日月光半导体e化之进程与问题之分享

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Nov. 23, 20061AgendaASE 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 sharingConclusion2ASE offers the Best Design Manufacturing Services for IC Packagin

2、g, 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 3ASE GroupTest Substrate Design Manufacturing Service Modeling & Simulation Program Development Wafer Probing IC &

3、Module Test Burn-In Warehousing Drop-Shipment Package & Module Design IC Assembly Multi-chip Assembly Micro & Hybrid ModuleAssemblySystem DMS (Design Manufacturing Services) Board Assembly Hybrids & Electronic Packaging Logistic Management MaterialASE VISION: THE COMPLETE SOLUTION4Engineering TestWa

4、fer Bumping/ProbingMaterialsAssemblyFinal TestModule, Board Assembly & Test (DMS)FoundryCircuit DesignASE VISION: THE COMPLETE SOLUTIONOperation sitesASEKH(A/T/M), ASECL(A/T/M), ASEKr(A/T), ASEM(A/T), ASESg(T), ISE(T)USI5Electronics Industry Supply ChainCustomerOEMEMSSub-AssemblyComponentscustomersc

5、ustomerscustomerssuppliers50+ suppliers180+ suppliers1200+ othersuppliersJapan, US, TaiwanOther suppliers15+customers100+ suppliersGSTFoundry, Pkging & Test6Our Business ModelEngineering/Manufacturing service providerMake the parts upon customer specification and instructionKey success factor: opera

6、tion 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, Efficiency7Supply Chain & Quality StrategyDemand Uncerta

7、intyLaunch PhenomenonCost PressureHigh Quality ExpectationsSpeed & Flexibility Security of Supply Efficient Supply ChainProactive & ResponsiveEnvironmental ConditionsBest Customer Experience8Customers Supply Chain ObjectivesCollaborative forecast, order and inventory management solution connected wi

8、th key 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”LEANSPEEDFLEXIBILITY9Multi-tier Execution

9、Business ValueProcess Breadth, Number of Trading Partners Multi-Company Process ManagementOne-way InformationPostingTwo-way Information ExchangeClosed-loop, Positive Response With Exception AlertsSynchronized Processes, Timely and Quality InformationMulti-tier VisibilityException Management Across M

10、ultiple Tiers of the Value Chain Data ExchangeMulti-Company Process Management enables a synchronized Supply-ChainDecision SupportException ManagementData AggregationExceptionAlerts10Customers GoalAllentownThailandSingaporeOrlandoTwin CitiesSub Con AssemblersFoundriesForecastsPurchase OrdersShipping

11、 NoticesShipping NoticesIndirectMaterialsSuppliersConsignmentMaterialsSuppliersI-BOX11Approach for I-BoxFunctionality at the edgePoint-to-Point IntegrationOne trading partner at a timeClient-Server Architecture“Thick at the Edge”“Point-to-Point”Service Oriented Architecture“Thin at the Edge”“Intelli

12、gent Network”Functionality in the networkConnect once and leverageShared service economics Partner FPartner CPartner EPartner APartner BPartner DPartner FPartner EPartner APartner BPartner DIntelligentNetworkPartner C12Our IT StrategyA followerLearnLeverage the best practice from customers, competit

13、ors, 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 ImprovementIdentify the core function

14、 of information integration processDevelop systematic approach to identify the critical information links to make business model successful13ASE IT System EvolutionHome grown legacy systemsTwo independent operation company for different services (Assembly and Test)Did not build up integrated process

15、 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 ImprovementSeparated inst

16、ance for Material operation: Aug/2006PLM system go live Dec/2006SAP/e project kicked off Dec. 200514ASE_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(T/T)晶片庫系統WaferBank成品庫管理Finish

17、 Goods Stock工程資料庫(PEDB)獎工系統(Bonus)MESHR出口系統成品系統保稅系統成本系統出口成品系統SAPCobol+InformixAccessOtherSystemInterfaceData FlowReferenceT/TControlling(CO)ShippingPlanSalesReportPackingInstructionNotes APSPEC/ECNIMQRVB+Oracle15ASRSPackingPEDBLabelPTSetupProcedureTDRPShippingPricePOSAPGUIMESInvoiceMMAOLIntranetInte

18、rnetEqu TimeRecord BonusCostSpare PartsToolingExtricityOthers :FCSTTSMCShip Instr.MES MenuPlanTEVHold BankSPECCARTesterConfigHold LotE-PRHRE-HRASE_Test_ IT 系統關聯圖 (2003) 16GRP=ERP+SCMERPInventory Sales Order takingPricing PurchaseWafer pur. planPurchasingFinancial GL AR APFixed asset Budget/Cost Cash

19、 managementReceiveCustomerVendorQuotationPOTransferPick/PackShipInventory DocumentsBillingValidationInvoice發料記錄PaymentPaymentInvoiceInvoiceInvoiceQuotationPRAssemblyFinish GoodsWafer consumeOrder to productionWafer SortFinal testProduction PlanForecastMRPCapacity optimization, Material planning and

20、production plan optimizationSCM17Internal Business FlowASEKH- ASSYASEKH-TESTCustomerWafer SortPackagePlant 1Plant 9Plant 2Final TestOrderWIP/ENG/BillingCentral OTCentral PlanningManufactureWaferIn Fab PlanningASSYTESTTurnkey$WIP/ENG/Billing(TEST)WIP/ENG/Billing(ASSY/TK)Finish Goods(ASSY)Finish Goods

21、 (TEST/Turnkey)BumpingPlant 1Plant 218Goal of ASE GRP ProjectShipPhase IBusiness processes Included：Assy & Test in KH siteSystem To Be ImplementedERP(Enterprise Resource Planning)SCM(Supply Chain Management)Middleware (System Integration)Order TackingIntegration SystemSCM SystemERP SystemASE GroupPr

22、ocurementASETASEKProcurementProcurementProcurementProcurementProcurementASE-CLAssyTestShipASE-ChinaAssyTestShipASE-KoreaAssyTestShipASE- MalaysiaAssyTestShipASE- othersAssyTestShipProcurementOrder fulfillmentCost Down19Current IT ArchitectureLegacySystemMESPDMIntegrated Customer InterfaceHRSMiddlewa

23、reMiddlewareERPNotes(w/f)IRSDataCenterSCMInterfaceLegacySystemMESPEDBHRSNotes(w/f)CustomerVendorInterfaceASSYTESTFor CRP and MRPOrder taking and Execution, MM, and FI/COEnterprise Application Integration20GRP System (1/5/2004)ERP: SAP R3SD (Sales and Distributions)PP (Production Planning)MM (Materia

24、l 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)21Application Architecture22Future PlanStrategyAlign with our Group strategyProvide same in

25、formation 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 provisionLeverage best practice fro

26、m customers, partners and competitors23Future Plan - 1Phase 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 for ASN and W/O B

27、2B projectsAnalytic information standardization and provisionBusiness intelligence data warehouse projectProvide more integrated information for SCPM24Continuous ImprovementCustomer portal enhancementPhase 1: July/2004; phase 2: Mar/2006Phase 3: Dec/2006Sales IT function supportSales management: opp

28、ortunity/quotation/forecast/order/revenue/profitCustomer activity managementSCM system enhancementsPlanning/Scheduling/DispatchingSupply management enhancementGroup ENG data architecture PLM and moreCentral vs. Distributed vs. Hybrid25Case StudyTSMC ePO, Work order projectDocument transfer handlingS

29、mart customer SAP II projectWIP transaction message26Work Order Business Flow (Before)Customer ProcessTransaction ProcessASE ProcessBuyerERP ( SAP)Create Work OrderNew WO RequestWO Request Flow WO Reply Flow Work OrderMail or FAXMail or FAX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27

30、Work Order Business Flow (Before)Customer ProcessTransaction ProcessASE ProcessBuyerERP ( SAP)Create Work OrderNew WO RequestWO Request Flow WO Reply Flow Work OrderMail or FAXMail or FAXPlannerWOsSpec.Manually key in WO & Spec. data to system 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28Work Order

31、 Business Flow (Before)Customer ProcessTransaction ProcessASE ProcessBuyerERP ( SAP)Create Work OrderNew WO RequestWO Request Flow WO Reply Flow Work OrderMail or FAXMail or FAXPlannerWOsSpec.Manually key in WO & Spec. data to system ERP Check the WO statusInvestigate can meet the Order or not衍生問題 :

32、 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TelephoneTelephoneFollow up the Work OrderFollow up the Work OrderContact with ASE for SOD & key in system29BuyerCustomer ProcessTransaction Process( RosettaNet )ASE ProcessWork Order Business Flow (Current)WO 7B5 Flow WO 7B6 Flow A New WO RequestERP ( SAP)Create Work Or

33、derRosettaNet GatewayInternetFirewallFirewallPip7B5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30BuyerCustomer ProcessTransaction Process( RosettaNet )ASE ProcessWork Order Business Flow (Current)MES Confirm SOD and release to production lineWO 7B5 Flow WO 7B6 Flow A

34、New WO RequestERP ( SAP)Create Work OrderRosettaNet GatewayRosettaNet GatewayInternetFirewallFirewallPip7B5Planner ERP New WO Notice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31BuyerCustomer ProcessTransaction Process( RosettaNet )ASE ProcessWork Order Business Flow (Current)Query WO

35、 reply by vendorMES Issue to WIP according to WO & PDMReply WO according to SCM systemWO 7B5 Flow WO 7B6 Flow A New WO RequestERP ( SAP)Create Work OrderRosettaNet GatewayRosettaNet GatewayInternetFirewallFirewallPip7B5Pip7B6Planner ERP New WO Notice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32ASE PO Proc

36、ess (Before)VendorsPO Request Flow PO Reply Flow Purchasing Officer creates PO in ERP A NewPO RequestSend PO through Fax to suppliersSupplier received PO through FaxPOERP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33ASE PO Process (Before)Send PO through Fax to suppliersSupplier receiv

37、ed PO through FaxPO1. Entry the PO into system 2. Manually documentSales Order System / Spreadsheet Manually files it VendorsPO Request Flow PO Reply Flow Purchasing Officer creates PO in ERP A NewPO RequestERP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PO34POASE PO Process (Before)Send PO thr

38、ough Fax to suppliersSupplier received PO through FaxSupplier deliver goodsPurchasing Officer follow-up with suppliers manuallySales Order System / Spreadsheet Manually files it POVendorsPO Request Flow PO Reply Flow Purchasing Officer creates PO in ERP A NewPO RequestERPReview inventory and confirm

39、 SODBackend SystemReply the PO confirmation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 document35RN PO 3A4/7/8/9 with Vendors (Current)PO created in customers ERPPOERPASE Process (Private Process)Vendors Process(Private Process)Transaction Process(Ros

40、ettaNet)VendorsRN PO Request Flow RN PO Reply Flow A NewPO RequestTransport, Translate, Map & LoadB2B ServerInternetFirewallFirewall3A4/8/9PIP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36RN PO 3A4/7/8/9 with Vendors (Current)PO created in customers ERPERPASE Process

41、 (Private Process)Vendors Process(Private Process)Transaction Process(RosettaNet)VendorsRN PO Request Flow RN PO Reply Flow A NewPO RequestTransport, Translate, Map & LoadB2B ServerInternetFirewallFirewall3A4/8/9PIPB2B ServerERPPOs appear in suppliers ERP SystemTransport, Translate, Map & Load3A4/8/

42、9NotificationConfirmPO Data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PO37RN PO 3A4/7/8/9 with Vendors (Current)PO created in customers ERPERPASE Process (Private Process)Vendors Process(Private Process)Supplier deliver goodsTransaction Process(RosettaNet)VendorsRN PO Request F

43、low RN PO Reply Flow A NewPO RequestTransport, Translate, Map & LoadB2B ServerInternetFirewallFirewall3A4/8/9PIP3A7 Notification3A7PIPB2B ServerERPPOs appear in suppliers ERP SystemTransport, Translate, Map & Load3A4/8/9Notification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POConfirmPO Data38RN PO 3A4/7/8

44、/9 with Vendors (Current)PO created in customers ERPERPASE Process (Private Process)Vendors Process(Private Process)Supplier deliver goodsTransaction Process(RosettaNet)VendorsRN PO Request Flow RN PO Reply Flow A NewPO RequestTransport, Translate, Map & LoadB2B ServerInternetFirewallFirewall3A4/8/9

45、PIP3A7 Notification3A7PIPB2B ServerERPPOs appear in suppliers ERP SystemTransport, Translate, Map & Load3A4/8/9NotificationTouch-less, seam-less and trading partners information in your own systemPOConfirmPO Data39ResultTSMC provide turnkey service to customersASE provide turnkey service to customer

46、s, tooMost complete data link among our customersFrontier project and benchmarkingMore variants of turnkey model coming upMaterial flow, information flow, cash flow40Project Objective SAP II ProjectA Fabless customer started the WIP tracking project Can consolidate WIP data from global sub-contracto

47、r 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 manufacturing partners. This venture shou

48、ld 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. 41System DualSAPPPSDMMMESPPSDMMTxnRecor

49、dBizTalkBCTxnRecordD/NABR/MBRCustomerWIP TxnSHIPVendors42System Dual in WIP TrackingW0 : Represent the WIP status at time=0.Ti: Represent the WIP transaction during that period.SubconCustomerW1W0WiWi+1W1W0WiWi+1T1T2Ti+1.43ResultsCome from behindReach 98.5% accurate for consecutive 3 monthA generic W

50、IP-TS system modelBuild up for other three customersFast deployment, reliable system performance44Experience SharingProduct consultant vs. Business consultantLearn from SAP projectYour project vs. Our projectExpectation managementTraining and coachingThe wayMethodologyDisciplineManagement45Experienc

51、e SharingSystemThe output from project: the least importantLoading test, stress testProcessBusiness process review, re-engineerIntegration test, user acceptance testPeopleTeaming, vendor selectionChange management, expectation management, training, coaching, change enablementDataData conversion, leg

52、acy system integrationTimeSchedule control, scope control, environmental factors46ConclusionPDCA-embedded IT systemPlan/Operation/Comparison/Action, instead of operation support onlyBuild up business intelligence to support Strategic Enterprise Management (SEM)Process centric information linksBusiness process is the keyIT vs. domain knowledgeCustomer-ori