| Summary: | 碩士 === 國立成功大學 === 工學院工程管理專班 === 93 === The government has been aggressively deployed the plan “Two million million and Two star industry development plan” which is one of the “Challenge 2008 – National Key development plan”. The Two Million Million industries been identified as Semiconductor and Optical Display. For large size TFT-LCD industry, Taiwan has been the third position in the world, only behind Korea and Japan. Even more, Taiwan is expected to exceed South Korea by year 2006 to become the largest supplier of TFT-LCD world wide.
The TFT-LCD panel makers had a very difficult time in 2001. However, after the pricing dropped, that has drive very strong demand in 2002 and become the market shortage. The panel makers start their capacity expansion projects and funding for production lines of Gen5 LCD panel aggressively. As the economical scale concern, the makers can only make profit through continuously cost down and expand the scale.
This thesis therefore studies how to apply the D-M-A-I-C, 6-sigma steps and statistical approaches to improve the overall process, supply chain, and linkage with the cost effect, to increase effectiveness, performance, efficiency, throughput; even more to increase the competitive advantage for the organization. The case studies one TFT-LCD substrate manufacturer located at Tainan Science Industry Park which is committed to deploy the 6-sigma projects in its organization. Through the 6-sigma knowledge and skills, and align with company’s objectives, the company apply systematic and methodology to improve process and reduce variation, to drive the most potential for the organization with the shortest time to achieve the goals of improving Gen5 substrate throughput; further more, the achievement can be evaluated by financial indicator.
The results have showed that by applying “6-sigma DMAIC quality management model”, can significantly improve TFT-LCD substrate throughput. The conclusions are being drawn in this thesis as following:
1.The throughput of Gen5 substrate has been improved by deploying 6-sigma management system.
2.The combination of operation factor in production lines have been improved, and the machine down time has been reduced, the capacity as been increased by deploying 6-sigma quality management system.
3.There must be a permanent organization for 6-sigma and performance tracking system in place in the organization to ensure sustainable results, and to let employee live with quality as part of their life.
4.6-sigma is not only a tool or activity for improvement, but also a philosophy and culture for the organization. By using project, data base oriented approaches to help employee having the abilities of finding and solving problems, and build up a continuous improvement culture.
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