基于精益生产理论的宏力半导体生产现场改善方法的研究
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摘 要
半导体芯片制造行业是近几年中国大陆飞速发展的高科技行业之一。2000 年
开始，随着芯片代工厂在中国大陆陆续的建造，这一行业的竞争也日益激烈。宏
力半导体是一家位于上海浦东张江高科技园区的生产 8英寸芯片的晶圆制造工厂。
在其运营近 8年的时间中，经历了商场的沉沉浮浮，目前只有一座 8英寸制造工
厂，市场份额占 5%都不到。本人于 2002 年进入宏力半导体工作，一直服务于公
司的制造部门，现从事生产现场的管理工作。在工作中发现，目前世界上晶圆制
造工厂的制程技术和设备都差不多，在这样的情况下，良率和交货期就成为各个
工厂的是否具有竞争力的标志。如何提高良率，如何在交货期限之内完成成品，
就需要对生产现场加强管理。因此，生产现场管理的品质对提升宏力这样的企业
竞争力起着至关重要的作用。由于宏力半导体有着大批量多品种多工序且多重复
度的制造特性，不适用精益生产理论，无法将精益生产用于整个生产线的计划和
控制，所以即使在生产现场也没有“精益”的概念。随之产生的很多问题都充分
表明了生产现场管理的不足，有待改善。
本文是在精益生产理论和生产现场理论研究的基础上，以上海宏力半导体制
造有限公司作为研究对象，先对宏力的生产现场管理做了深入的研究，简要说明
了宏力生产现场管理的主要内容和管理目标，重点分析了生产现场出现的问题和
不足，并将它们分类归纳成设备效率管理、6S 管理、防错管理、看板管理、现场
员工管理等几个方面。通过对实际现场的研究，提出一套将 PDCA、分类改善法、
快速实施法层层运用的管理思想方法。用 PDCA 将精益思想引入宏力的生产现场
中，逐渐实现从非精益到精益的转变，运用分类改善法将生产线上存在的问题归
类之后找到“精益”的改善方法，用快速实施法来确保改善措施快速有效的实施。
精益生产理论和生产现场的管理理论有着相辅相成的作用。在宏力半导体这
样的“非精益”制造型企业里，将“精益”思想引入生产现场的管理中，是在宏
力生产现场管理历史上的创新。将精益生产的思想和生产现场管理结合起来，把
精益的思想运用到宏力生产现场的改善中，实现生产现场的更优化资源的配置，
改善生产现场环境和人员的管理，提高生产效率。
关键词：精益生产 现场改善 PDCA 6S 管理 防错管理 看板管理
ABSTRACT
The semiconductor chip manufacturing industry is one of the fastest growing
industries in China over the past few years. Beginning from the year 2000 and along
with the springing up of wafer OEM facilities, competition within the industry in
growing more intense almost by day. Grace Semiconductor Manufacturing Corporation
is a 8-inch wafer manufacturer located in Zhangjiang High-Tech Park in Pudong,
Shanghai. During its 8 years of operation, Grace has ridden on the ups and downs of the
tidal wave of the business world and it currently owns only one fab facility for 8 inch
wafer with less than 5% of the market share. I joined Grace in 2002 and have since been
serving the manufacturing department of the company and I am now responsible for
production field management. Based on my experience at work, I have come to realize
that the processing technologies and equipments deployed in fab facilities around the
world are more or less the same while wafer yield and lead-time have become the
indices of the facility’s competitiveness. Production field management should be
enhanced in order to improve the yield and guarantee the delivery of finished products
within the agreed deadline. The quality of production field management, therefore,
has an important role to play in enhancing the competitiveness of Grace and the like.
Considering the nature of Grace’s production line which features large batches, multiple
items and processes, and repetitiveness, the lean theories do not apply to the planning
and control of the entire production line. Therefore, no lean manufacturing concept has
been adopted even at the production field. The consequential multitude of problems
are fully demonstrative of insufficient production field management to which
improvement is due.
On the basis of the studies on the lean theories and production field theories, this
paper, which takes Grace Semiconductor Manufacturing Corporation as the subject of
study, starts with an insight into the production field management at Grace
Semiconductor Manufacturing Corporation, to illustrate the major components and
management objectives of production field management at Grace with a special focus
on the analysis of the problems and defects of production field management and it
further categorizes these problems and defects into a number of areas including
equipment effectiveness management, 6S management, mis-operation management,
Kanban management and field employee management. By way of studying the
situation down the shop floor, a set of management philosophy and methods are
introduced to make full use of the PDCA, categorized Kaizan (Improvement) method
and fast implementation method on different levels. The lean manufacturing concept
is introduced to the production field at grace by applying PDCA to usher in the
conversion from non-lean to lean manufacturing. The categorized Kaizen method may
be used to group the problems on the production line, at which a lean improvement
solution can be targeted while the fast implementation method comes into play to ensure
the fast and effective implementation of Kaizen solutions.
The lean theories and production field management theories have mutually
complementary roles. For manufacturers like Grace which have not gone lean, the
introduction of lean concepts to the process of production field management is an
innovation in the history of Grace’s production field management. The concepts of lean
production and field management can be combined and the lean manufacturing
philosophy can be applied to the Kaizen processes at the production field of Grace so as
to achieve the optimal resource allocation at the production field, improve production
field and personnel management and boost productivity.
Key Word ：the Lean product, the Field management, PDCA, 6S,
Mis-operation Prevention, Kanban management
目录
中文摘要
ABSTRACT
第一章 绪论 .....................................................................................................................1
§1.1 选题背景 .............................................................................................................. 1
§1.2 选题的内容和意义 ............................................................................................... 2
§1.3 研究思路、框架及创新点 .................................................................................. 3
§1.3.1 研究思路 .........................................................................................................3
§1.3.2 研究框架图 .....................................................................................................3
§1.3.3 创新点 .............................................................................................................4
第二章 相关理论 .............................................................................................................5
§2.1 精益生产理论 ...................................................................................................... 5
§2.1.1 精益生产理论的产生 .....................................................................................5
§2.1.2 精益生产核心思想——消除浪费 .................................................................6
§2.1.3 连续流的精益思想 .........................................................................................8
§2.1.4 拉式（Pull）生产的精益思想 ...................................................................... 8
§2.1.4 持续改善（Perfection）的精益思想 ............................................................ 8
§2.1.5 培养柔性员工 .................................................................................................9
§2.1.6 精益生产的管理方式 .....................................................................................9
§2.2 生产现场管理理论 ............................................................................................. 10
§2.2.1 生产现场人事管理 .......................................................................................10
§2.2.2 现场 6S 管理 ................................................................................................ 12
§2.2.3 生产现场的标准化管理 ...............................................................................13
§2.2.4 生产现场质量管理 .......................................................................................13
§2.2.5 生产现场安全管理 .......................................................................................14
§2.3 生产现场精益化研究 ......................................................................................... 14
§2.3.1 生产现场精益化相关文献研究状况 ...........................................................14
§2.3.2 生产现场精益化的意义 ...............................................................................16
§2.3.3 生产现场精益化的实施原则 .......................................................................17
§2.4 生产现场精益化的方法研究 ............................................................................. 18
§2.4.1 PDCA 的方法 ............................................................................................... 18
§2.4.2 分类改善法 ...................................................................................................19
§2.4.3 快速实施法 ...................................................................................................20
§2.4.4 方法总结 .......................................................................................................20
第三章 宏力半导体生产现场管理的研究 ...................................................................23
§3.1 宏力半导体生产现场简介 ................................................................................ 23
§3.1.1 宏力半导体生产现场布局 ...........................................................................23
§3.1.2 宏力半导体生产组织结构图 .......................................................................23
§3.1.3 宏力制造部简介 ...........................................................................................24
§3.2 宏力半导体的生产现场管理 ............................................................................. 25
§3.2.1 宏力半导体生产现场管理的主要内容 .......................................................25
§3.2.2 宏力半导体生产现场管理目标 ...................................................................25
§3.3 宏力生产现场管理问题研究 ............................................................................ 26
§3.3.1 设备效率管理方面 ......................................................................................26
§3.3.2 6S 管理方面 ................................................................................................. 27
§3.3.3 防错管理方面 ...............................................................................................29
§3.3.4 看板管理方面 ...............................................................................................32
§3.3.5 现场员工管理方面 .......................................................................................33
第四章 精益思想指导下宏力生产现场改善研究 .......................................................35
§4.1 PDCA 理论来实现“精益”的生产现场管理 ................................................. 35
§4.1.1 制定计划（PLAN）.................................................................................... 35
§4.1.2 具体实施（DO）.........................................................................................36
§4.1.3 确认（CHECK）......................................................................................... 38
§4.1.4 采取措施（ACTION）............................................................................... 38
§4.2 运用分类改善法进行实际的精益化改善 ........................................................ 38
§4.2.1 用连续流和拉式生产的思想改善瓶颈机台的问题。 ...............................39
§4.2.2 用消除浪费的思想来改善现有的 6S 管理水平 ........................................ 39
§4.2.3 利用精益的防错管理工具来改善现存的防错管理的缺陷 .......................40
§4.2.4 基于减少等待时间的浪费来改善目前的看板系统 ...................................41
§4.2.5 现场员工管理的改善 ...................................................................................44
§4.2.6 推行持续改善的理念 ...................................................................................45
§4.2.7 随时更新标准操作手册 ..............................................................................45
§4.3 运用快速实施法来确保改善的实施 ................................................................ 46
§4.3.1 快速实施法的意义 .......................................................................................46
§4.3.2 明确各类精益化改善方案并合理安排到各相关岗位 ...............................46
§4.4 生产现场精益化的效果预估与实施注意事项 ................................................ 47
§4.4.1 效果预估表 ...................................................................................................47
§4.4.2 生产现场精益化实施注意事项 ...................................................................49
结束语 .............................................................................................................................51
参考文献 .........................................................................................................................53
在读期间公开发表的论文和承担科研项目及取得成果 .............................................55
致 谢 .............................................................................................................................57
摘要：
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摘要半导体芯片制造行业是近几年中国大陆飞速发展的高科技行业之一。2000年开始，随着芯片代工厂在中国大陆陆续的建造，这一行业的竞争也日益激烈。宏力半导体是一家位于上海浦东张江高科技园区的生产8英寸芯片的晶圆制造工厂。在其运营近8年的时间中，经历了商场的沉沉浮浮，目前只有一座8英寸制造工厂，市场份额占5%都不到。本人于2002年进入宏力半导体工作，一直服务于公司的制造部门，现从事生产现场的管理工作。在工作中发现，目前世界上晶圆制造工厂的制程技术和设备都差不多，在这样的情况下，良率和交货期就成为各个工厂的是否具有竞争力的标志。如何提高良率，如何在交货期限之内完成成品，就需要对生产现场加强管理。因此...
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作者：陈辉
分类：高等教育资料
价格：15积分
属性：60 页
大小：1.1MB
格式：PDF
时间：2024-11-19
