臺灣博碩士論文加值系統

目前在台灣的半導體業有應用限制驅導式排程與管理技術(Drum-Buffer-Rope， DBR)於生產管理的公司包括有台積電、聯電、華邦電、旺宏、茂矽…等多家公司，但是這些公司在限制驅導式排程與管理技術的實際推展上，對於限制驅導式管理的精神是否吻合，以及是否存在一些差距無法真正的落實，對於此眾說紛紜的推展成果，必須加以釐清。
本研究期望藉由個案公司的檢討，針對號稱為限制驅導式排程與管理技術(Drum-Buffer-Rope， DBR)的A公司，實際生產運作情況是否有符合DBR的精神，對於實施不夠完善的部分，說明原因以及提出改善方案，期望能夠讓個案公司藉由檢視生產系統的過程，探討其在運用此技術時，對於DBR似乎僅僅是”觀念”的運用，而在實際的生產線上所面臨的困難以及不足的部分加以強化，並將在DBR推展上無法真正落實以及尚有差距的部分加以釐清，在檢視過程中不斷的提出改善生產系統方法，例如：以實體的晶圓代工廠依據DBR所發展出適用於A公司且能達到合理且有彈性之關鍵層別比值法 (Critical Ratio by Critical Layer，CRCL)，來建立整廠的的派工模式，期望藉由持續的改善過程使A公司的生產系統能夠更趨近於真正的DBR管理的公司。
由於半導體景氣的循環，景氣由谷底翻揚到現在的活絡，出貨量由5000片/月攀升到25000片/月，在出貨量增加5倍的情況下， A公司在兩年半的期間不斷的檢視生產系統且持續的改善，才有生產週期時間縮短9%以及產品達交率增加27%的成果，但是我們還是要持續不斷的努力讓系統更完善，期望此研究能夠給予更多推展DBR瓶頸管理的公司有一些啟發，能夠正視問題的癥結點，不要誤以為僅只有DBR的觀念應用於生產系統就是導入DBR的公司了。

In the semiconductor industry in Taiwan, the technology of Drum-Buffer -Rope (DBR) management is widely adopted in many companies such as tsmc, UMC, Winbond, MXIC and Mosel etc. However, in the real application of DBR management, there still exist unclear results to be clarified regarding whether the gist of the theory is really carried out and whether some gaps exist in its execution.

A case study, Company A that announced adoption of DBR in its production, is examined in this research. At the beginning, company A is considered to satisfy the DBR spirit, but only concepts are employed after a series of examination. This thesis tries to deal with the difficulties that Company A faces in the production line and suggest further improvements to strengthen the operational system in the hope that Company A becomes a real company applying DBR.

Buffer Management is used to examine the system of company A. Continuous improvements are proposed during examining procedure. For example, according to DBR management, a much more reasonable and flexible auto-dispatching model via the CRCL (Critical Ratio by Critical Layer) method is developed and established in the whole factory of company A. In two and a half years, due to the hot season coming, the shipping quantity is five times in production, the performance of cycle time is shortened to 9%, and the on-time delivery is increased to 27%. Continuous improvements are still performed to make the system more perfect. This research is expected to inspire more companies to employ DBR management to face the real problem. One is not a DBR company if it just introduces the concept to the production system.

頁次
中文摘要 i
英文摘要 ii
誌謝 iii
目錄 iv
表目錄 v
圖目錄 vi
符號說明 vii
一、 緒論 1
1.1 研究動機 1
1.2 研究目的 1
1.3 研究範圍與限制 2
1.4 論文架構與流程 2
二、 文獻探討 3
2.1 限制驅導式排程與管理技術簡介 3
2.2 辨識瓶頸資源 6
2.3 考慮瓶頸資源利用率的投料法則 9
2.4 關鍵層別比值派工法 10
三、 DBR在晶圓代工廠之應用 12
3.1 確認系統限制 13
3.2 充分利用(Exploit)系統的限制-鼓(Drum) 15
3.2.1 受限產能多機(2台)無迴流製程 16
3.2.2 受限產能為多機(7台)且迴流製程1~2次 17
3.3 系統全力配合步驟二之決策 22
3.4 緩衝管理 24
四、 結論與未來研究方向 27
4.1 系統修改歷程 28
4.2 改善實績 29
4.2.1 過去績效 29
4.2.2 預期目標 29
4.2.3 實際成果 30
4.3 結論 33
4.4 未來研究方向 33
參考文獻 35
附錄一 37

[1] Donald P. Martin, “The Advantages of Using Short Cycle Time Manufacturing Instead of Continuous Flow Manufacturing”, Proceedings of the ASMC, Boston, MA, 1998.
[2] Glassey, C.R. and Resende, M.G.C., “Closed-loop job release control for VLSI circuit manufacturing”, IEEE Transactions on Semiconductor, vol.1, No.1, pp.36-46, Feb 1988.
[3] Jackson, J.R., “Simulation research on job shop production”, Naval Research Logistic Quarterly, vol.14, pp.287-295, 1957.
[4] Kramer, Scott S., “Total Cycle Time Management by Operational Element”, International Semiconductor Manufacturing Science Symposium, pp.17-20, 1989.
[5] Leachman, R.C., Solozano M., and Glassey, C. R., “A queue management policy for release of factory work orders”, Engineering Systems Research Center, University of California, Berkeley, ESRC Report 89-19, CA94720. , 1988.
[6] Lawrence, S. R., and Buss, A. H., “Shifting Production Bottlenecks: Causes, Cures, and Conundrums”, Production and Operations Management, 3/ (1), pp21-37, 1994.
[7] Lu, S. C. H., Ramaswamy, D., and Kumar P.R., “Efficient Scheduling Polices to reduce Mean and Variance of Cycle Time in Semiconductor Manufacturing Plants”, IEEE Transactions on Semiconductor, vol.7, No.3, pp.374-388, 1994.
[8] Ronen, B. an d Spector, “Managing System Constraints: A Cost/ Utilization Approach”, International Journal of Production Research, 30/9, pp.2045-2061, 1992.
[9] Sridharan, V., William, L. B., and Udayabhanu, V., “Freezing the master production schedule under rolling planning horizon,” Management Science, Vol. 33, pp. 1137-1149, 1992.
[10] 吳鴻輝、李榮貴，限制驅導式現場排程與管理技術，全華科技圖書股份有限公司，pp.3-1~3-9，2000 。
[11] 李明煌，「晶圓廠之限制驅導式主生產排程模式研究」，中華大學工業工程與管理研究所，碩士論文，1999。
[12] 何正斌，「晶圓製造廠瓶頸管理模式之研究」，華梵大學工業管理學系，碩士論文，2001。
[13] 施盈志，「晶圓製造廠在製品水準之規劃與控制」，國立交通大學工業工程與管理學系，碩士論文，1996。
[14] 高正峰，「半導體廠提高達交率的派工法則」，國立交通大學工業工程與管理學系，碩士論文，2003。
[15] 黃承龍，「瓶頸漂移現象之分析與其管理對策之研究」，國立交通大學工業工程與管理學系，博士論文， 1998。
[16] 馮鈺敏，「考慮晶圓製造廠績效之組合式即時派工法則」，國立交通大學工業工程與管理學系，碩士論文，1997。
[17] 曾裕文，「多種生產週期時間產品之派工方法-考量機台當機特性」，國立交通大學工業工程與管理學系，碩士論文，2003。