Capital and technology-intensive semiconductor industry have attracted a lot of fund and talent's input. It also demonstrated the admirable high growing rate in the past. The semiconductor industry becomes so attractive and more competitors come to get involved. At the result, the environment of competition becomes severe. The chip makers in such industry's environment, in order to strengthen one's own competitiveness, must take every care to improve the good yield and reduce the manufacturing cost.
In order to avoid the loss of small line width products during production, that is caused by unexpected conditions. Chip makers must put into suitable resources, including manpower and software and hardware equipment for having high yield and yield stability. The complexity of technology for chip making is getting worse when the process in going to nanometer era. How to utilize knowledge to transfer effectively in organization and facilitate the use of knowledge, become one of the most important thing that managers should do.
A case study of a semiconductor company reveals the problem of transferring knowledge between engineers who are working for process defect reduction.
The main result of this thesis is as follows:
1.It is easy for members to form a cross-department lateral linkage in a simple organization. The organization creates a openness environment for knowledge transfer and provide technical training for new comers.
2.As the semiconductor thchnique changed so fast that suitable mentor-apprentice operation can strengthen the technical knowledge of new members. But they are not able to transfer the important tacit knowledge which is embedded in person. The knowledge is the key element for achieving the goal of organization.
3.Establish trans-departmental and cooperative partnership, even in the institutional framework of high organization; make members to break through the boundary of organization with linking all members together. That can make whole organization move through success circle for goal.
At the last paragraph, I come out with my opinions on how to build cross-functional partnership, which need start from individual social skill and establish operational procedures, to develop the network among functional groups and achieve organizational goal effectively.
|27 July 2007
|S. C. Fang, Stephen D. Tsai, Ming-rea Kao, Ching-fang Lee
|NSYSU Electronic Thesis and Dissertation Archive
|not_available, Copyright information available at source archive
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