Abstract
The decision making procedures in evaluation and purchasing of production tool in semiconductor manufactory companies and foundry companies in Taiwan are the key subjects studied in this dissertation. Especially, the influences of the progressive evolution of those companies’s organization on tool purchasing decision flow are well discussed.In the early growing stage of 90s, most semiconductor companies had only one or two factories to process wafers. Single fab’s engineers carried out the evaluation of different vendor’s production tools. And, the final decision of tool purchasing was entirely made by one single fab based on individual its technical requirement. There were no needs to make any comparisons between different fab’s tool types.Technical boards were set up in late 90s when semiconductor manufacture companies became mature and had more fabs. The role of technical board mostly focused on integrating different fabs’ resources and knowledge sharing. Technical board, not a single fab, defines most purchasing specifications and technology specifications,. The advantages of the change are shortening the experience learning curves, knowledge sharing on the same tool type and more effective power to get vendor’s support and management. Generally speaking, it is very difficult to standardize all tools’ specification by technical board because the difference of process technical constraints and customer requirements in each Fab.As 6~7 years goes by, the function and organization of technical board do not have much progress with the new development in 300 mm technology and mature process 200 mm technology. It is very danger to this organization because of its passive activities and little knowledge support from each fabs. Such an organization will be closed if we ignore that issues and do not have any improvement plans. Therefore, what we have to do is to help the member of technical board to strengthen their capabilities and technical skills on latest technologies.