Improvement of Semiconductor Factory Material Management Process - A Case Study of P Company

• Main Authors: Lin, Hsien-Min, 林憲民
• Other Authors: Li, Rong-Kwei
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/3u54ut

碩士 === 國立交通大學 === 管理學院工業工程與管理學程 === 107 === In the competitive environment of semiconductor enterprises, with rapid changes, the impact of international economic activities and globalization, corporate operations face increasingly severe competition, survival and challenges from all over the world. For the sustainable operation and development of semiconductor enterprises, different companies do not think about measures or changes to effectively improve the efficiency, quality and competitiveness of business operations. In particular, in view of the operation status of semiconductor plant equipment, it will affect the production of the machine. In order to improve the stability of the factory supply system, in the factory operation equipment, regular maintenance and maintenance will be carried out, and equipment materials will be built. In the factory operation equipment materials, the project has up to tens of thousands of items. If the invalid management will result in insufficient materials of the factory equipment, the materials are out of date, the materials are damaged, and the equipment cannot be found, resulting in the machine not being able to produce normally, causing serious losses to the company. Given this effective management is really important. At present, the semiconductor factory processing equipment materials are all issued and controlled by each factory, and the total cost of the plant equipment is about 2.2 billion per year. How to effectively control the quantity and use of materials in factory equipment to avoid waste of materials, and improve the equipment management process of equipment consumables is an important strategy to enhance the company's competitiveness and have advantages over competitors. In this study, the ABC management method was used to classify the materials of the factory equipment, and in combination with the TOC (Theory of Constraints) restriction theory, the material inventory of the equipment was improved by the Demand-Pull method, and the target inventory and compensation were determined. The relevant formula of the goods is used for simulation. The P case company is the object of analysis and research, and the North Central and South Plants are connected to carry out the operation of material management and process reengineering of the whole plant. The results show that it can be gradually digested after being imported through the simulation system. In 2016, it began to return to the normal water level, achieving the purpose of control, effectively reducing the inventory level and establishing safety stocks, and reducing the risk of machine production interruption.