T公司制程设备安装项目精益管理案例研究

发布时间：2018-03-31 05:37

本文选题：半导体产业制造　切入点：精益项目管理　出处：《大连理工大学》2015年硕士论文

【摘要】：半导体制程是一个复杂的,高制造成本的行业,随着半导体市场竞争的逐渐加剧,终端客户对半导体制造商的要求也因市场的需要而变得更加苛刻,尤其在产品更新迭代飞快、低成本和规模化趋势日益明显的今天,“先进制程工艺,低成本和高良率”已成为现阶段衡量半导体企业竞争力的重要标准。代表着先进工艺的制程设备安装显然在整个制造过程中扮演着重要的角色,因此,对半导体制程设备安装的研究具有极为现实的重要作用和意义。在这种情况下,将精益引入制程设备的工程管理就成为很多半导体晶圆厂的优先考量。精益管理的核心思想,就是消除一切无效的劳动和浪费,以最少的投入,获得最多的产出,消除浪费。本文以T公司半导体晶圆厂制程设备安装为具体案例,对其制程设备安装项目的精益管理进行了具体的实证研究。论文首先阐述了相关的研究背景、意义及研究综述,然后介绍了具体的案例,分析可知,制程设备安装过程中反映的种种问题已经充分说明I公司在精益管理上的短板已经日益成为制约其发展的主要瓶颈之一。之后,本文依托公司建厂发展以来的管理现状,根据其现有的价值流绘制,对制程设备安装流程、项目管理流程等的调研分析,遵循精益的特点和规律,确建立了适合T公司自身特点的新的价值流,同时充分利用精益的工具来实现价值最大化。具体实施方面,本文以精益的视角来分析项目,减少浪费和无价值的部分,缩短项目工期,降低成本。透过对价值流的不断优化,使得项目的各项指标不断提高。精益理念中全员参与和持续改善的原则,为解决精益项目管理的具体问题提供了一个切实、有效、可行的建议和具体方案——积极开展以PDCA循环理论和A3分析法为主要工具的改善活动,最终达到提高企业整体效益的目的,对其他项目的实施都具有一定的示范作用和参考价值。
[Abstract]:Semiconductor manufacturing is a complex, high-cost industry. With the increasing competition in the semiconductor market, the requirements of end-customers for semiconductor manufacturers become more stringent because of the market needs, especially in the rapid iteration of product updates.With the trend of low cost and scale becoming more and more obvious, "advanced process technology, low cost and high yield" has become an important standard to measure the competitiveness of semiconductor enterprises at the present stage.The installation of process equipment, which represents the advanced process, obviously plays an important role in the whole manufacturing process. Therefore, the research on the installation of semiconductor process equipment has a very important role and significance.In this case, the introduction of Lean to process equipment engineering management has become a priority for many semiconductor wafers.The core idea of lean management is to eliminate all ineffective labor and waste, to get the most output with the least input and to eliminate waste.In this paper, the case of process equipment installation in T company semiconductor wafer factory is taken as an example, and the Lean management of the process equipment installation project is studied in detail.The paper first describes the relevant research background, significance and research review, and then introduces the specific cases, the analysis shows that,The problems reflected in the process of installation of the process equipment have fully explained that the lean management board of I Company has become one of the main bottlenecks restricting its development day by day.Then, this paper relies on the management status of the company since the establishment of the factory, according to its existing value flow drawing, process equipment installation process, project management process, and so on, according to the characteristics and laws of lean.A new value stream suitable for T Company's own characteristics is established, and the lean tools are used to maximize the value.In terms of implementation, this paper analyzes the project from the lean perspective, reduces the waste and worthless parts, shortens the project duration and reduces the cost.Through the continuous optimization of the value stream, the indicators of the project are constantly improved.The principle of full participation and continuous improvement in lean concept provides a practical and effective way to solve the specific problems of lean project management.Feasible suggestions and specific plans-actively carry out improvement activities with PDCA cycle theory and A3 analysis as the main tools, and finally achieve the purpose of improving the overall efficiency of the enterprise.For the implementation of other projects have a certain demonstration and reference value.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.6

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