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'Factories that THINK' — This woman-led AI startup solves factory failures before they even happen

'Factories that THINK' — This woman-led AI startup solves factory failures before they even happen

A chips manufacturing workplace (for illustration purposes only)
SINGAPORE: Singapore-based startup SixSense is changing semiconductor manufacturing with the help of artificial intelligence. It has recently secured US$8.5 million (S$11.4 million) to grow its vision worldwide. Founded by two women engineers, the company aims to create 'factories that think.' This mission pushes the future of intelligent automation in one of the world's most complex and high-stakes industries. Transforming semiconductor manufacturing with AI
At the core of SixSense's mission is what it calls 'intelligent automation,' a data-driven approach to semiconductor production that improves efficiency, reduces errors, and increases control over intricate manufacturing processes. Its artificial intelligence (AI) platform is already helping major industry players like GlobalFoundries and JCET. It aids fabs across Singapore, Malaysia, Taiwan, and Israel in detecting problems earlier and boosting output.
'Think of it as a factory that can see, understand, and act in real-time,' said co-founder and CTO Avni Agarwal. 'We're expanding into the U.S. now, where demand for smarter semiconductor manufacturing is growing quickly.' Women engineers at the helm
SixSense stands out not only for its innovative technology but also for its leadership. The company was co-founded in 2018 by CEO Akanksha Jagwani and CTO Avni Agarwal. Both bring significant engineering expertise. Jagwani, who has a background in mechanical engineering, leads business strategy and partnerships. Agarwal, an expert in computer engineering, directs the technical vision.
Their success comes amid a noticeable funding gap in the VC world. In 2024, startups with only female founders received just 2% of total VC deal value in the U.S., according to Pitchbook. SixSense's achievements showcase what's possible as that gap begins to close. Backed by global investors and gaining momentum
The company's latest funding round, led by Peak XV's Surge seed platform and joined by Alpha Intelligence Capital, FEBE Ventures, and others, brings SixSense's total funding to US$12 million. With these newly obtained resources, worldwide growth will be sustained, and its AI-driven platform for semiconductor engineering will be further developed. See also Workers' Party to hold AI workshop for kids at Hougang Capeview
As increasing demand continues, SixSense is well-positioned within the chip manufacturing industry. It will have the capacity and the capability to aid manufacturers in sustaining their engineering endeavours, and with trailblazing technology, innovative leaders, and growing investor confidence, SixSense is set to redefine how chips are made all over the world. document.addEventListener("DOMContentLoaded", () => { const trigger = document.getElementById("ads-trigger"); if ('IntersectionObserver' in window && trigger) { const observer = new IntersectionObserver((entries, observer) => { entries.forEach(entry => { if (entry.isIntersecting) { lazyLoader(); // You should define lazyLoader() elsewhere or inline here observer.unobserve(entry.target); // Run once } }); }, { rootMargin: '800px', threshold: 0.1 }); observer.observe(trigger); } else { // Fallback setTimeout(lazyLoader, 3000); } });
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Trump's higher tariff rates hit goods from major US trading partners
Trump's higher tariff rates hit goods from major US trading partners

Straits Times

time24 minutes ago

  • Straits Times

Trump's higher tariff rates hit goods from major US trading partners

Sign up now: Get ST's newsletters delivered to your inbox Mr Trump has touted the vast increase in federal revenues from his import tax collections. President Donald Trump's higher tariff rates of 10 per cent to 50 per cent on dozens of trading partners kicked in on Aug 7, testing his strategy for shrinking US trade deficits without massive disruptions to global supply chains, higher inflation and stiff retaliation from trading partners. US Customs and Border Protection agency began collecting the higher tariffs at 12.01am (12.01pm Singapore time) after weeks of suspense over Mr Trump's final tariff rates and frantic negotiations with major trading partners that sought to lower them. Goods loaded onto US-bound vessels and in transit before the midnight deadline can enter at lower prior tariff rates before Oct 5, according to a CBP notice to shippers issued this week. Imports from many countries had previously been subject to a baseline 10 per cent import duty after Mr Trump paused higher rates announced in early April. But since then, Mr Trump has frequently modified his tariff plan, slapping some countries with much higher rates, including 50 per cent for goods from Brazil, 39 per cent from Switzerland, 35 per cent from Canada and 25 per cent from India. He announced a separate 25 per cent tariff on Indian goods on Aug 6 to be imposed in 21 days over the South Asian country's purchases of Russian oil. Ahead of the deadline, Mr Trump heralded the 'billions of dollars' that will flow into the US, largely from countries that he said had taken advantage of the United States. 'THE ONLY THING THAT CAN STOP AMERICA'S GREATNESS WOULD BE A RADICAL LEFT COURT THAT WANTS TO SEE OUR COUNTRY FAIL!' Mr Trump said on Truth Social. Eight major trading partners accounting for about 40 per cent of US trade flows have reached framework deals for trade and investment concessions with Mr Trump, including the European Union, Japan and South Korea, reducing their base tariff rates to 15 per cent. Britain won a 10 per cent rate, while Vietnam, Indonesia, Pakistan and the Philippines secured rate reductions to 19 per cent or 20 per cent. 'For those countries, it's less bad news,' said Mr William Reinsch, a senior fellow and trade expert at the Centre for Strategic and International Studies in Washington. 'There'll be some supply chain rearrangement. There'll be a new equilibrium. Prices here will go up, but it'll take a while for that to show up in a major way,' Mr Reinsch said. Countries with punishingly high duties, such as India and Canada, 'will continue to scramble around trying to fix this', he added. Mr Trump's order has specified that any goods determined to have been trans-shipped from a third country to evade higher US tariffs will be subject to an additional 40 per cent import duty, but his administration has released few details on how these goods would be identified or the provision enforced. Mr Trump's July 31 tariff order imposed duties above 10 per cent on 67 trading partners, while the rate was kept at 10 per cent for those not listed. These import taxes are one part of a multilayered tariff strategy that includes national security-based sectoral tariffs on semiconductors, pharmaceuticals, autos, steel, aluminium, copper, lumber and other goods. Mr Trump said on Aug 6 that the microchip duties could reach 100 per cent. China is on a separate tariff track and will face a potential tariff increase on Aug 12 unless Mr Trump approves an extension of a prior truce after talks last week in Sweden. He has said he may impose additional tariffs over China's purchases of Russian oil as he seeks to pressure Moscow into ending its war in Ukraine. Financial markets largely shrugged off the new tariffs, with stock markets in Asia at or near record highs while the dollar dipped slightly. Revenues, price hikes Mr Trump has touted the vast increase in federal revenues from his import tax collections, which are ultimately paid by companies importing the goods and consumers of end products. US Treasury Secretary Scott Bessent has said that US tariff revenues could top US$300 billion (S$385 billion) a year. The move will drive average US tariff rates to around 20 per cent, the highest in a century and up from 2.5 per cent when Mr Trump took office in January, the Atlantic Institute estimates. Commerce Department data released last week showed more evidence that tariffs began driving up US prices in June, including for home furnishings and durable household equipment, recreational goods and motor vehicles. Costs from Mr Trump's tariff war are mounting for a wide swath of companies, including bellwethers Caterpillar, Marriott, Molson Coors and Yum Brands. All told, global companies that have reported earnings so far this quarter are looking at a hit of around US$15 billion to profits in 2025, Reuters' global tariff tracker shows. REUTERS

Analysis: How mounting losses and an ageing fleet could have sparked BlueSG's 'strategic pause'
Analysis: How mounting losses and an ageing fleet could have sparked BlueSG's 'strategic pause'

CNA

timean hour ago

  • CNA

Analysis: How mounting losses and an ageing fleet could have sparked BlueSG's 'strategic pause'

SINGAPORE: BlueSG's move to suspend operations were likely influenced by losses caused by an ageing fleet, but its brand could take a hit from such a move even as the Singaporean car-sharing service plans a return in 2026, experts say. The firm on Monday (Aug 4) announced a sudden "strategic pause" of their electric vehicle (EV) point-to-point car-sharing operations starting from Friday, as it works to upgrade its infrastructure. BlueSG will also be laying off a portion of its workforce, though it did not state how many will be affected. Its new service will involve a new platform, a refreshed fleet with a new range of vehicles, an expanded network of pickup and drop-off points, as well as "greater reliability and a smoother user experience", the company said. BlueSG is the only car-sharing platform that offers point-to-point services in Singapore. 'They could have just continued operations and added the right vehicle fleet mix and changed policies and so on,' said Associate Professor Walter Theseira at the Singapore University of Social Sciences. 'But my suspicion is that they must have concluded that the cost of continuing to keep the fleet in operation as well as operating costs just vastly outweighed any benefit in (operating for) the next couple of months,' he added. 'It was better to draw a line underneath this and then change everything.' Agreeing, Associate Professor Jawn Lim from the Singapore Institute of Technology likened BlueSG continuing operations while revamping infrastructure to 'moving into a half-renovated home'. 'The issues from an incomplete and dusty interior could be more disruptive than waiting until the renovation is fully completed and cleaned,' he said. 'There may be more costs incurred to maintain the current BlueSG service than taking the 'strategic pause'.' BlueSG's annual financial statement from the Accounting and Corporate Regulatory Authority (ACRA) website showed a net loss of S$31.1 million (US$24.2 million) between January 2023 and March 2024. This was after a net loss of S$11.4 million between January and December 2022. Auditor EY noted that the company had changed its financial year end from December 2023 to March 2024 - and that the figures were "not entirely comparable" as they now covered a period of 15 months instead of the previous 12-month stretch. The accounts for the financial year ending March 2025 are not available yet. Founded in 2017, BlueSG was sold in 2021 to Goldbell, a local vehicle leasing company. Goldbell announced then that it would be investing S$70 million in BlueSG, and even expressed hopes for overseas expansion. According to its financial statement, Goldbell recorded a profit of S$24.2 million between April 2021 and March 2022; and S$6.2 million between April 2022 and March 2023. But between April 2023 and March 2024, it recorded a loss of S$3.4 million. Asked by CNA about the move to suspend operations and the role played by mounting losses, BlueSG CEO Keith Kee said the decision 'stems from a forward-looking review of how best to meet the evolving demands of shared mobility in Singapore'. While pausing operations could help save costs, intangibles such as consumer trust in the BlueSG brand could be hurt, said Professor Lawrence Loh, director of the Centre for Governance and Sustainability at the National University of Singapore (NUS). 'Whether they are upgrading or not, a total stoppage will result in lost revenue, lost users and given the layoffs ... it will have an impact on the credibility of the company,' he said. Mr Kee said 'serious consideration' was given to keeping the BlueSG service running while rebuilding in parallel. 'But (we) ultimately recognised that this would divide our efforts and risk further disruptions for users,' he added. 'Taking a short, planned pause now gives us the focus needed to return faster - and stronger.' "DOUBLE WHAMMY" BlueSG founder Franck Vitte, who served as the firm's managing director until 2021, told CNA he believes the firm's transition to a new IT system in 2023 proved to be more challenging than anticipated. The new system had led to disruptions and left users frustrated over issues such as difficulty ending rentals. It is possible that back then, BlueSG needed to 'completely redesign its system architecture to enhance customer service and achieve financial sustainability', said Mr Vitte, who is now the MD of TotalEnergies, BlueSG's charging network. 'At the same time, its vehicle fleet was ageing, and maintaining the Bluecars had become increasingly difficult, particularly since production of the model ceased several years ago." Mr Kee, the CEO, said: 'When we first took over the service, we inherited a legacy system. A major milestone for us was the successful migration to a more robust, insight-driven backend - which allowed us to stabilise operations and deliver steady growth in subscriptions and rentals. 'That migration also revealed the limitations of the existing infrastructure - especially as new technologies emerged and demands accelerated,' he added. 'It became increasingly clear that a full platform upgrade was needed to meet future demands with greater agility, efficiency and scalability.' Associate Professor Raymond Ong from NUS also pointed to fast-developing advancements in the EV landscape, and how that combined with an ageing fleet for a 'double whammy' for BlueSG. Charging points have since become more widespread islandwide, yet BlueSG cars can only be charged at specific stations. This puts a lot of cost pressure on the firm, said Assoc Prof Ong. 'It could be better for BlueSG to work with a power company to come up with a better funding mechanism for their charging infrastructure,' he said. 'All this has to be looked into as the EV market is changing so fast.' He also noted that BlueSG's ageing cars now have shorter range compared to newer EVs. The company did attempt to refresh its fleet in 2022, by adding 500 Opel Corsa-e cars. Assoc Prof Theseira said this could have been a misstep. 'For whatever reason, they decided to go with a European model instead of going for, for example, a Chinese model, which everybody knows is not only enjoying a lot of popular support in Singapore, but is also likely to be cheaper,' he said. IS THERE DEMAND? The abrupt cut-off of BlueSG operations will be felt by its thousands of users. On one community Telegram Channel, news of the pause led to several users leaving notes of appreciation, citing how they had come to rely on the service. Some hoped BlueSG would come back stronger next year. Prof Loh from NUS believes BlueSG users will likely turn to other car-sharing firms or fall back on ride-hailing - possibly even causing temporary price increases in those services. 'If demand is more than supply, there could be potential for price increases (and) more surge pricing (during peak hours),' he said. Assoc Prof Theseira had a different view. 'If (BlueSG) had embarked on this move, they must have seen from the operating numbers that basically, demand was not there, or not there to sustain operations,' he said. 'So what is the effect, then, of removing what is now a more marginal player with depressed demand? Not much effect, right?' 01:11 Min IS THE BLUESG MODEL TENABLE? As Singapore's only point-to-point car-sharing service, BlueSG's pause has invited questions of whether the model is sustainable at all. Assoc Prof Theseira called the point-to-point modality the 'holy grail' of car-sharing - because it opens up to a much larger market, compared to one where rented cars have to be returned to the same place. 'But the problem here is that point-to-point also requires a sufficient density in your network, as well as systems - both operating and pricing-wise - to actually encourage proper circulation of cars,' he said. He likened BlueSG's issues to those faced by bicycle-sharing firms - where the vehicles do not always spread themselves across the island evenly, due to demand patterns. For instance, in Singapore people typically work, play and live in distinct areas. This means that BlueSG cars in use are typically moving from one place to another, rather than circulating. 'Who comes (to a Housing Board estate) to work or play? Everyone in those estates goes to work and play in the town area,' said Assoc Prof Theseira. This differs from cities like Tokyo, where its suburbs are a mix of residences, workplaces and leisure spots. 'Somebody may live in part A of Tokyo and go and play or work in part B; and somebody who lives in part B might go and work or play in part A,' said the transport economist. In general, the car-sharing market is difficult to sustain, as also seen in other parts of the world, he pointed out. Earlier this year, US car-sharing firm Getaround abruptly shut down operations, citing financial difficulties. In 2018, French point-to-point EV car-sharing firm Autolib also ceased operations after chalking up major losses. Despite the current headwinds, former BlueSG executive Vitte hopes the firm he founded can bounce back. 'I believe that car-sharing has a natural place, especially in a city like Singapore, where it perfectly complements the existing transport options,' he said. 'I remain hopeful and confident that a new car-sharing service will emerge in the coming months, one that applies the lessons of the past to deliver a high-quality experience for Singaporean commuters.'

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