以力晶半導體為例，探討DRAM兼營FOUNDRY之經營模式

Abstract

本研究乃在於先從全世界IC產業開始研台灣IC產業並比較FOUNDRY、DRAM產業之特性及探討兩者經營的困難及解決之道。 本研究主要在探討力晶半導體兼營記憶體與代工之各層面影響，採”經驗者訪談”之方式深入探討力晶各功能單位在由單純DRAM轉型代工所遇困難，並思解決之道，本研究歸納下述幾點結論與建議。 1.本研究提出召開策略目標管理workshop、成立兩個B.U、實施平衡計分卡、建立efoundry及BPR、尋求技術策略聯盟、外聘專才內訓菁英、建立KM、elearning平台、建立六標準差模式、實施客戶滿意度調查等建議使力晶在短時間能畢竟其功。 2.本研究亦建議力晶繼續維持與三菱為班底之RENESAS公司保持技術合作緊密關係並尋求其他非記憶體技術大廠作為策略聯盟對象。 3.後續研究可繼續追蹤力晶公司及其他面臨相同須轉型公司如南亞、茂德等相關案例以探討其可能帶來的企業價值。

This study is to view the challenge from PSC’s various function dimension that switch from pure DRAM to both FOUNDRY & DRAM, and come up with the following conclusion & suggestion. 1.This study proposed to hold strategic MBO workshop、set up two B.U, Implement Balanced Score Card, build efoundry & BPR, looking for technical alliance, hire & developed Key Professional Staff, set up KM & elearning platform, set up 6σ way model、perform customer statisfaction survey to assure the switch to be successful. 2.This study also suggest to maintain good relation with RENESAS to keep technology sharing resource, further more to have another strategical, alliance with world class non-memory company. 3.The study also indicates that future studies may follow up PSC’s result as well as Vanguard, NANYA with old 8” fab to study how this “both model” can create the enterprise value.