long-term customer projects, all of which are under-billed, the unearned revenue can add up to significant un-invoiced amounts, drawn out accounts receivables and ultimately, insufficient money in the bank.
Both inaccurate job costing and under-billing can be traced to a lack of visibility into your data. More specifically, poorly organized and outdated or unsynchronized data.
It's not uncommon for organizations to have multiple databases for different departments, which means accountants and project managers are potentially looking at different information. Having several databases that are out of sync is often worse than working manually; you can't make decisions in real-time that might improve cash flow because poorly organized and out-of-synch data makes it impossible to analyze trends, properly forecast, or monitor key performance indicators (KPIs) to make necessary changes now to alter negative outcomes.
Relying on the accounting system alone is not a viable way to measure KPIs as it's only an historical snapshot in time of what has happened in the business. What is required is a method where project billing can easily be seen and proactively done to have a positive impact on cash flow.
Integrating and unifying your data across departments, including marrying accounting and project management, can provide you with several benefits that improve cash flow:
Most of all, you are able to see if a project is over-billed or under-billed, based upon the true costs of the job in real-time. Regardless, under-billed projects can be quickly identified and action can be taken to get them into an over-billed position.
By improving job costing and addressing under-billing through a single platform, you not only gain a vastly improved view of financial data on ongoing projects, but a foundation for supporting better decisions and improving cash flow to allow your company to scale profitably.
The post Project Under-Billing Can Be Your Undoing appeared first on Business Process PSA Software | Solutions 360.]]>


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On Wednesday, May 25th, the Southwest Ohio Chapter of the A&WMA held a complimentary half-day seminar at RAPCA HQ in downtown, Dayton. This meeting was led by Andy Weisman, the SWOC Chairperson. Several excellent RAPCA speakers presented on their areas of expertise and coverage in the RAPCA operating area. Speakers included: Jenny Marsee, RAPCA Agency Administrator; Eileen Moran, Unit Supervisor, Andy Weisman, the SWOC Chairman; Jason Simon, Chapter Treasurer; Christine Swetz, Sarah Gostomsky, and Kelli Steward.
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Many thanks to the RAPCA staff for your hospitality and professionalism!and to Jim Ryckman, our Chapter Educational Chair, for his efforts in receiving approval for our SWOC meetings as certified for Professional Development Hours (PDH's) for our members!
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text:
Possible Duplicate:
To hyphenate or not?
When is it appropriate to use a hyphen?
In the phrase
It is simply a large door sized wall of fire.
Should "door sized" be hyphenated to "door-sized"?
In the phrase
Should "door sized" be hyphenated to "door-sized"?
marked as duplicate by Kit Z. Fox♦, Matt E. Эллен♦, Robusto, RegDwigнt♦ Apr 17 '12 at 14:30
This question was marked as an exact duplicate of an existing question.


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text:
|Publication number
|Publication type
|Application number
|Publication date
|Jun 28, 1994
|Filing date
|May 5, 1993
|Priority date
|May 5, 1993
|Fee status
|Publication number
|Neelam Gupta, Charles Garvin, George Simonis
|Original Assignee
|The United States Of America As Represented By The Secretary Of The Army
|Export Citation
|BiBTeX, EndNote, RefMan
|Patent Citations (13), Referenced by (11), Classifications (23), Legal Events (5)
|External Links: USPTO, USPTO Assignment, Espacenet
The invention described herein may be manufactured, used and licensed by or for the U.S. Government for governmental purposes without the payment to me of any royalty thereon.
The present invention relates generally to an optical implementation of a neural network for optical processing data. More particularly, the present invention relates to an optoelectronic neural network device which is compact and monolithic and which can provide flexible processing of data in optical form.
It is often desirable to be able to readily recognize patterns. Pattern recognition is a function which is important in both military and commercial applications, such as aided target recognition, speech recognition, machine recognition of handwriting, robotic vision, communications systems, automated control, design and manufacturing, radar data analysis, and other areas. At the present time, the most outstanding system for performing pattern recognition is the human brain which can recognize a pattern, even with partial or incomplete information and even in relatively ill-defined situations. Digital computers, which are capable of very fast number manipulation and other serial operations, are very inefficient in performing pattern-recognition tasks. In order to use a digital computer for performing pattern-recognition tasks, an enormous memory would be required, as well as a very large knowledge base and a rule-based expert system. Even so configured, such an electronic computer would only be able to perform relatively simple pattern-recognition tasks.
Current investigation of brain functions has contributed to artificial neural networks technology which is based upon the knowledge of how a biological brain functions as a parallel processor. A biological brain uses a large number of relatively simple but slow (millisecond range) processing elements or neurons which work in concert with each other with a massive number of interconnections. Such neural networks can be used to perform processing at several levels of pattern-recognition problems, including input data preprocessing, such as data recovery, noise removal, signal-to-noise-ratio (SNR) enhancement, signal and/or image segmentation through final target identification. Both electronic and optical approaches to hardware implementations of neural networks have been proposed.
Most of the optical implementations of neural networks have been based upon the use of a vector-matrix multiplication technique to simulate neural functioning. Most of those implementations utilize a free-space architecture and require many optical components which cannot be monolithically integrated. The present invention, on the other hand, implements optical neural architecture in GaAs materials which is very compact and monolithic and is inspired by the natural fiber-like structures common in all biological neurons. Utilizing the technology of semiconductor quantum wells and superlattices, which may also be used for optical modulators and switches, the present invention emulates the basic neural decision-making process of the human brain. Multiple inputs are accepted, different adjustable weights are applied to those inputs, the weighted inputs are summed, and then an optoelectronic thresholding switch is used to make a binary decision.
Biological brain systems appear to be successful due to their complex and massively parallel architectures. For example, a 3 pound human brain consists of over 10 billion neuron cells communicating among themselves through networks of over 100 trillion synaptic interconnections. Each neuron has a relatively simple structure and functioning method. Typically, a neuron consists of a cell body, ranging from about 5 to 100 microns in diameter, from which one major fiber, the axon, and a number of fibrous branches, the dendrites, emanate. The axon carries the outgoing signal from the neuron, and, near its end, it usually branches out extensively.
The dendrites receive the input signals from other neurons, where they form a contact, called a synapse. A weight is applied to each signal, and the cell body sums those weighted signals and then performs a simple thresholding operation based on that sum to determine whether to send a signal on to its axon or not. Generally speaking, a single neuron receives input from thousands of other neurons through its dendrites and similarly feeds its output to thousands of other neurons through its branching axon. The time scale involved, however, is relatively slow, being in the range of milliseconds.
An artificial neuron network consists of a massively interconnected network of processing elements. For purposes of mathematical simplification, such a network is divided into a number of layers; each layer is made up of a number of neurons or nodes. Every neuron in each of those layers is connected to every neuron in the next layer for a network that is fully connected. Alternatively, the number of connections could be less, depending upon the application. Every neural network, however, has an input and an output neural layer. There can also be some additional layers in between those two, which are known as hidden layers.
The operating principle of a neural network can be mathematically represented by a nonlinear function f, as set forth by R. P. Lippmann in "An introduction to computing with neural nets", IEEE ASSP Magazine, vol. 4 (April 1987).
While both electronic and optical approaches to the hardware implementation of neural networks are being used, optical implementations appear to have a very promising future because of the inherent parallelism of light. Most of the architecture suggested in the art by, for example, N. H. Farhat, "Optoelectronic neural networks and learning machine", IEEE Circuits and Devices Magazine, vol. 32 (September 1989); D. Psaltis, D. Brady, X. Gu, and K. Hsu, "Optical implementation of neural computers", Optical Processing and Computing, H. A. Arsenault, editor, chapter 8 (1989); Y. Nitta, J. Ohita, M. Takahashi, S. Tai, and K. Kyuma, "Optical neurochip with learning capability", Photonics Tech. Lett., vol. 4, No. 3, page 247 (1992), contain at least three planes. The first plane, corresponding to the input neurons, contains an array of discrete sources of light (either one- or two-dimensional), for example, spatial light modulators (SLM's) or light-emitting diodes.
The second layer contains a two-dimensional array of interconnection elements representing the weight matrix, for example, an SLM (either fixed or programmable) or a hologram (two-dimensional or volume). The third layer corresponds to the output neurons and contains an array of discrete photodetectors for summing the weighted inputs with a built-in quadratic nonlinearity. Sometimes an additional thresholding is provided at this stage using electronics or some other scheme. Some approaches also include the use of hidden layers. While most of those implementations are of the tabletop-type size, this type of architecture has recently been implemented in GaAs by Y. Nitta et al.
The present invention, in contrast, is an optical implementation of a feed-forward neural network architecture which is implemented in a monolithic GaAs/AlGaAs waveguide structure, in which both the weighting and thresholding are provided by the room-temperature macroscopic nonlinear behavior of an embedded superlattice by the application of small electric voltages.
In view of the foregoing, it should be apparent that there still exists a need in the art for an optical neural network device which can be easily implemented and which can be used as the building blocks of neural networks. It is, therefore, a primary object of this invention to provide a design for an optical neural network device architecture which can be easily implemented in existing solid-state materials and which can be formed into components such as discrete sources of light, interconnections, and weighting, summing, thresholding, and output signals.
More particularly, it is an object of this invention to provide an optical neural network structure which can be formed such that it contains components which function as laser diodes, low-loss, single-mode rib waveguides, power combiners and splitters, modulators, thresholding devices, and detectors.
Still more particularly, it is an object of this invention to provide an optoelectronic waveguide neural structure which can be assembled into a complex optical neural network.
Briefly described, these and other objects of the invention are accomplished by providing a GaAs-based optical waveguide-based structure for a neural network. The sources of light used with the neural network are laser diodes. The light is coupled into a waveguide power combiner structure. The waveguide architecture contains at least three electrically active components which are electrically isolated from each other. The waveguide parameters are chosen so that the light propagating through the waveguide is single-mode in both transverse and lateral directions. A superlattice structure is incorporated in the waveguide core and gives rise to electroabsorption. As each of the input signals passes through the device, an electric field is applied to change the transmission properties of the core material, and the light passing through the core material is thus modulated.
The output guide of the power combinet sums the weighted signals coming from various input guides. It also contains a nonlinear switch in which the waveguide section acts both as a detector and a modulator. The nonlinear switch output depends upon the amount of light passing through it; for a higher intensity of light, its transmission is very high, while, for a low intensity of light, it is very low.
The power combiner of the present invention forms the basic functional building block of the disclosed neural architecture. A more complex structure can be formed by cascading many such building blocks together. The optoelectronic neural waveguide structure of the present invention has implemented within its design several integrated optical components, such as low-loss, single-mode rib waveguides, Y-junctions, crossing waveguides with various angles of crossing, modulators, and nonlinear switches. All of those components have been monolithically integrated in solid-state materials.
The present invention has been successfully implemented in the design of a two-input/one-output (2-to-1) neuron and may be expanded to include more complex single neurons in a neural network. It may be utilized to implement a very-high-dynamic-range (250 dB/cm) optoelectronic modulator, as well as a highly nonlinear optoelectronic (25 dB) thresholding device. A very high on/off ratio of 2300 has been obtained for the inventive neuron device.
With these and other objects, advantages, and features of the invention that may become hereinafter apparent, the nature of the invention may be more clearly understood by reference to the following detailed description of the invention, the appended claims, and to the several drawings attached herein.
FIG. 1 is a perspective drawing showing the apparatus of the present invention;
FIG. 2 is a schematic diagram of a geometric layout optoelectronic waveguide structure of the present invention showing the dimensions of the various parts of the waveguide structure;
FIG. 3 is a schematic block diagram of an optical neuron measurement system for testing the device of the present invention;
FIG. 4 is a partial electrical schematic diagram of the apparatus of the invention shown in FIG. 1; and
FIG. 5 is a drawing of a profile of a single transverse mode in a waveguide core of the apparatus of the present invention, showing how intensity of light is distributed as a function of the thickness of the waveguide.
Referring now in detail to the drawings wherein like parts are designated by like reference numerals throughout, there is illustrated in FIG. 1 a specific embodiment of an N-to-1 rib waveguide power combiner structure of the present invention, namely, a 2-to-1 power combiner 10 which can be a small angle Y-junction. The architecture of the combiner 10 includes at least three electrically active components. In the preferred embodiment, two modulators 12 and 14 are utilized which form the arms of the Y-junction. They are electrically isolated from each other by a first cut 16. The third electrically active component of the Y-junction combiner 10 is a thresholding element 18 which is formed by the tail of the Y-junction and which is electrically separated from the two modulators 12 and 14 by a second cut 20.
In recent years, advances in III-V optoelectronics research have been particularly rapid in the area of semiconductor laser diodes, detectors, modulators, amplifiers, and switches. The ability to grow thin (<10 nm) high-quality layers of compound semiconductors using molecular-beam epitaxy (MBE) has led to the discovery of several new optical and electrical phenomena and the ability to create devices that exploit such phenomena. For example, novel optoelectronic devices that depend upon quantum mechanical phenomena have been demonstrated. One such phenomenon is the quantum well which is a thin heterostructure of a low-bandgap material, such as GaAs, sandwiched between two layers of a higher bandgap material, such as AlGaAs, in order to form an electron well. The thickness of the low-bandgap material is preferably around 30 atomic layers or approximately 10 nm. D. A. B. Miller, in "Optoelectronic applications of quantum wells", Opt. Photonics News, vol. 7 (February 1990), and in "Quantum-well self-electro-optic effect devices", Opt. Quantum Electron, vol. 22, S61 (1990), has reported that large changes in optical absorption due to single and multiple quantum wells in the presence of an external electrical field have given rise to new optical modulators and switching devices. Attention has also been focused on a periodic structure of very thin quantum wells of width around 3 nm, which are separated by layers of similar width of higher bandgap material. Such a structure of coupled quantum wells is called a superlattice (SL).
Such superlattices show very strong macroscopic nonlinear effects at room temperature due to quantum mechanical effects. In such a structure, the electrons and holes are not localized, that is, the energy band structure is continuous. Thus, when an electric field is applied, that continuous band structure breaks up into a series of minibands known as the Stark ladder. The separation between those levels depends directly upon the applied field, the period of the superlattice and the electronic charge. When such a structure is illuminated by light, the absorption of light corresponding to those miniband transitions takes place. That makes the superlattice absorb light at wavelengths to which it was transparent in the absence of the applied electric field.
Below-gap voltage-modulated absorption devices can also be made when those transitions are made to coincide with the incident photon energy. Using materials engineering, various functional capabilities can be constructed using such structures. For example, if the layer thickness or the potential well depths are changed, devices with very different operating characteristics will be created. Very-high-dynamic range modulators have been designed using such superlattices.
The material structure of the electrooptic waveguide power combiner 10 of the present invention is a GaAs/AlGaAs structure which was grown using molecular-beam epitaxy techniques. It is grown in a p-i-n heterostructure waveguide configuration, as shown in FIG. 1. The core of the waveguide 22 is undoped. It is formed of a preferably 52.5 nm thick superlattice 25 having a layer of Al0.2 Ga0.8 As (n=3.53) with a layer 26 of preferably 100 nm thickness on either side. The 10-period superlattice 25 contains alternate layers of 2.5-nm GaAs and 2.5-nm Al0.4 Ga0.6 As. A top cladding region 28 is formed on top of the top core layer 26a and is a region of Al0.4 Ga0.6 As (n=3.39) layer of preferably 500 nm thickness. Of the 500 nm of thickness of the upper cladding layer 28, the first 125 nm next to the core 22 are undoped and the remainder of the layer 28 is p-doped.
The bottom cladding region 30 consists of a layer of the same material as the upper cladding region 28 except that it is preferably of a thickness of 1250 nm. The first 125 nm of the bottom cladding region 30 next to the core 22 consists of an intrinsic layer, while the rest is n-doped. It is preferred that the doping levels be around 1018 /cm3. Such layers may be grown on an n+ -doped GaAs substrate 24 on which an n-doped preferably 1000-nm GaAs buffer 32 has first been grown.
A cap of p+ GaAs material of preferably 50-nm thickness is formed on top of the upper cladding layer 28. Thus, a p-i-n diode structure is formed which is very useful in applying an external electric field to the waveguide core 22.
The doping of the combiner 10 is spaced back from the core region 22 in order to reduce free-carrier-induced losses for the propagating optical mode. The thickness of the core region 22 may be chosen in order to produce a single transverse electric or transverse magnetic propagation mode at a 780-nm wavelength in the transverse direction. Using photoluminescence measurements, the bandgap of this material has been found to be 1.75 eV or 708 nm.
FIG. 5 is a diagram of the profile of a single transverse mode in the preferred waveguide core of the present invention and shows how the intensity of light is distributed as a function of the device thickness. The core and cladding regions are shown with their doping profile.
On top of the cap 34, a layer 36 of gold/chromium of preferably 300 nm thickness is formed. A plurality of bonding pads 38, 40, and 42, formed of the same material, are connected by 10-micron-wide conducting channels to one of the electrically isolated modulators in the thresholding elements 14, 12, and 18, respectively. Each of the bonding pads 38, 40, and 42 may preferably be of a dimension of 100 microns�200 microns.
Each of the arms 12, 14 and leg 18 of the Y-junction is fabricated as a 5-micron-rib waveguide. The preferred fabrication technique utilizes a photolithography process to pattern a resist mask on the molecular-beam epitaxy-grown material. A 300 nm layer of chrome/gold film is deposited using electron-beam evaporation through the developed resist and then the undesired chrome/gold is lifted off by developing the resist. The rib pattern is then etched by using a standard GaAs chemical etching, with the metallization providing the electrode in the self-aligned mask.
A geometric layout showing the dimensions of the various parts for the preferred embodiment of a 2-to-1 waveguide neuron structure of FIG. 1 is shown in FIG. 2. As previously discussed, each of the leg portions 14 and 12 of the Y-junction are formed as 5-micron (d4) wide rib waveguides, as is the tail portion 18. The two legs 12 and 14 of the Y-junction may preferably be spaced 50 microns (d5) away from each other. Each of the modulators 12 and 14 and the thresholding element 18 are electrically isolated by two gaps or cuts 16 and 20 which may preferably be of dimensions of about 3 microns�5 microns.
Each of the legs 12, 14 of the Y-junction are formed at an angle 1� offset from an imaginary center line passing between them which is aligned with the end portion 18 of the Y-junction. Each of the conducting channels 39, 41, and 43 which respectively connect the bonding pads 38, 40, and 42 to their respective portions of the combiner 10 may preferably be about 25 microns long. Each of the bonding pads 38, 40, and 42 has connected to it a wire 44, 46, and 48 for applying an electric current. Table 1 shows each of the dimensions d1-d9 for the 2-to-1 optical neuron structure of FIG. 2.
TABLE 1______________________________________d1 700 microns d6 1.43 mmd2 400 microns d7 700 micronsd3 200 microns d8 500 micronsd4 5 microns d9 4.03 mmd5 50 microns______________________________________
As shown above in Table 1, the optical neuron device of FIG. 2 may preferably be about 4 mm long, and a chip may be fabricated containing, for example, ten such neuron devices. The height of each rib wall which forms the raised Y-junction on the cladding layer 28 may preferably be about 550 nm, which provides enough electrical isolation for each of the active elements 12, 14, and 18 of the combiner 10 but makes the combiner 10 multimode in the lateral direction, thus degrading the signal-to-noise ratio slightly.
The isolating gaps 16 and 20 may be formed by including two cuts preferably of dimensions 3 microns�5 microns in the Y-junction mask which, as described above, produces during the etching process the gaps or breaks 16 and 20 which are needed to electrically isolated the three active components 12, 14, and 18. The entire chip containing, for example, ten such combiners 10, is cleaved at both ends in order to provide optical-quality coupling facets. The chip may be mounted on a conducting holder which acts as the bottom n-contact. P-contacts are provided by the top gold layer previously discussed.
The chip is mounted on the holder with pins. Gold wires 44, 46, and 48 of preferably about 25 microns in thickness are bonded to the p-contacts as well as to the n-contacts (not shown) so that such contacts can be connected to pins for electrical access to each combiner 10.
FIG. 3 shows a system for operating and testing the optical combiner 10 of FIG. 1. First and second laser diodes 300 and 320, respectively, each being totally incoherent with each other and producing a beam of light having a wavelength of 780 nm are end-fire coupled into the two input guides of the combiner 10 using a 40� microscope objective 310 to focus the two incoming beams of light. The light from both laser diodes 300 and 320 passes through a beam splitter 302 and a polarizer 304 prior to the microscope objective 310. By choosing suitable position alignments for each of the two lasers 300 and 320, the two focussed spots which strike the core of the waveguide device 10 are separated by 50 microns.
Only the transverse electric polarized light striking the core 22 is coupled to the waveguide 10. The output of the waveguide device 10 is collected by a 10� microscope objective 312 and focussed onto a spatial filter 316. The light is next focussed by a lens 314 onto a detector 318 which is connected to a power meter 322. The light striking the detector 318 is also focussed onto a charge-coupled device (CCD) camera 324. The image produced by the CCD camera 324 is processed using a micro-computer which contains a frame-grabber card and image-processing software. The spatial filter 316 is used to block out light not coming from the waveguide 10 prior to that light reaching the detector 318 and the CCD camera 324.
A second CCD camera 306 is positioned together with a microscope objective 332 for use for viewing the top of the waveguide device 10 and is useful for positioning and aligning the laser inputs from the laser diodes 300 and 320.
The electrical voltages to be applied to the waveguide 10 may be provided using a 4-wire cable, which is connected to the contact pins on the sample holder. (The fourth wire, which is connected to the bottom n-contact is not shown.) An electronic bias circuit is utilized which limits the current flowing in each of the three components 12, 14, and 18 to 70 microamps.
The positioning requirements for the optical coupling of the laser beams produced by the laser diodes 300 and 320 are demanding because each focus spot has to be coupled into a 5 microns�0.25 micron region on the input facet of the waveguide. Therefore, a piezoelectric transducer three-axis controller is used for fine position alignment of the waveguide 10. A monitor 330 is used to view the output from the CCD camera 306 while a television 328 is used to view the image produced by the micro-computer/frame-grabber 326.
FIG. 4 shows an electrical schematic of the electrical circuit for each of the three active electrical components of the optical waveguide 10.
Upon measuring the output intensity of the modulators 12 and 14 as a function of the applied bias, it has been determined that they transmit less light as the reverse-bias voltage is increased. That is because of the absorptions caused by the miniband transitions. Transmission modulation as large as 250 dB/cm has been obtained for transverse electric polarized light at 780 nm. Similar results will also be obtained for a range of wavelengths ranging from 777 to 810 nm using a titanium-sapphire laser. The signal transmitted out of one of the modulators 12 and 14 corresponds to the weighted input signals according to the equation set forth by Lippmann, referenced earlier.
The active component 18 can also be operated as both a modulator and a detector. That can be accomplished, as shown in FIG. 4, by inserting a large series resistor R in the modulator reverse-bias circuit at a fixed voltage. In that configuration, when the incident light is absorbed by the modulator/detector 18 and a current starts to flow in the circuit, a voltage drop occurs across the resistor R which reduces the voltage across the modulator/detector, making that device transmit more light. If, however, the incident light on the modulator/detector 18 as shown in FIG. 4 is reduced in intensity, the current flowing through the circuit is reduced, since one electron-hole pair is created for every photon absorbed, which reduces the voltage drop across the resistor R and increases it across the device 18, making the device 18 transmit less light.
The change in relative transmission of the device 18 as a function of the relative input intensity is a useful measure of its nonlinear behavior. Using two different reverse-bias voltage/resistor settings, the first with -10 volts and 5 Megohms, and the second with -7 volts and 1 Megohm, the relative transmission changed from 0 to 0.95 for the first configuration, and from 0 to 0.87 for the second one. The modulation depth of this switch 18 is approximately 25 dB. Such results clearly show that the nonlinear behavior can be dynamically adjusted based upon system requirements.
The performance of the 2-to-1 waveguide neuron 10 was tested in the following manner to determine its operability. The nonlinear switch 18 was run with -10 volts and 5 Megohms. The waveguide 10 was set up to test AND logic in which the two sets of weights were selected for different input intensities so that the waveguide device 10 would be on when the total input intensity of both of the lasers 300 and 320 was over a threshold value. Otherwise, the waveguide device 10 was off.
The performance of the 2-to-1 waveguide neuron 10 was found to be very good. A neuron on/off ratio of 2300 was obtained by comparing the results under which an output intensity of 2.3 microwatts was obtained with a neuron "on" signal with no voltage being applied to either of the two modulators 12 or 14. The output intensity obtained from the 2-to-1 waveguide neuron 10 with 0 voltage applied to each of the three active components 12, 14, and 18 was 2.4 microwatts. The ratio of 2300 was obtained by comparing the 2.3 microwatt output obtained under the 0 voltage applied to modulators 12 and 14 conditions as opposed to the application of -4.25 volts to the first modulator 12, 0 volts to the second modulator 14, and the same -10 volts and 5 Megohms operating conditions for the switch 18. Under that second set of conditions, the output intensity of the device 10 was 1 nanowatt, and the neuron signal was "off".
As will be obvious to those of ordinary skill in the art, the laser diodes 300 and 320 can, of course, be integrated on the chip which carries one or more of the devices 10. The high propagation loss of the molecular beam epitaxially grown material can be reduced by growing the p-doped region in the upper cladding 28 farther back from the core region 22. In that matter, propagation losses of less than 10 dB/cm can be obtained. With such a material, a single lateral-mode rib waveguide as disclosed herein can be designed with a better signal-to-noise ratio.
Due to the relatively large area (4 mm�200 microns) required for the fabrication of each neuron, the packing density of the neurons is not very large. Since small-angle Y-junctions are used, the waveguide needs to be relatively long (about 1.43 mm) in order to provide 50-micron separation between the two legs of the Y or input guides. Also, each modulator 12 and 14 also needs to be relatively long, for that reason as well as to obtain adequate modulation.
In order to reduce the area required for fabrication of each neuron, the whole core 22 can be made up of 100% superlattice material instead of only 20% superlattice material, as shown in FIG. 1. That replacement should increase the modulation and thresholding of the waveguide shown in FIG. 1 by up to a factor of five, which will allow the total device length of the waveguide to be reduced correspondingly. Alternatively, a new compact type of power combiner that utilizes either S-bends or right-angled bends can be fabricated. Obviously, the 2-to-1 neuron architecture disclosed herein can be applied to more comlex neurons, such as 4-to-1 neurons.
Although only a preferred embodiment is specifically illustrated and described herein, it will be appreciated that many modifications and variations of the present invention are possible in light of the above teachings and within the purview of the appended claims without departing from the spirit and intended scope of the invention.
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|Cooperative Classification
|European Classification
|Apr 11, 1994
Owner name: UNITED STATES OF AMERICA, THE, AS REPRESENTED BY T
Free format text: ASSIGNMENT OF ASSIGNORS INTEREST;ASSIGNORS:GUPTA, NEELAM;GARVIN, CHARLES;SIMONIS, GEORGE;REEL/FRAME:006936/0223;SIGNING DATES FROM 19930301 TO 19930419
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|Fee payment
Year of fee payment: 4
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Effective date: 20020628


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Editorial Reviews
"...this book provides essential insight to how mainstream capital can flow into climate friendlier ways to meet modern electricity needs while making compelling financial returns." Strive Masiyiwa Founder, Econet Wireless/ Board Rockefeller Foundation
"Shah shows that a new massive wealth opportunity is at our fingertips linking sustainability and economic development." Carl Pope Former Executive Director, Sierra Club
"Jigar Shah is a force of nature! Here he recounts his unique journey--as entrepreneur, investor and nature's defender. His outlook: a fast–changing world where enterprise places greater value on our climate and society. A timely book from a Thinker and Doer, both!" Ann Goodman, Ph.D. Co-founder of the Women's Network for a Sustainable Future
"Jigar is the fuel that moves our world round, cleanly, transporting us and our hopes to a better place where big ideas are boldly stated. Where Big Oil becomes Big Sun. His is the stuff that powers us forward . . . to a smarter, richer future with a thesis that would have us find the next "industrial revolution"...today, and with bigger impact. No inverter required. This work is electrifying, direct, and current." Chase Weir Chief Executive Officer of Distributed Sun, LLC
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Top Customer Reviews
As the title of the book indicates, in "Creating Climate Wealth: Unlocking the Impact Economy," Jigar Shah sets out to explain where profitable opportunities are available to deal with climate change.
He starts by telling the story of SunEdison, an international solar service company he founded. Shah was one of the first entrepreneurs to attract mainstream capital to solar installations, and he did it not by using new technology, but a new business model, power purchase agreements. This is infrastructure as service.
Shah explores similar opportunities, where success will depend on structure and business-model discipline, most importantly using existing technology. He acknowledges that his experience as the first CEO of the Carbon War Room enabled him to go well beyond solar energy. Accordingly, he sees opportunities in multiple areas: energy, transportation and shipping, agriculture, water, and building and industrial efficiency.
Shah offers valuable insights in how to create a viable business that is scalable. He states these pragmatic goals:
* Solving pressing problems for consumers
* Yielding impressive risk-adjusted returns for investors
* Generating both development and economic growth
* Creating local capacity that is sustainable and does not require the continual interjection of outside firms to fix problems
Shah does not offer theoretical solutions, but ones that are practical and achievable. He asks how existing technology can be deployed at scale to achieve results all of us will find desirable and profitable. He is also realistic enough to point out where sensible solutions have not yet been deployed, even though the numbers are compelling.Read more ›
The book makes the case that the successful projects will come from new business models as opposed to the new technologies because they can't get the mainstream capital. Investors aren't going to put big money into unproven, complex technologies they don't understand.
Shah's conservative view holds that government needs to lead, not subsidize new energies. However, he says it is wasteful for the United States to subsidize old, well-established polluting energies because it gives them a competitive advantage.
I was disappointed that after quantifying the profitability potential of impact businesses, Shah did not list more public companies that billion dollar money managers should be looking at.
In order to tackle the challenge of renovation, Shah teamed up with Sir Richard Branson and the Carbon War Room (CWR) to show existing companies the cost effectiveness of energy efficiency. In truth, most CEOs are more committed to their bottom lines than to cleaning up the environment. When clean energy operations save them money they don't hesitate to hop on board. Even climate change deniers understand the almighty dollar.
Shah's view of climate change as anything but a crisis is refreshing and inspiring. He is not marketing a theory. He is revealing a proven strategy which is currently providing clean energy solutions worldwide. Shah's common sense approach combined with his conversational tone make for a captivating and easy read. "Creating Climate Wealth" should be required reading for every human on planet Earth. There is a future and it's up to us to create it.
His world-view of the global and US energy sector, where the energy industry will be going next, and how to avoid a ship-wreck, is as sure as it is compelling in it's mince-no-words honesty.
For those new to this arena of energy business and policy, and for those who are just learning about the broader global and national energy industry -- this book outlines the energy world as it actually is today, and as it will ultimately most likely play out as renewable energy continues to grow. Jigar's book is hard-hitting, but not harsh. Just real.
He offers his reader a clear, engaging, easy to understand conversation about seizing this moment to make climate change a huge business opportunity - whether you work at the top, or in the trenches.
Jigar lays out the map of the future for us. He also briefs us on the battle plan, and shows us where the land mines are laid. As always, Jigar's business and public policy analysis is sound.
He knows of what he speaks -- and he speaks the truth based on experience. Jigar built the largest solar service company in the world.
Jigar says in the book, timing is key. And the timing of this book is perfect. Folks all across the world, but particularly the U.S., need to have this book as a guide. It's about your future.
As he writes in the book, we have the technology now, we have the capital now and we have the know-how to deploy all these.
All we lack is the organization and some Will. Jigar's book can help us find both. I highly recommend it.
Most Recent Customer Reviews
Thanks Jegar. Eye opening how much influence banking, not technology, really has on our world.Published 5 months ago by Eric
This book helps to keep you on track if you're an entrepreneur in the world of social-good, impact projects or clean energy. Read morePublished 6 months ago by B. Mulder
It reads like a series of slogans. Where you want substance there are bullet points. Where you want nuanced stories there are snippets. Read morePublished 11 months ago by Lance Wiggs
This book is a must-read for any private, public, or NGO. The $10T economy is only just beginning. Join the ride, but learn from the legend of Jigar Shah, a pioneer and leader in... Read morePublished 12 months ago by TimosWooderson
Although I don't work in the renewables area, I purchased this book out of interest and found it incredibly interesting. Read morePublished 12 months ago by Mr B Mahar
This is an excellent book to read if you are interested in, or skeptical about, the possibility of transformation in the various ways we operate across industries and geographies. Read morePublished 12 months ago by grs
If you are looking for practical rays of hope for a clean future, I highly recommend this book by one of the heroes in the solar space. Read morePublished 12 months ago by Michael Hokenson


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