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Managed Services for Semiconductor Manufacturers December 3, 2007

Posted by Mike Lazich in Business.
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The Serus Managed Operations Services program provides outsourcing services for managing enterprise solutions and processes involved in semiconductor manufacturing operations.  This document describes the services that Serus can provide to manage such solutions. (more…)


Best Practices for Fabless Semiconductor Firms – Part II November 6, 2007

Posted by Jeff in Business.
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In Part I, we began with a definition of best practices, and looked at specific best practices within the operations group of a fabless semiconductor firm.  Much of this material is based on publications within the industry by the Global Semiconductor Alliance (GSA) (formerly FSA).

When to have a Foundry Manager in a Fabless Company

Within a traditional semiconductor organization, the foundry manager is responsible for all activities within the foundry, including production, inbound and outbound shipments, procurement, technology selection, and operations.  It would seem that in a fabless company, there is no such requirement.

However, many fabless companies do have such a role.  Splitting foundry management from operations management is an important practice in a number of conditions.  A member of our Customer Advisory Board described some of conditions upon which this becomes a best practice:

  • when there are multiple fabrication technologies being used
  • when there are multiple fabs being used
  • when there is complex mixture of products (more…)

Best Practices for Fabless Semiconductor Firms – Part I October 30, 2007

Posted by Jeff in Business.
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Best Practices are those methods, processes, activities, or techniques that have been found to be most effective at generating a desired outcome.  By implementing best practices, an organization may operate more effectively.  With best practices, over time and across an organization, the results can be substantial, with both improvements in execution and reduction in training.

Best practices are typically determined by review and analysis, and often with aspects of trial and error experimentation.  The steps can be broken down as follows:

  • Assessment of current practices
  • Applying quantitative benchmarks to the measurement of practices
  • Analysis of costs and benefits of practices
  • Selection of the best practice and revision of the current practice

We should note, however, that best practices are under constant review and revision.  Changes in technologies or markets can have a major impact and allow new practices to be developed that are more effective.  Specific areas of change within the semiconductor industry include:

  • Wafer size
  • Automation level
  • Outsourcing
  • Technology