产能规划管理是企业管理的一部分，通过确定由资本密集型资源，如设备、工具、 设施和总体劳动力规模等综合形成的总体生产能力，从而为实现企业的长期竞争战略提 供有力的支持。产能规划所确定的生产能力对企业的市场反应速度、成本结构、产品配 置都会产生重大影响。 I公司大连工厂目前正处于从生产处理器芯片到3D NAND存储器芯片转型过程中， 为了抓住快速增长的市场机遇，工厂必须为制定更有效的产能规划管理体系和可操作的 产能规划管控方法。 I公司所处的半导体产业是典型的资本集中型企业，设备在产能规划投资中，占据 重要比重和地位。本文利用案例分析法、文献研究法并围绕I公司大连工厂产能规划工 作现状，以提高设备产能效率为目标，从组织结构、管控流程、信息共享、设备效率四 方面分析了存在的问题。针对上述问题，提出如下改进措施：（1）依托合理的组织结构， 全程参与产能规划过程，优化工厂内复杂的业务流程、生产系统；（2）依托有效的产能 损失处理流程，识别并优化业务过程中不产生价值的业务流程，减少或消除生产运营工 作中对于时间、资本、生产材料、人力及机器资源的浪费，实现计划产能与实际产能的 匹配；（3）以产能规划管控过程中信息共享和集成为核心，通过对人力、知识、信息、 设备、材料等核心资源应用能力信息感知，实现产能规划管控过程系统集成，提升管控 精准度和效率；（4）以设备效率管控为核心，基于产能规划专业系统，预测和管理设备 产能结果，提升产出的同时降低成本。 通过一系列措施，我们提高了大连工厂在集团整体发展战略中的参与程度和发言权， 有效降低了计划产能和实际产能间的损失，支持和保障了公司产品升级转型过程的精准 管理。 关键词：半导体制造；流程优化；产能规划 - II - Research on Capacity Planning Management Improvement for I Semiconductor Abstract Capacity planning and management is a part of business management, it’s to provide a methodology to determine the capital intensive resources, such as equipment, tools, facilities and the overall labor force which formed the overall production capacity, so as to provide powerful support for the enterprise's long-term competitive strategy. The capacity which determined by capacity planning will have a significant impact on the market reaction rate, cost structure and product configuration of the enterprise. I company Dalian factory is currently in a transition period from producing processor wafer to 3D NAND memory wafer, in order to seize the rapid growth of market opportunities, the factory must develop more advanced and scientific capacity planning management system . The semiconductor industry in which I Company is located is a typical capital-intensive enterprise. Equipment plays an important role and position in capacity planning investment. This paper focuses on the status quo of capacity planning management of Dalian company I, and aims to improve the efficiency of equipment capacity. It analyzes the existing problems from four aspects: organizational structure, control process, information sharing and equipment efficiency. In response to the above problems, the following improvement measures are proposed: (1) optimize the organizational structure, emphasize the whole process of participating in the capacity planning process, and optimize the complex business processes and production systems in the factory;(2) to match the planned capacity with the actual capacity, design an effective capacity loss processing process to identify and optimize business processes that do not generate value ;(3) With capacity planning control process of information sharing and integration as the core, through information on core resources proficiency manpower, knowledge, information, equipment, materials and other perception, achieve production planning management and control process system integration, improve control accuracy and efficiency;(4) based on equipment efficiency control, use capacity planning system to increase output while reduce costs. Through a series of measures, we have increased the participation and voice of the Dalian Fab in the overall development strategy of the Group and closed the gap between MOR and POR, and supporting and ensure the precise management of the company's product upgrade process. Key Words: Semiconductor Manufacturing; Process Improvement; Capacity Planning - III - 目录 摘要 ..................................................................................................................................... I Abstract .............................................................................................................................. II 1 绪论 ................................................................................................................................ 1 研究研研1.1 .............................................................................................................. 1 研究目的和研研1.2 .................................................................................................. 2 研究方法1.3 .............................................................................................................. 2 1.4 研究内研 .............................................................................................................. 3 2 相关理论综述 ................................................................................................................ 6 2.1 产能规划管理理论 .............................................................................................. 6 2.1.1 产能规划基本概念 .................................................................................. 6 2.1.2 产能规划流程 .......................................................................................... 6 2.1.3 产能规划的分类 ...................................................................................... 7 流程管理理论2.2 ...................................................................................................... 9 2.2.1 流程的概念 .............................................................................................. 9 2.2.2 流程再造和流程优化 .............................................................................. 9 3 I公司产能规划管理现状分析 .................................................................................... 11 公司概公3.1 ............................................................................................................ 11 3.1.1 公司基本情公介绍 ................................................................................ 11 3.1.2 I公司大连工厂组织架构 ....................................................................... 11 3.2 I公司产能规划管理现状 ................................................................................... 12 3.2.1 I产能规划涉及的主要产品及工艺介绍 ............................................... 13 3.2.2 I产能规划相关的经营形势分析 ........................................................... 15 3.2.3 产能规划管理业务流程 ........................................................................ 17 3.2.4 产能规划管理的难点 ............................................................................ 20 产能规划管理中存在的问题3.3 ............................................................................ 21 3.3.1 缺乏全员参与的组织结构 .................................................................... 21 3.3.2 缺乏权责清晰的产能损失处置流程 .................................................... 22 3.3.3 缺乏与车间、设备管理的信息共享 .................................................... 23 3.3.4 缺乏设备运行监控体系和计划驱动的设备维护模式 ........................ 24 4 I公司产能规划管理改进方案 ..................................................................................... 26 产能规划管理工作组织架构设计4.1 .................................................................... 26 4.1.1 加快建设短平快的工作组织结构和决策模式 .................................... 26 - IV - 4.1.2 产能规划管理工作业务流程改进 ........................................................ 27 4.2 产能损失处置业务流程改进 ............................................................................ 28 4.2.1 产能损失处置多方协同流程 ................................................................ 28 4.2.2 产能损失处置业务处理流程与知识库构建 ..............