Prioritisation on 5S activities for a semiconductor wafer fabrication: an empirical study

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Semiconductor wafer fabrication (FAB) is recognized as one of the most complex manufacturing systems. A newly built FAB has to pass various audits from its customer before the customer's wafers are initially produced. 5S audit is one of them. In order to comply with customer (auditor) expectations toward 5S practice, this paper assists wafer fabrication managers in allocating the limited resources to places that are valued most by their customer. The paper aims to discuss these issues. Design/methodology/approach -This paper applied Yang's refined Kano model to Ho's 5S checklist to prioritise these checkpoints for a FAB. An empirical study based on Ho's 5S checklist from experienced internal auditors (respondents) to prioritise 5S activities was explored to justify its feasibility for a FAB and importance-satisfaction for customer. Findings -An empirical study in a case FAB demonstrated how the refined model prioritised 5S activities based on Ho's 5S checklist. The result of this study further showed that quality attributes possess different identities, which could offer management more framable scopes to implement 5S practice and sustain 5S scene management. Research limitations/implications -Since this empirical study was focused on a 300-mm wafer fabrication company, the results and findings may not generally explain other wafer-size fabrications. Practical implications -This study was applied to a real-world case of a newly built 300-mm semiconductor fabrication in Taiwan. It is a straightforward bridge to link a methodology in a practical manner to disseminate information to both researchers and practitioners. Originality/value -From the adoption of the refined Kano model, specific required check points for 5S practice are transformed from subjective, conceptual and linguistic practice to be identified, quantified and prioritised for semiconductor wafer fabrication under resources constraints to cater customer's 5S expectations and to generate more attention in building-up a much more robust scene management. This paper provided a systemic way to prioritise 5S activities for a semiconductor wafer fabrication.

Percepção De Trabalhadores Sobre O Programa 5s

“…O programa de qualidade 5S coopera com o trabalho em equipe, enriquece o controle da produção, manutenção e auxilia a compreensão de uma sequência de atividades com o objetivo de eliminar perdas que contribuem com erros, defeitos e até mesmo acidentes de trabalho (RENO; DINIZ, 2009;CHANG;CHENG, 2014).…”

The Application of 5S's Workplace Organization at an Egyptian Flexible Packaging Factory

“…Workplace organization, or the 5S's, refers to a set of sequential activities designed to improve efficiency, strengthen maintenance, and to promote continuous improvement. The sequential 5S activities are regularly as following (Chang, and Chen, 2014;Jaca, et.al. 2014); sorting, setting in order, sweeping, standardizing, sustaining, and safety.…”

“…2017). S2 Setting in Order (Orderliness), The key activities in S2 include arranging needed items so they are easy to find, labeling items so the storage sites are easily understood, and implementing visual control (Chang, and Chen, 2014). In other words, a place for everything (Ramlan, et.…”

“…Arranging items in the right place will make fixtures, tools, and other sources identifiable, obvious and simple to handle (Dudek-Burlikowska, 2006). S3 Sweeping and Shining (Cleanliness), The third "S" directs the cleaning activities in the organization, include removal of dirt, grime, and dust from the workplace, and always keeping everything swept and clean (Chang, and Chen, 2014). On the other hand, daily cleanliness has to be done to have a normal work area, which more suitable and harmless workplace is ensured when the third S is implemented (Randhawa, and Ahuja, 2017), which a clean and organized work area itself acts as a motivation factor for the operators and workers that like work in a clean and good environment which boosts up their confidence (Dudek-Burlikowska, 2006).…”

“…2016). S5 -Sustaining, The key activity for 5 th S is making a practice of suitably maintaining right methods and continuously improving workplace conditions (Chang, and Chen, 2014). This activity is required in order for the organization to sustain the additions, which is considered to be substantial to achieve.…”