日月光半导体e化之进程与问题之分享.ppt

1、日月光半導體化之進程與問題之分享,日月光高雄廠資訊中心 盛敏成 Nov. 23, 2006,Agenda,ASE Group Our business models Our IT strategy A follower, a partner and a leader 由服務中學習,由學習中改善服務 ASEKH IT system evolution Case study 晶采計劃 Smart customer SAP II project Experience sharing Conclusion,ASE offers the Best Design Manufacturing Service

2、s for IC Packaging, IC Substrates, IC Testing, and Systems. ASE will act as an Extension of Our Customers Own Operations in Achieving the Maximum Business Objectives with Minimum Resources,ASE MISSION,ASE Group,Test,Substrate Design Manufacturing Service Modeling SH Sep/2005 Continuous Improvement S

3、eparated instance for Material operation: Aug/2006 PLM system go live Dec/2006 SAP/e project kicked off Dec. 2005,ASE_Assy_ IT 系統關聯圖(2003,採購管理 (Purchase,庫存管理 (Inventory,進口系統 (Import,保稅系統 (Bond,IQA 系統,應收帳款 (A/R,應付帳款 (A/P,總帳 (G/L,固定資產 (A/M,產品成本系統 (Product COST,Forecast,出口系統/Price (Export/Price,投料 系統 (

4、T/T,晶片庫 系統 Wafer Bank,成品庫管理 Finish Goods Stock,工程 資料庫 (PEDB,獎工系統 (Bonus,M E S,HR,出口系統 成品系統,保稅系統,成本系統,出口 成品 系統,SAP,Cobol+ Informix,Access,Other System,Interface,Data Flow,Reference,T/T,Controlling (CO,Shipping Plan,Sales Report,Packing Instruction,Notes AP,SPEC/ECN,IMQR,VB+ Oracle,ASRS,Packing,PEDB,L

5、abel,PT,Setup Procedure,TDRP,Shipping,Price,PO,SAP,GUI,MES,Invoice,MM,AOL,Intranet,Internet,Equ Time Record,Bonus,Cost,Spare Parts,Tooling,Extricity,Others,FCST,TSMC Ship Instr,MES Menu,Plan,TEV,Hold Bank,SPEC,CAR,TesterConfig,Hold Lot,E-PR,HR,E-HR,ASE_Test_ IT 系統關聯圖 (2003,GRP=ERP+SCM,ERP,Capacity o

6、ptimization, Material planning and production plan optimization,SCM,Internal Business Flow,ASEKH - ASSY,ASEKH-TEST,Customer,Order,WIP/ENG/Billing,Central OT,Central Planning,Manufacture,Wafer,In Fab Planning,ASSY,TEST,Turnkey,WIP/ENG/Billing(TEST,WIP/ENG/Billing(ASSY/TK,Finish Goods(ASSY,Finish Good

7、s (TEST/Turnkey,Bumping,Plant 1,Plant 2,Goal of ASE GRP Project,Business processes Included： Assy phase 2: Mar/2006 Phase 3: Dec/2006 Sales IT function support Sales management: opportunity/quotation/forecast/order/revenue/profit Customer activity management SCM system enhancements Planning/Scheduli

8、ng/Dispatching Supply management enhancement Group ENG data architecture PLM and more Central vs. Distributed vs. Hybrid,Case Study,TSMC ePO, Work order project Document transfer handling Smart customer SAP II project WIP transaction message,Work Order Business Flow (Before,ERP ( SAP,New WO Request,

9、WO Request Flow,WO Reply Flow,Work Order,衍生問題 : 流程中人為操作錯誤 Batch人工操作,作業時間過長 不易確認資料傳送成功性 缺乏資料傳送的不可否認性,Work Order Business Flow (Before,ERP ( SAP,New WO Request,WO Request Flow,WO Reply Flow,Work Order,ERP,衍生問題 : 登打資料錯誤頻繁 規格參照錯誤 人工操作時間過長 過於依賴人為判斷,Work Order Business Flow (Before,ERP ( SAP,New WO Reques

10、t,WO Request Flow,WO Reply Flow,Work Order,ERP,衍生問題 : 溝通時間過長 人為溝通造成達交率降低 - 雙方認定標準不同,Work Order Business Flow (Current,WO 7B5 Flow,WO 7B6 Flow,A New WO Request,解決問題 : 自動化,減少流程中人為操作錯誤 無紙化,無須人工列印傳真 提高資料傳送確實性 減少人為判斷錯誤 標準化規格溝通容易 - 大大減少資料溝通時間,Work Order Business Flow (Current,WO 7B5 Flow,WO 7B6 Flow,A New

11、 WO Request,解決問題 : 減少流程中人為操作錯誤 WO資料直接進入系統,無須人工介入 減少大量登打資料,人力節省 減少人為錯誤判斷,Work Order Business Flow (Current,WO 7B5 Flow,WO 7B6 Flow,A New WO Request,解決問題 : 回覆資料直接進入系統 回覆登打資料錯誤減少 縮短資料覆核時間,ASE PO Process (Before,Vendors,PO Request Flow,PO Reply Flow,Purchasing Officer creates PO in ERP,A New PO Request,

12、衍生問題 : 流程中人為操作錯誤 Batch人工操作,作業時間過長 不易確認資料傳送成功性 缺乏資料傳送的不可否認性,ASE PO Process (Before,Vendors,PO Request Flow,PO Reply Flow,ERP,衍生問題 : 流程中人為操作錯誤 人工操作時間過長 登打資料錯誤頻繁 過於依賴人工判斷 檔案保存不易,ASE PO Process (Before,Sales Order System / Spreadsheet,Manually files it,PO,Vendors,PO Request Flow,PO Reply Flow,ERP,衍生問題 :

13、 溝通時間過長 雙方認定標準不同 人為溝通造成達交率降低 資料正確性易產生糾紛 易產生斷料危機,1. Entry the PO into system 2. Manually file the document,RN PO 3A4/7/8/9 with Vendors (Current,PO created in customers ERP,ERP,Vendors,RN PO Request Flow,RN PO Reply Flow,A New PO Request,解決問題 : 自動化,減少流程中人為操作錯誤 無紙化,無須人工列印傳真 提高資料傳送確實性 減少人為判斷錯誤 - 大大減少資料

14、溝通時間 - 標準化規格溝通容易,RN PO 3A4/7/8/9 with Vendors (Current,PO created in customers ERP,ERP,Vendors,RN PO Request Flow,RN PO Reply Flow,解決問題 : 減少流程中人為操作錯誤 PO資料直接進入系統,無須人工介入 減少大量登打資料,人力節省 減少人為錯誤判斷 資料系統化,RN PO 3A4/7/8/9 with Vendors (Current,PO created in customers ERP,ERP,Vendors,RN PO Request Flow,RN PO

15、Reply Flow,解決問題 : 回覆資料直接進入系統 回覆登打資料錯誤減少 減少人為判斷錯誤,RN PO 3A4/7/8/9 with Vendors (Current,PO created in customers ERP,ERP,Vendors,RN PO Request Flow,RN PO Reply Flow,Touch-less, seam-less and trading partners information in your own system,Result,TSMC provide turnkey service to customers ASE provide tu

16、rnkey service to customers, too Most complete data link among our customers Frontier project and benchmarking More variants of turnkey model coming up Material flow, information flow, cash flow,Project Objective SAP II Project,A Fabless customer started the WIP tracking project Can consolidate WIP d

17、ata from global sub-contractor sites, with multiple data formats. Allows quick reporting and analysis using data from one system, which is SAP. Has been particularly challenging for virtual manufacturing companies. The company is looking forward to building a strategic alliance with its manufacturin

18、g partners. This venture should be mutually beneficial to all parties. Took this opportunity to establish an end-to-end business process tying together its operations, costing, purchasing, and accounting departments. This is expected to give the company more finance and purchasing control,System Dua

19、l,SAP,PP,SD,MM,MES,PP,SD,MM,Txn Record,Biz Talk,BC,Txn Record,D/N,ABR/MBR,Customer,WIP Txn,SHIP,Vendors,System Dual in WIP Tracking,W0,Represent the WIP status at time=0,Ti,Represent the WIP transaction during that period,.,.,.,Results,Come from behind Reach 98.5% accurate for consecutive 3 month A

20、generic WIP-TS system model Build up for other three customers Fast deployment, reliable system performance,Experience Sharing,Product consultant vs. Business consultant Learn from SAP project Your project vs. Our project Expectation management Training and coaching The way Methodology Discipline Ma

21、nagement,Experience Sharing,System The output from project: the least important Loading test, stress test Process Business process review, re-engineer Integration test, user acceptance test People Teaming, vendor selection Change management, expectation management, training, coaching, change enablem

22、ent Data Data conversion, legacy system integration Time Schedule control, scope control, environmental factors,Conclusion,PDCA-embedded IT system Plan/Operation/Comparison/Action, instead of operation support only Build up business intelligence to support Strategic Enterprise Management (SEM) Proce

23、ss centric information links Business process is the key IT vs. domain knowledge Customer-oriented Rigid, but flexible, architecture to fulfill different business model,Integrated Management Processes,External communication,Strategy update,Mid-term planning B/S, I/S, Cash Flow,3-5 year strategic pla

24、nning,Evaluate scenarios,Cascade targets to lower Bus.Units,Detailled operational planning,Measure performance,Business process optimization,Strategy and Business Management,Performance Management,Strategy analysis and assessment,Adjust operations,Risk estimation,Define objectives, Set targets, Laun

25、ch initiatives,Forecast,Strategic Planning,SEM and Business Analytics,Strategic Enterprise Management,PLMAnalytics,Financial Analytics,HRAnalytics,SCMAnalytics,CRMAnalytics,Business Analytics,business processes,Business Planning & Simulation,StrategyManagement,Business Consolidation,PerformanceMeasurement,Suppliers,Customers,StakeholderRelationshipManagement,Adapt operations,Detailled operational planning,External communication,Strategy u