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1. The State of the Laboratories
Pages 1-8

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From page 1...
... This chapter represents the Board's judgments regarding the overall state of the NIST MSL. It offers findings that it hopes can be used to further increase the merit and impact of NIST MSL programs.
From page 2...
... Computer security is a critical issue for government and industry, and NIST's contribution provided the encryption user community with a strong, stable, generally accepted standard to meet current and future security needs. RELEVANCE AND EFFECTIVENESS OF LABORATORY PROGRAMS The Board and its panels again found that many NIST programs are targeted effectively at real technical needs of U.S.
From page 3...
... · Copper plating of semiconductor wiring has been in commercial use for about 4 years, but there has been little fundamental understanding of plating bath behavior owing to the use of proprietary plating baths with undisclosed compositions. To reach the smaller and smaller feature sizes and spacings called for in Semiconductor Industry Association roadmaps, U.S.
From page 4...
... 28.9 28.7 30.5 33.4 Information Technology (ITL) 70.2 70.3 75.8 88.2 Total 353.0 356.0 371.9 392.3 TABLE 1.2 NIST MSL Full-Time Permanent Staff, FY 1998 Through FY 2001 Fiscal Year Fiscal Year Fiscal Year Fiscal Year Change 1998-2001 Laboratory 1 998 1999 2000 2001 (%)
From page 5...
... 120s_ ~ 100Q 80E 604020 O 1996 Year 2001 ·ZP5 ~ZP4 IIIIZP3 FIGURE 1.1 Staffing trends in the Manufacturing Engineering Laboratory. ZP grade series denotes technical professional staff.
From page 6...
... , and it was clear, from the discussion, that these statements reflected the deliberation and cooperation of the entire NIST management team. The Board applauds the success achieved thus far and encourages further progress, while noting that the most difficult steps defining specific goals, developing plans to achieve those goals, and aligning programs with the plan remain.
From page 7...
... Separate from but related to the strategic planning effort, NIST managers discussed with the Board plans to institute a "mirror office" an internal office with the task of seeking feedback on NIST programs from across the institution and from a broad spectrum of customers. Such a function could nicely complement existing grassroots contact with customers and allow NIST to serve its customers more effectively through increased dissemination and improved program prioritization based on customer input.


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