日月光半導體ｅ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 MISSION
ASE offers the Best Design
Manufacturing Services 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 VISION: THE COMPLETE SOLUTION
• DMS (Design Manufacturing Services)
• Substrate Design
• Board Assembly
• Manufacturing Service
• Hybrids & Electronic
Packaging
Material
• Modeling & Simulation
• Logistic Management
System
• Program Development
• Wafer Probing
• IC & Module Test
ASE
Group
• Package & Module Design
• IC Assembly
• Multi-chip Assembly
• Micro & Hybrid Module
• Burn-In
• Warehousing
• Drop-Shipment
Test
Assembly
ASE VISION: THE COMPLETE SOLUTION
Module, Board
Assembly &
Test (DMS)
Operation sites
–ASEKH(A/T/M), ASECL(A/T/M), ASEKr(A/T),
ASEM(A/T), ASESg(T), ISE(T)
–USI
Final Test
Assembly
Wafer
Bumping/Probing
Foundry
Materials
Circuit Design
Engineering Test
Electronics Industry Supply Chain
180+ suppliers
customers
GST
1200+ other
suppliers
100+ suppliers
customers
Japan, US, Taiwan
15+customers
Other suppliers
50+ suppliers
customers
suppliers
Customer
OEM
EMS
Sub-Assembly
Components
Foundry,
Pkging & Test
Our Business Model
 Engineering/Manufacturing service provider
– Make the parts upon customer 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, Flexibility, Efficiency
Supply Chain & Quality Strategy
Environmental Conditions
Demand
Uncertainty
Launch
Phenomenon
Speed &
Flexibility
Security of
Supply
Cost
Pressure
Efficient
Supply Chain
Best Customer Experience
High Quality
Expectations
Proactive &
Responsive
Customers’ Supply Chain Objectives
 Collaborative 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 into the
collective supply chain”
LEAN
SPEED
FLEXIBILITY
Multi-Company Process Management
enables a synchronized Supply-Chain
Business Value
Decision
Support
Multi-tier Execution
Multi-tier Visibility
Exception
Management Exception Management Across Multiple
Tiers of the Value Chain
Synchronized Processes,
Data
Timely and Quality Information
Aggregation
Closed-loop, Positive
Exception
Response With Exception
Alerts
Alerts
MultiCompany
Process
Management
Two-way Information
Exchange
One-way
Information
Posting
Data Exchange
Process Breadth, Number of Trading Partners
Customers’ Goal
Sub Con
Assemblers
Allentown
Consignment
Materials
Suppliers
Shipping Notices
Thailand
I-BOX
Forecasts
Purchase Orders
Singapore
Indirect
Materials
Suppliers
Shipping Notices
Orlando
Foundries
Twin Cities
Approach for I-Box
Client-Server Architecture
“Thick at the Edge”
“Point-to-Point”
Partner A
Partner B
Service Oriented Architecture
“Thin at the Edge”
“Intelligent Network”
Partner A
Partner B
Intelligent
Network
Partner F
Partner C
Partner E
Partner D
Partner C
Partner F
Partner E
Partner D
Functionality at the edge
Functionality in the network
 Point-to-Point Integration
 One trading partner at a time
 Connect once and leverage
 Shared service economics
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 information 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 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 customers
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)
Packing
Instruction
工程
資料庫
(PEDB)
Forecast
晶片庫
系統
Wafer
Bank
M
E
S
保稅系統
(Bond)
Data Flow
Reference
Notes AP
VB+
Oracle
HR
產品成本系統
(Product COST)
T/T
出口系統
成品系統 固定資產 進口系統
(A/M)
(Import)
Sales
Report
出口系統/Price
(Export/Price)
成品庫管理
Finish Goods Stock
獎工系統
(Bonus)
投料
系統
(T/T)
SPEC/ECN
Shipping
Plan
保稅系統
成本系統
Interface
出口
成品
系統
應收帳款
(A/R)
總帳
(G/L)
Other
System
SAP
採購管理
(Purchase)
庫存管理
(Inventory)
應付帳款
(A/P)
Controlling
(CO)
IQA
系統
IMQR
Cobol+
Informix
Access

ASE_Test_ IT 系統關聯圖 (~2003)
TDRP
ASRS
Setup
Procedure
PT
Label
Shipping
Plan
Price
MES
PO
MM
E-PR
SAP
HR
E-HR
PEDB
Invoice
Packing
Others :
AOL
Cost
Hold Bank
Intranet
Bonus
TEV
Internet
FCST
CAR
GUI
Equ Time
Record
Extricity
SPEC
Spare
Parts
TSMC
Ship Instr.
TesterConfig
Tooling
MES Menu
Hold Lot
GRP=ERP+SCM
Capacity optimization, Material planning and
production plan optimization
SCM
Quotation
•Forecast
•MRP
•Wafer pur. plan
•Purchasing
PR
Sales
Production Plan
Purchase
Quotation
•Order taking
•Pricing
PO
Order to
production
Wafer Sort
Wafer
consume
ERP
Vendor
Final test
Assembly
Receive
Finish Goods
Transfer
Inventory
Pick/Pack
Ship
Customer
發料記錄
Invoice
Inventory
Documents
Validation
Billing
Invoice
Invoice
Invoice
Financial
Payment
•Fixed asset
• GL
• AR
• Budget/Cost
• AP
• Cash management
Payment
Internal Business Flow
WIP/ENG/Billing(ASSY/TK)
Finish Goods(ASSY)
Plant 1
Plant 2
ASEKH
- ASSY
Bumping
Order
ASSY
TEST
Turnkey
Package
$$$
WIP/ENG/Billing
Plant 9
Final Test
Wafer Sort
Wafer
ASEKH-TEST
Plant 1
Plant 2
Central OT
Central Planning
Finish Goods (TEST/Turnkey)
In Fab Planning
Manufacture
WIP/ENG/Billing(TEST)
Customer
Goal of ASE GRP Project
Business processes Included：
System To Be Implemented
•
•
ERP(Enterprise Resource
Planning)
•
SCM(Supply Chain Management)
•
Middleware (System Integration)
Ass’y & Test in KH site
Order Tacking
ASE
Group
Order fulfillment
Cost Down
Phase I
Ship
Ship
ASET
ASEK
Test
Ship
Ass’y
ASE-CL
Procurement
Procurement
Integration System
SCM System
Procurement
Test
Ship
Ass’y
ASE-China
Procurement
ERP System
Test
Ship
Ass’y
ASE-Korea
Procurement
Test
Ship
Ass’y
ASE- Malaysia
Procurement
Test
Ass’y
ASE- others
Procurement
Current IT Architecture
MES
PDM
HRS
Legacy
System
Notes(w/f)
ERP
IRS
Data
Center
Interface
Enterprise
Application
Integration
Middleware
MES
PEDB
HRS
Legacy
System
Notes(w/f)
TEST
Customer
Vendor
SCM
Integrated Customer Interface
Interface
Order taking and
MiddlewareExecution, MM, and
FI/CO
For CRP and
MRP
ASSY
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 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 and 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
 Phase 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 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/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 transaction message
Work Order Business Flow (Before)
WO Request Flow
WO Reply Flow
New WO Request
Work Order
Mail or
FAX
Mail or
FAX
Buyer
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
Create
Work Order
ERP
( SAP)
Customer Process
Transaction Process
ASE Process
Work Order Business Flow (Before)
WO Request Flow
WO Reply Flow
New WO Request
Spec.
WOs
Work Order
Mail or
FAX
Buyer
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
Create
Work Order
Manually
key in WO &
Spec. data
to system
Mail or
FAX
Planner
ERP
( SAP)
ERP
Customer Process
Transaction Process
ASE Process
Work Order Business Flow (Before)
WO Request Flow
WO Reply Flow
New WO Request
Spec.
WOs
Work Order
Mail or
FAX
Buyer
Manually
key in WO &
Spec. data
to system
Mail or
FAX
Investigate
can meet the
Order or not
Contact with ASE
for SOD & key in
system
Planner
Create
Work Order
Telephone
Follow up
the Work
Order
Telephone
Follow up
the Work
Order
Check the
WO status
ERP
( SAP)
Customer Process
衍生問題 :
- 溝通時間過長
Transaction Process
- 人為溝通造成達交率降低
- 雙方認定標準不同
ERP
ASE Process
Work Order Business Flow (Current)
WO 7B5 Flow
WO 7B6 Flow
A New WO Request
Create Work
Order
Firewall
Buyer
Firewall
Internet
Pip7B5
ERP ( SAP)
RosettaNet
Gateway
Customer Process
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
Transaction
Process
ASE Process
- 標準化規格溝通容易
( RosettaNet )
- 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 :
Create Work
- 減少流程中人為操作錯誤
Order
- 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
Firewall
Firewall
Buyer
- 減少人為錯誤判斷
New WO Notice
Internet
Confirm
SOD and
release to
production
line
Planner
Pip7B5
ERP
ERP ( SAP)
RosettaNet
Gateway
RosettaNet
Gateway
MES
Customer Process
Transaction Process
( RosettaNet )
ASE Process
Work Order Business Flow (Current)
WO 7B5 Flow
WO 7B6 Flow
A New WO Request
Issue to
WIP
according
to WO &
PDM
Reply WO
Create Work
Order
Buyer
Query WO reply by
vendor
解決問題 :
according to
SCM system
- 回覆資料直接進入系統
- 回覆登打資料錯誤減少
Firewall
Firewall
- 縮短資料覆核時間
Planner
New WO Notice
Internet
Pip7B5
Pip7B6
ERP
ERP ( SAP)
RosettaNet
Gateway
RosettaNet
Gateway
MES
Customer Process
Transaction Process
( RosettaNet )
ASE Process
ASE PO Process (Before)
PO Request Flow
PO Reply Flow
Send PO through Fax to
suppliers
A New
PO
Request
Supplier received PO
through Fax
PO
Purchasing Officer
creates PO in ERP
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
ERP
Vendors
ASE PO Process (Before)
PO Request Flow
PO Reply Flow
Send PO through Fax to
suppliers
A New
PO
Request
Supplier received PO
through Fax
PO
Purchasing Officer
creates PO in ERP
PO
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
Vendors
1. Entry the PO into system
2. Manually file the document
Manually files it
Sales Order System
/ Spreadsheet
ASE PO Process (Before)
PO Request Flow
PO Reply Flow
Send PO through Fax to
suppliers
A New
PO
Request
Supplier received PO
through Fax
PO
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
Purchasing Officer
creates PO in ERP
ERP
Purchasing Officer
follow-up with
suppliers manually
Reply the PO
confirmation
PO
1. Entry the PO into system
2. Manually file the document
Backend System
Review inventory
and confirm SOD
Supplier deliver goods
Vendors
Manually files it
Sales Order System
/ Spreadsheet
RN PO 3A4/7/8/9 with Vendors (Current)
RN PO Request Flow
RN PO Reply Flow
A New
PO
Request
Vendors
PO created in
customer’s ERP
Firewall
Firewall
PO
Internet
B2B Server
Transport,
Translate,
Map & Load
ERP
ASE Process
(Private Process)
3A4/8/9
PIP
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 Vendors Process
Transaction Process
- 大大減少資料溝通時間
(Private Process)
(RosettaNet)
- 標準化規格溝通容易
RN PO 3A4/7/8/9 with Vendors (Current)
RN PO Request Flow
RN PO Reply Flow
A New
PO
Request
PO
解決問題 :
- 減少流程中人為操作錯誤
Vendors
PO created in
- PO資料直接進入系統,無須人工介入
customer’s ERP
- 減少大量登打資料,人力節省
Firewall
Firewall
- 減少人為錯誤判斷
- 資料系統化
Internet
B2B Server
Transport,
Translate,
Map & Load
3A4/8/9
PIP
POs appear in
supplier’s ERP
System
3A4/8/9
Notification
Confirm
PO Data
B2B Server
Transport,
Translate,
Map & Load
ERP
ERP
ASE Process
(Private Process)
Transaction Process
(RosettaNet)
Vendors Process
(Private Process)
RN PO 3A4/7/8/9 with Vendors (Current)
RN PO Request Flow
RN PO Reply Flow
Supplier deliver goods
A New
PO
Request
PO created in
customer’s ERP
PO
解決問題 :
Vendors
- 回覆資料直接進入系統
- 回覆登打資料錯誤減少
Firewall
Firewall
- 減少人為判斷錯誤
3A7
Notification
Internet
B2B Server
Transport,
Translate,
Map & Load
3A4/8/9
PIP
POs appear in
supplier’s ERP
System
3A4/8/9
Notification
Confirm
PO Data
B2B Server
3A7
PIP
Transport,
Translate,
Map & Load
ERP
ERP
ASE Process
(Private Process)
Transaction Process
(RosettaNet)
Vendors Process
(Private Process)
RN PO 3A4/7/8/9 with Vendors (Current)
RN PO Request Flow
RN PO Reply Flow
Supplier deliver goods
A New
PO
Request
PO created in
customer’s ERP
PO
Firewall
Firewall
Internet
Transport,
Translate,
Map & Load
3A4/8/9
Notification
3A7
Notification
B2B Server
ERP
POs appear in
supplier’s ERP
System
Vendors
3A4/8/9
PIP
B2B Server
3A7
PIP
Transport,
Translate,
Map & Load
Touch-less, seam-less and trading partners
information in your own system
ASE Process
(Private Process)
Transaction Process
(RosettaNet)
Confirm
PO Data
ERP
Vendors Process
(Private Process)
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 Objective – 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
companies. 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 departments. This is expected to give the
company more finance and purchasing control.
System Dual
Customer
Vendors
ABR/MBR
PP
WIP Txn
Txn
Record
SAP
MM
SD
Biz
Talk
PP
BC
SHIP
D/N
Txn
Record
MM
SD
MES
System Dual in WIP Tracking
Subcon
Customer
W0
W0
T1
W1
.
.
.
Wi
T2
.
.
.
W1
.
.
.
Wi
Ti+1
Wi+1
Wi+1
W0 : Represent the WIP status at time=0.
T
: Represent the WIP transaction 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 project
 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 test
 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 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 Management Processes
External communication
Strategy
update
Define objectives,
Set targets,
Launch initiatives
Strategic Planning
Mid-term planning
B/S, I/S, Cash Flow
3-5 year
strategic planning
Cascade targets
to lower Bus.Units
Risk estimation
Strategy
analysis and
assessment
Evaluate
scenarios
Strategy and Business Management
Forecast
Measure
performance
Performance Management
Adjust operations
Business process
optimization
Detailled operational
planning
SEM and Business Analytics
External
communication
Strategic Enterprise Management
Strategy
Performance
Management Measurement
Business
Planning &
Simulation
Stakeholder
Business
Relationship
Consolidation
Management
 Manage strategy of Enterprise / Business Units (BU) to
create long-term value
 Manage performance of BU to improve short-term results
3-5 year
Strategic planning
CRM
Analytics
SCM
Analytics
PLM
Analytics
Strategic
Planning
Cascade targets
to lower Bus.Units
Strategy analysis
and assessment
Strategy & Business Mgmt.
HR
Analytics
 Adapt business operations based on results from Business
Analytics
 Optimize business processes across functions to improve
overall business performance
Mid-term planning
B/S, I/S, Cash Flow
Evaluate
scenarios
Risk
estimation
Business Analytics
Financial
Analytics
Strategy
update
Objectives,
Targets,
Initiatives
Forecast
Measure
performance
Performance Management
Adapt operations
Business process
optimization
Transactional processing (ERP, CRM, SCM, ...)
Suppliers
Customers
Detailled
operational
planning
business processes
Q&A
Thanks for your listening