批貨暫置管理之流程改善-以A公司為例

Abstract

台灣半導體產業經過數十年發展，已成為台灣高科技重要產業之一，如台積電在全球晶圓代工產業的市占率接近六成，穩居台灣高科技產業龍頭寶座。台灣半導體產業不僅要面對中國大陸半導體產業的威脅，同時也要面對全球半導體產業對手的競爭，必須持續降低成本才能獲利。在半導體廠的生產過程中，常因機台異常、製程規格不符或其他工程實驗等原因造成批貨必需要扣留等待處理，形成所謂的批貨暫置(Hold Lot)，這些批貨暫置通常都是由生產線人員及工程師依經驗判斷處理，並無固定的管理手法，且中外文獻很少討論批貨暫置的處理方式。因此，本研究之主要目的是以新竹某半導體廠為個案，以品質管理工具及PDCA循環模式來降低個案公司之批貨暫置平均處理成本，並簡化線上人員處理批貨暫置流程，以提升個案公司產品之競爭力。

Taiwan's semiconductor industry has become one of the most important high-tech industries after decades of development. For example, TSMC’s market share is almost 60% of the global foundry industry, and TSMC can be called as Taiwan's high-tech industry leader. Taiwan's semiconductor industry not only to face the threat of the Chinese mainland semiconductor industry, but also to face the global semiconductor industry rival competition, must continue to reduce costs in order to have great profit. In the semiconductor fab, hold lots often happen because tool shut down unexpectedly, or process specifications don’t match SPC chart, or other engineering experiment causes lots detained for double confirmation. These hold lots are usually handled by the technical employees and engineers according to experience. There is no fixed management practices, and rarely discuss hold lot's approach in Chinese or foreign literature. Therefore, we use one Hsinchu’s semiconductor fab as a case. The purpose of this paper is to reduce the company's provisional average processing cost and to simplify the online staff to deal with the provisional process to enhance the competitiveness by using quality management tools and PDCA cycle model.