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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 Group Our business models Our IT strategy A follower, a partner and a leader 由服務中學習,由學習中改善服務 ASEKH IT system evolution Case study 晶采計劃 Smart customer SAP II project Experience sharing Conclusion,ASE offers the Best Design Manufacturing Servi
2、ces for IC Packaging, 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
3、Wafer Probing IC & Module 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 SOLUT
4、ION,Engineering Test,Wafer Bumping/Probing,Materials,Assembly,Final Test,Module, Board Assembly & Test (DMS),Foundry,Circuit Design,ASE VISION: THE COMPLETE SOLUTION,Operation sites ASEKH(A/T/M), ASECL(A/T/M), ASEKr(A/T), ASEM(A/T), ASESg(T), ISE(T) USI,Electronics Industry Supply Chain,Customer,OEM
5、,EMS,Sub-Assembly,Components,customers,customers,customers,suppliers,50+ suppliers,180+ suppliers,1200+ other suppliers,Japan, US, Taiwan,Other suppliers,15+customers,100+ suppliers,GST,Foundry, Pkging & Test,Our Business Model,Engineering/Manufacturing service provider Make the parts upon customer
6、specification and instruction Key success factor: operation excellence and quality Compete with other service provider and customers MFG teams Without ERP system until 2004 Business guideline Easy for customer to do business with ASE Seamless integration with customers process flow Quality, Flexibil
7、ity, Efficiency,Supply Chain & Quality Strategy,Demand Uncertainty,Launch 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,Collab
8、orative forecast, order and inventory management solution connected with key suppliers. Exception based management Scalable business process integration with suppliers Centralized visibility to business processes Performance metrics for supplier management,“Building sustainable competitive advantage
9、 into the collective supply chain” LEAN SPEED FLEXIBILITY,Multi-tier Execution,Business Value,Process Breadth, Number of Trading Partners,Multi-Company Process Management,One-way Information Posting,Two-way Information Exchange,Closed-loop, Positive Response With Exception Alerts,Synchronized Proces
10、ses, Timely and Quality Information,Multi-tier Visibility Exception Management Across Multiple Tiers of the Value Chain,Data Exchange,Multi-Company Process Management enables a synchronized Supply-Chain,Decision Support Exception Management Data Aggregation Exception Alerts,Customers Goal,Allentown,
11、Thailand,Singapore,Orlando,Twin Cities,Sub Con Assemblers,Foundries,Forecasts Purchase Orders,Shipping Notices,Shipping Notices,Indirect Materials Suppliers,Consignment Materials Suppliers,I-BOX,Approach for I-Box,Functionality at the edge Point-to-Point Integration One trading partner at a time,Cli
12、ent-Server Architecture “Thick at the Edge” “Point-to-Point”,Service Oriented Architecture “Thin at the Edge” “Intelligent Network”,Functionality in the network Connect once and leverage Shared service economics,Partner F,Partner C,Partner E,Partner A,Partner B,Partner D,Partner F,Partner E,Partner
13、A,Partner B,Partner D,Intelligent Network,Partner C,Our IT Strategy,A follower Learn Leverage the best practice from customers, competitors, and industry leaders ASE has the fortune to work with the most competitive companies in the IC supply chain Research: Re-Search A partner Do Build up quality i
14、nformation links with customer Provide process integration solution model to customers A leader Continuous Improvement Identify the core function of information integration process Develop systematic approach to identify the critical information links to make business model successful,ASE IT System
15、Evolution,Home grown legacy systems Two independent operation company for different services (Assembly and Test) Did not build up integrated process with well-organized information links IRS system build up for short term solution Big-Bang Approach Driving force: to provide turnkey service to custom
16、ers GRP project: kicked off on March, 2002 System went live Jan/5/2004 Material operation: KH/CL Jan/2005; SH Sep/2005 Continuous Improvement Separated instance for Material operation: Aug/2006 PLM system go live Dec/2006 SAP/e project kicked off Dec. 2005,ASE_Assy_ IT 系統關聯圖(2003),採購管理 (Purchase),庫存
17、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 Wafer Bank,成品庫管理 Finish Goods Stock,工程 資料庫 (PEDB),獎工系統 (Bonus),M E S,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,Other
18、System,Interface,Data Flow,Reference,T/T,Controlling (CO),Shipping Plan,Sales Report,Packing Instruction,Notes AP,SPEC/ECN,IMQR,VB+ Oracle,ASRS,Packing,PEDB,Label,PT,Setup Procedure,TDRP,Shipping,Price,PO,SAP,GUI,MES,Invoice,MM,AOL,Intranet,Internet,Equ Time Record,Bonus,Cost,Spare Parts,Tooling,Ext
19、ricity,Others :,FCST,TSMC Ship 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, Material planning and production plan optimization,SCM,Internal Business Flow,ASEKH - ASSY,ASEKH-TEST,Customer,Order,WIP/ENG/
20、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/Turnkey),Bumping,Plant 1,Plant 2,Goal of ASE GRP Project,Business processes Included： Assy & Test in KH site,System To Be Imp
21、lemented ERP(Enterprise Resource Planning) SCM(Supply Chain Management) Middleware (System Integration),Order Tacking,Integration System,SCM System,ERP System,ASE Group,Procurement,ASET,ASEK,Procurement,Procurement,Procurement,Procurement,Procurement,ASE-CL,Assy,Test,Ship,ASE-China,Assy,Test,Ship,AS
22、E-Korea,Assy,Test,Ship,ASE- Malaysia,Assy,Test,Ship,ASE- others,Assy,Test,Ship,Procurement,Order fulfillment Cost Down,Current IT Architecture,Legacy System,MES,PDM,Integrated Customer Interface,HRS,Middleware,Middleware,ERP,Notes(w/f),IRS,Data Center,SCM,Interface,Legacy System,MES,PEDB,HRS,Notes(w
23、/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 R3 SD (Sales and Distributions) PP (Production Planning) MM (Material Management) CO (Controlling) FI (financial) SCM: Adexa SCP (Supply
24、 Chain Planning) with CRP and MRP for monthly and weekly planning PP (Plant planning) for daily planning System Integration Tibco BW (Business Work),Application Architecture,Future Plan,Strategy Align with our Group strategy Provide same information service for customers Integrate cross operations a
25、nd cross departments information for quality operation and efficient management Approach Continuous process improvements with internal customers Refine IT system architecture to enhance management information provision Leverage best practice from customers, partners and competitors,Future Plan - 1,P
26、hase 1.1 Include Material operation into GRP system Project kick off on July/2004 Best practice deployment, including ASECL Material More customer B2B enhancement To facilitate the information links with customers Proactive initiator for ASN and W/O B2B projects Analytic information standardization
27、and provision Business intelligence data warehouse project Provide more integrated information for SCPM,Continuous Improvement,Customer portal enhancement Phase 1: July/2004; phase 2: Mar/2006 Phase 3: Dec/2006 Sales IT function support Sales management: opportunity/quotation/forecast/order/revenue/
28、profit Customer activity management SCM system enhancements Planning/Scheduling/Dispatching Supply management enhancement Group ENG data architecture PLM and more Central vs. Distributed vs. Hybrid,Case Study,TSMC ePO, Work order project Document transfer handling Smart customer SAP II project WIP t
29、ransaction 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 Flow,Work Order,ERP,衍生問題 : 登打資料錯誤頻繁
30、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 提高資料傳送確實性 減少人為判斷錯誤 標準
31、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 (Before),Vendo
32、rs,PO Request Flow,PO Reply Flow,Purchasing Officer creates PO in ERP,A New PO 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 Order S
33、ystem / 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 R
34、eply Flow,A New PO 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/
35、8/9 with Vendors (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 i
36、nformation in your own system,Result,TSMC provide turnkey service to customers ASE provide turnkey service to customers, too Most complete data link among our customers Frontier project and benchmarking More variants of turnkey model coming up Material flow, information flow, cash flow,Project Objec
37、tive SAP II Project,A Fabless 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 com
38、panies. The company is looking 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 dep
39、artments. This is expected to give the company more finance and purchasing control.,System Dual,SAP,PP,SD,MM,MES,PP,SD,MM,Txn Record,Biz Talk,BC,Txn Record,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 transactio
40、n during that period.,. . .,. . .,. . .,Results,Come from behind Reach 98.5% accurate for consecutive 3 month A generic WIP-TS system model Build up for other three customers Fast deployment, reliable system performance,Experience Sharing,Product consultant vs. Business consultant Learn from SAP pro
41、ject Your project vs. Our project Expectation management Training and coaching The way Methodology Discipline Management,Experience Sharing,System The output from project: the least important Loading test, stress test Process Business process review, re-engineer Integration test, user acceptance tes
42、t People Teaming, vendor selection Change management, expectation management, training, coaching, change enablement Data Data conversion, legacy system integration Time Schedule control, scope control, environmental factors,Conclusion,PDCA-embedded IT system Plan/Operation/Comparison/Action, instead
43、 of operation support only Build up business intelligence to support Strategic Enterprise Management (SEM) Process centric information links Business process is the key IT vs. domain knowledge Customer-oriented Rigid, but flexible, architecture to fulfill different business model,Integrated Manageme
44、nt Processes,External communication,Strategy update,Mid-term planning B/S, I/S, Cash Flow,3-5 year strategic planning,Evaluate scenarios,Cascade targets to lower Bus.Units,Detailled operational planning,Measure performance,Business process optimization,Strategy and Business Management,Performance Ma
45、nagement,Strategy analysis and assessment,Adjust operations,Risk estimation,Define objectives, Set targets, Launch initiatives,Forecast,Strategic Planning,SEM and Business Analytics,Strategic Enterprise Management,PLM Analytics,Financial Analytics,HR Analytics,SCM Analytics,CRM Analytics,Business An
46、alytics,business processes,Business Planning & Simulation,Strategy Management,Business Consolidation,Performance Measurement,Suppliers,Customers,Stakeholder Relationship Management,Adapt operations,Detailled operational planning,External communication,Strategy update,Mid-term planning B/S, I/S, Cash
47、 Flow,3-5 year Strategic planning,Evaluate scenarios,Cascade targets to lower Bus.Units,Strategy analysis and assessment,Strategy & Business Mgmt.,Manage strategy of Enterprise / Business Units (BU) to create long-term value Manage performance of BU to improve short-term results,Business process opt
48、imization,Performance Management,Measure performance,Adapt business operations based on results from Business Analytics Optimize business processes 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 makin