DRAM產業新廠建置之工作設計研究-以A公司為例

Abstract

本研究目的在探討半導體DRAM製造廠新建時，分析工作設計二十二個維度與關鍵事件中所獲得的關係，並在研究中指出影響DRAM製造廠新建的重要因素，透過關鍵事件法，了解建廠初期生產設備的安裝到良率產出時程縮短的影響因素。其中個案公司的關鍵事件為導入新形態的生產設備快速安裝施工法(5D Hookup installation)，了解專案任務中各工作特徵的關係與員工行為感受的程度，包含任務特徵中技能多樣性、完整性、重要性、自由性與回饋；知識特徵中工作複雜度、解決問題、技術多樣性與專業化；社會特徵中社會關係、社會關懷、相互依賴程度與他人回饋；脈絡特徵中人體工學、體能需求、工作環境以及設備使用，進而影響增強工作動機(學習新模型)、工作績效(縮短裝機時程)、高滿意度(使工作內容簡單化)。 結果顯示高度複雜的工作在初期施行前，導入工作設計的重要性以及分析各維度可幫助與改善專案任務推行的進程和困難的克服；在研究過程中，也發現在DRAM製造廠導入工作設計時，好的專案策略、決策、規劃、領導，會產生員工高的行為感受，本研究中二十二個工作特徵維度有高達68.2%的高程度行為感受，也顯示有6.8%的低程度行為感受，而降低其低程度行為感受，將引領專案任務進行，使員工心理素質上感覺工作更有意義、覺得工作負有責任以及感受到實際的工作成果。本研究依據的工作特徵透過關鍵事件提出分析與探討可行之建議，期待能對產業界的施行有實質的建議與貢獻。最後，對未來研究建議與避免執行上的錯誤於文末有詳細討論說明。The purpose of this study is to explore the job design for the implementation process of building new plant in DRAM industry. By applying the twenty-two dimensions of the job design and analyzing its relationships with the key events in the case studies, we point out the important factors for the new DRAM plant building. Based on the critical incident technique, we want to understand the factors that shortening the time of production from the beginning of the production equipment construction to the output of yield. The critical incident of our case study company is to import the 5D hookup installation project, and to understand the relationships between different project’s job characteristics as well as the employees’ feelings for their subsequent behavior of different tasks. The job characteristics of executing 5D hookup installation include task characteristics, knowledge characteristics, social characteristics and contextual characteristics. Our results show that for high complexity task, prior to initial implementation importing the importance of job design and analyzing the job dimensions can improve the progress of conducting the project and overcome the corresponding difficulties. During our research process, we also found that when importing the job design for new plant implementation of DRAM industry, good project strategy, decision, planning and leadership can result in high feelings for employees’ subsequent behavior. In our research, we found that there are up to 68% of high degree of behavior feelings in twenty-two job characteristics, and there are 6.8% of low degree behavior feelings. By reducing the degree of employees’ low behavioral feelings, we can lead the project more smoothly, and make the employees feel that their jobs are more meaningful, be more responsible for the jobs, as well as experience the real outputs of the jobs. This research presents some analysis according to critical incident techniques and explores some feasible advice based on job characteristics. We hope to make some practical recommendations and contributions for the implementation in the industry. Lastly, we also provide some suggestions for future amendments to this research and elaborate some points for avoiding making execution mistakes at the end of this research.