日月光半导体e化之进程与问题之分享.ppt

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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 GroupOur business modelsOur IT strategyA follower,a partner and a leader由服務中學習,由學習中改善服務ASEKH IT system evolutionCase study晶采計劃Smart customer SAP II projectExperience sharingConclusion,ASE offers the Best Design Manufacturing Services for IC Packag

2、ing,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&Simulation,Program Development Wafer Probing IC&Module

3、 Test Burn-In Warehousing Drop-Shipment,Package&Module Design IC Assembly Multi-chip Assembly Micro&Hybrid Module,Assembly,System,DMS(Design Manufacturing Services)Board Assembly Hybrids&Electronic Packaging Logistic Management,Material,ASE VISION:THE COMPLETE SOLUTION,Engineering Test,Wafer Bumping

4、/Probing,Materials,Assembly,Final Test,Module,Board Assembly&Test(DMS),Foundry,Circuit Design,ASE VISION:THE COMPLETE SOLUTION,Operation sitesASEKH(A/T/M),ASECL(A/T/M),ASEKr(A/T),ASEM(A/T),ASESg(T),ISE(T)USI,Electronics Industry Supply Chain,Customer,OEM,EMS,Sub-Assembly,Components,customers,custome

5、rs,customers,suppliers,50+suppliers,180+suppliers,1200+othersuppliers,Japan,US,Taiwan,Other suppliers,15+customers,100+suppliers,GST,Foundry,Pkging&Test,Our Business Model,Engineering/Manufacturing service providerMake the parts upon customer specification and instructionKey success factor:operation

6、 excellence and qualityCompete with other service provider and customers MFG teamsWithout ERP system until 2004Business guidelineEasy for customer to do business with ASESeamless integration with customers process flowQuality,Flexibility,Efficiency,Supply Chain&Quality Strategy,Demand Uncertainty,La

7、unch Phenomenon,Cost Pressure,High Quality Expectations,Speed&Flexibility,Security of Supply,Efficient Supply Chain,Proactive&Responsive,Environmental Conditions,Best Customer Experience,Customers Supply Chain Objectives,Collaborative forecast,order and inventory management solution connected with k

8、ey suppliers.Exception based managementScalable business process integration with suppliersCentralized visibility to business processesPerformance metrics for supplier management,“Building sustainable competitive advantage into the collective supply chain”LEANSPEEDFLEXIBILITY,Multi-tier Execution,Bu

9、siness Value,Process Breadth,Number of Trading Partners,Multi-Company Process Management,One-way InformationPosting,Two-way Information Exchange,Closed-loop,Positive Response With Exception Alerts,Synchronized Processes,Timely and Quality Information,Multi-tier VisibilityException Management Across

10、Multiple Tiers of the Value Chain,Data Exchange,Multi-Company Process Management enables a synchronized Supply-Chain,Decision SupportException ManagementData AggregationExceptionAlerts,Customers Goal,Allentown,Thailand,Singapore,Orlando,Twin Cities,Sub Con Assemblers,Foundries,ForecastsPurchase Orde

11、rs,Shipping Notices,Shipping Notices,IndirectMaterialsSuppliers,ConsignmentMaterialsSuppliers,I-BOX,Approach for I-Box,Functionality at the edgePoint-to-Point IntegrationOne trading partner at a time,Client-Server Architecture“Thick at the Edge”“Point-to-Point”,Service Oriented Architecture“Thin at

12、the Edge”“Intelligent Network”,Functionality in the networkConnect once and leverageShared service economics,Partner F,Partner C,Partner E,Partner A,Partner B,Partner D,Partner F,Partner E,Partner A,Partner B,Partner D,IntelligentNetwork,Partner C,Our IT Strategy,A followerLearnLeverage the best pra

13、ctice from customers,competitors,and industry leadersASE has the fortune to work with the most competitive companies in the IC supply chainResearch:Re-SearchA partnerDoBuild up quality information links with customerProvide process integration solution model to customersA leaderContinuous Improvemen

14、tIdentify the core function of information integration processDevelop systematic approach to identify the critical information links to make business model successful,ASE IT System Evolution,Home grown legacy systemsTwo independent operation company for different services(Assembly and Test)Did not b

15、uild up integrated process with well-organized information linksIRS system build up for short term solutionBig-Bang ApproachDriving force:to provide turnkey service to customersGRP project:kicked off on March,2002System went live Jan/5/2004Material operation:KH/CL Jan/2005;SH Sep/2005Continuous Impr

16、ovementSeparated instance for Material operation:Aug/2006PLM system go live Dec/2006SAP/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

17、統(T/T),晶片庫系統WaferBank,成品庫管理Finish Goods Stock,工程資料庫(PEDB),獎工系統(Bonus),MES,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,OtherSystem,Interface,Data Flow,Reference,T/T,Controlling(CO),ShippingPlan,SalesReport,PackingInstruction,Notes AP,SPEC/ECN,IMQR,VB+Oracle,ASRS,Packing,PEDB,Label,PT,Setup

18、Procedure,TDRP,Shipping,Price,PO,SAP,GUI,MES,Invoice,MM,AOL,Intranet,Internet,Equ TimeRecord,Bonus,Cost,Spare Parts,Tooling,Extricity,Others:,FCST,TSMCShip 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 optimization,Ma

19、terial 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 Goods(TEST/Turnk

20、ey),Bumping,Plant 1,Plant 2,Goal of ASE GRP Project,Business processes Included：Assy&Test in KH site,System To Be ImplementedERP(Enterprise Resource Planning)SCM(Supply Chain Management)Middleware(System Integration),Order Tacking,Integration System,SCM System,ERP System,ASE Group,Procurement,ASET,A

21、SEK,Procurement,Procurement,Procurement,Procurement,Procurement,ASE-CL,Assy,Test,Ship,ASE-China,Assy,Test,Ship,ASE-Korea,Assy,Test,Ship,ASE-Malaysia,Assy,Test,Ship,ASE-others,Assy,Test,Ship,Procurement,Order fulfillmentCost Down,Current IT Architecture,LegacySystem,MES,PDM,Integrated Customer Interf

22、ace,HRS,Middleware,Middleware,ERP,Notes(w/f),IRS,DataCenter,SCM,Interface,LegacySystem,MES,PEDB,HRS,Notes(w/f),Customer,Vendor,Interface,ASSY,TEST,For CRP and MRP,Order taking and Execution,MM,and FI/CO,Enterprise Application Integration,GRP System(1/5/2004),ERP:SAP R3SD(Sales and Distributions)PP(P

23、roduction Planning)MM(Material Management)CO(Controlling)FI(financial)SCM:AdexaSCP(Supply Chain Planning)with CRP and MRP for monthly and weekly planningPP(Plant planning)for daily planningSystem IntegrationTibco BW(Business Work),Application Architecture,Future Plan,StrategyAlign with our Group str

24、ategyProvide same information service for customersIntegrate cross operations and cross departments information for quality operation and efficient managementApproachContinuous process improvements with internal customersRefine IT system architecture to enhance management information provisionLevera

25、ge best practice from customers,partners and competitors,Future Plan-1,Phase 1.1Include Material operation into GRP systemProject kick off on July/2004Best practice deployment,including ASECL MaterialMore customer B2B enhancementTo facilitate the information links with customersProactive initiator f

26、or ASN and W/O B2B projectsAnalytic information standardization and provisionBusiness intelligence data warehouse projectProvide more integrated information for SCPM,Continuous Improvement,Customer portal enhancementPhase 1:July/2004;phase 2:Mar/2006Phase 3:Dec/2006Sales IT function supportSales man

27、agement:opportunity/quotation/forecast/order/revenue/profitCustomer activity managementSCM system enhancementsPlanning/Scheduling/DispatchingSupply management enhancementGroup ENG data architecture PLM and moreCentral vs.Distributed vs.Hybrid,Case Study,TSMC ePO,Work order projectDocument transfer h

28、andlingSmart customer SAP II projectWIP transaction message,Work Order Business Flow(Before),ERP(SAP),New WO Request,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 Flo

29、w,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 Request,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

30、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 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(B

31、efore),Vendors,PO Request Flow,PO Reply Flow,Purchasing Officer creates PO in ERP,A NewPO Request,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 Or

32、der System/Spreadsheet,Manually files it,PO,Vendors,PO Request Flow,PO Reply Flow,ERP,衍生問題: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 Rep

33、ly Flow,A NewPO 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 Ven

34、dors(Current),PO created in customers ERP,ERP,Vendors,RN PO Request Flow,RN PO 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 you

35、r own system,Result,TSMC provide turnkey service to customersASE provide turnkey service to customers,tooMost complete data link among our customersFrontier project and benchmarkingMore variants of turnkey model coming upMaterial flow,information flow,cash flow,Project Objective SAP II Project,A Fab

36、less customer started the WIP tracking project Can consolidate WIP data 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

37、 forward to building a strategic alliance with its manufacturing 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 t

38、he company more finance and purchasing control.,System Dual,SAP,PP,SD,MM,MES,PP,SD,MM,TxnRecord,BizTalk,BC,TxnRecord,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

39、from behindReach 98.5%accurate for consecutive 3 monthA generic WIP-TS system modelBuild up for other three customersFast deployment,reliable system performance,Experience Sharing,Product consultant vs.Business consultantLearn from SAP projectYour project vs.Our projectExpectation managementTraining

40、 and coachingThe wayMethodologyDisciplineManagement,Experience Sharing,SystemThe output from project:the least importantLoading test,stress testProcessBusiness process review,re-engineerIntegration test,user acceptance testPeopleTeaming,vendor selectionChange management,expectation management,traini

41、ng,coaching,change enablementDataData conversion,legacy system integrationTimeSchedule control,scope control,environmental factors,Conclusion,PDCA-embedded IT systemPlan/Operation/Comparison/Action,instead of operation support onlyBuild up business intelligence to support Strategic Enterprise Manage

42、ment(SEM)Process centric information linksBusiness process is the keyIT vs.domain knowledgeCustomer-orientedRigid,but flexible,architecture to fulfill different business model,Integrated Management Processes,External communication,Strategy update,Mid-term planningB/S,I/S,Cash Flow,3-5 year strategic

43、 planning,Evaluate scenarios,Cascade targets to lower Bus.Units,Detailled operationalplanning,Measureperformance,Business processoptimization,Strategy and Business Management,Performance Management,Strategyanalysis and assessment,Adjust operations,Risk estimation,Define objectives,Set targets,Launch

44、 initiatives,Forecast,Strategic Planning,SEM and Business Analytics,Strategic Enterprise Management,PLMAnalytics,Financial Analytics,HRAnalytics,SCMAnalytics,CRMAnalytics,Business Analytics,business processes,BusinessPlanning&Simulation,StrategyManagement,Business Consolidation,PerformanceMeasuremen

45、t,Suppliers,Customers,StakeholderRelationshipManagement,Adapt operations,Detailledoperational planning,External communication,Strategy update,Mid-term planningB/S,I/S,Cash Flow,3-5 year Strategic planning,Evaluate scenarios,Cascade targets to lower Bus.Units,Strategy analysisand assessment,Strategy&

46、Business Mgmt.,Manage strategy of Enterprise/Business Units(BU)to create long-term valueManage performance of BU to improve short-term results,Business processoptimization,Performance Management,Measure performance,Adapt business operations based on results from Business AnalyticsOptimize business p

47、rocesses across functions to improve overall business performance,Transactional processing(ERP,CRM,SCM,.),Risk estimation,Strategic Planning,Objectives,Targets,Initiatives,Forecast,Q&A,Thanks for your listening,Close the loop,Whats Necessary?,Lead Time Analysis,Delivery Performance,Inventory Analysis,Procurement Analysis,Planning,Support multi-level decision making,