運用精實系統改善實驗室檢驗流程之研究

Applying lean system to improve the examination processes of the case laboratory

彭聿妡(YU-HSIN PENG)

指導教授 ： 陳平舜

中原大學/電機資訊學院/工業與系統工程研究所/碩士(2022年)

https://doi.org/10.6840/cycu202200121

摘要

在半導體供應鏈中，半導體檢測廠已是不可或缺的一環。隨著新產品和技術不斷推陳出新，產品循環的週期越來越短，而新產品的研發複雜度提升，對可靠度的要求也與日俱增，導致各可靠度實驗室分出的檢驗項目、檢驗數量也大幅增加。少量多樣化的產品系統日趨複雜而且更精密，然而，可靠度的檢驗仍以大量的手工操作為主，步驟不僅冗長且繁雜。在機械應力實驗室中，面對現今少量多樣化的產品規格以及實驗條件，雖然案件量無大幅成長，但實驗流程必須不停的更改導致人員工時增加。為求提升機械應力實驗室人員進行案件處理的時效性，增加設備使用率，減少人員等待時間，而導入精實計畫。
本研究透過精實系統來分析在個案公司案件量無增長的情況下工時增加之原因，經分析發現主要問題在於實驗室流程的不順暢，專案交接資訊傳遞時間過長、工作重複性增加、實驗室走動的浪費和尋找工具的浪費等等。為了解決無意義的浪費，本研究透過六何法、SIPOC圖、流程檢視、歸納問題、繪製價值流圖，最後證實落實「精實生產」思維的流程可有效降低人工時間，從160分鐘變為58分鐘，達到本研究之目的。未來公司相關專案亦能參考此法，為企業創造更多經濟效益。

關鍵字

個案研究 ； 精實生產 ； 精實思考 ； 檢驗流程 ； 價值溪流

並列摘要

Verification and tests of electronic industry is becoming indispensable in the semiconductor supply chain. With continuous innovation of new products and technology, product cycle time is getting shorter and shorter. As the complexity of research for new product development has soared, different types of reliability tests and quantity have increase rapidly. The system with the small number of diverse products is becoming more complex and sophisticated. However, the reliability inspection is still dominated by a large number of manual operations, and procedures are not only long and complicated. Although the number of cases has not grown significantly, a small number of diverse product specifications and experimental test-condition requirements have led to an increase in personnel in the mechanical stress laboratory. In order to improve the timeliness of case processing, increase the utilization rate of equipment, and reduce the waiting waste of personnel, this research implements a lean system to improve the examination processes.
This study uses lean system to analyze the reasons for the increase in working hours when the number of experiment cases of the case company does not increase. The analysis finds that the main problems are the unsmooth laboratory process, the long time for project handover information transmission, the increase of work duplication, waste of walking, waste of finding, etc. In order to remove the meaningless waste, this research uses the Six-Ws method, SIPOC diagram, process inspection, generalization of problems, and drawing of value stream maps. Based on the project results, it is confirmed that the process of implementing "lean production" thinking can effectively reduce labor time, from 160 minutes to 58 minutes, to achieve the purpose of this research. Furthermore, the future company-related projects can also refer to this method to create more economic benefits for enterprises.

並列關鍵字

Case study ； lean production ； lean thinking ； examination process ； value stream

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