The Role And Importance Of ESD Management System

The role of ESD management system is very important. Establishing a successful ESD management system is the key to reducing ESD damage to sensitive devices.

Electrostatic discharge (ELECTROSTATIC DISCHARGE ESD) can cause serious damage to the manufacturing process and operation of microelectronic devices and electronic products containing these devices. The miniaturization of electronic devices, the high speed of operating systems, and the use of factory automation technologies have made ESD control systems an important factor in the quality control and reliability assurance of ESD-sensitive devices.

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The establishment, implementation and management of a successful ESD system must systematically consider all aspects. It includes the entire process from product design to customer acceptance of the product. And, the system must be well managed and integrated into every aspect of the manufacturing process to be ultimately successful. In fact, a well-managed system is much more effective than a mere investment in hardware. The 12 key factors mentioned in this article form the basis for successful ESD management.

The first four factors illustrate the importance of good organization and empowerment for the early stages of system set-up and implementation, as well as for the long-term operation and improvement phases. These factors include: a documented implementation plan, management empowerment, a stable project leader (PROCESS OWNER), and a motivated leadership team.

The next five factors explain the basic tools of a project leader: pragmatic principles, a training system, an audit system, a test lab, and effective external communication. The last three factors: system planning, human-centered problem solving, and continuous improvement are important management principles that help the system operate effectively.

ESD program leaders must know the 12 key factors and understand what they mean. These factors should be followed and practiced when it comes to products and production lines containing sensitive equipment. Following these factors can lead to cost effectiveness and sustainable success.

This article is a basic introduction to these 12 key factors. We highlight them here in the hope that they will be remembered like a motto. While some of the factors are only briefly described in this article, each of them is very important. For a full and detailed discussion of them, please refer to the book "ESD System Management".

1. Effective implementation plans

???The success of an education system for sustainable development depends on its implementation. Without an effective implementation plan, even the most perfect system will fail. Therefore, it is very important to create an effective implementation plan. In addition, the plan must be in writing and efforts must be made to create a good environment for the creation of the plan: e.g., a self-directed team; a thorough understanding of all concepts at the beginning of the project. Ensure that all 12 factors are understood when implementing the plan. The details of the plan should also result in a written implementation plan. Also, responsibilities, deadlines and schedules should be clearly defined in the plan.

??Once the plan is completed, break down the implementation and checking of the plan into a series of smaller projects. In addition, the plan should include a timeline for the entire effort and ensure that suppliers, distributors, subcontractors, and original equipment manufacturers (ORIGINAL EQUIPMENT MANUFACTURERS) are included in the plan as the system is built. Because they are an extension of the overall system, they must perform in accordance with the system's requirements. In fact, when selecting these partners, their ESD procedures and packaging materials must first be validated.

There are 11 other factors to consider in the plan. Communicate with members of the ESD management team and survey the production floor, as shown in this article. Specific details of the plan should be included in the appropriate categories, such as management committee, test room, purchasing, automation equipment, etc. The person in charge should explain each detail, who will be responsible for each task of the project and when it will take place.

??By organizing and implementing the project in this way, the person in charge will have a broadened perspective and avoid getting tangled up in details due to personal tendencies. In addition, priority levels can be set more effectively, tasks can be assigned to the right people, and time can be managed according to the progress of the planned employees.

2. Management Authorization

??ESD controls extend throughout the company and its suppliers and subcontractors. Therefore, it is important to seek the support of all levels of management, especially senior management. It can create a collaborative mechanism to make the implementation of the program fast and effective. Otherwise, the implementation of the system will have insurmountable obstacles and may lead to eventual failure.

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Therefore, we must first actively seek authorization from management and then periodically validate to see if the system will operate successfully over time. A large plant organization may have as many as 200 or 300 managers of various functions and levels, while a smaller plant may have only 2-3 managers. Regardless, managers at all levels who are empowered to manage employees and resolve ESD issues are an important part of a successful ESD system. Without a clear and strong committee and senior management involvement, problems cannot be solved effectively over time. As long as senior management has confidence in the system, even the few lower and middle managers who previously resisted will turn out to support it.

??Once management authority has been established, the company's ESD protection program and problem-solving approach should be announced to all employees through signs and other means. And let this method of communication take place annually through management means. One important thing that can illustrate management authority is the budget for implementing training, procurement, auditing and other programs, which must include long-term financial support for program leaders.

3. Stable Project Leaders

A successful ESD system requires stability, which includes a stable, high-quality, professional leadership team. In the early days, the approach of having a full-time ESD staff was criticized. Later, it was also considered that in smaller companies, part-time ESD work was sufficient. However, in larger companies, the part-time approach to ESD does not allow ESD work to be done effectively. Full-time work is required for technology research, equipment procurement and selection, development of process manuals and operating instructions, establishment of training systems, and implementation of critical elements.

Difficulties in system implementation are often overlooked because few people understand ESD technology and the risks associated with ESD. ESD leaders must act as advisors on all ESD engineering issues while coordinating the implementation of the program. Implementing an effective ESD management system requires at least two years of dedicated effort from the ESD leader to reap the economic benefits.

4. An active leadership team

??A motivated ESD team can focus all efforts and solve problems more effectively. The management team is a key element, as a full-time project leader cannot implement and drive the system forward alone. In addition, the system has a lot of work and the issues involved are multifaceted.

??A working team that can share information and get help from experts and management is a valuable resource for the project leader. Such a team is an important part of communication and allows for a reasonable distribution of responsibilities.

5. Pragmatic Principles

??ESD control requirements must be implemented and documented because they form the basis of the entire program. All activities, procedures and supporting documentation are based on these two requirements.

??Of course, attention to training needs and the production of easily understood documentation are also important aspects of the principle of pragmatism. Proper implementation of program requirements depends on a thorough understanding of the requirements, so adequate documentation of these requirements is fundamental. In addition, the requirements of the system must be pragmatic in order to implement them.

Writing a manual allows the requirements to become text, and it can serve to train and generalize all employees. The information reflected in the manual should be an understandable statement of the ESD system. Based on this, training is conducted and audit forms are prepared to ensure that they are implemented and that employees work accordingly.

??While ESD requirements are broad and comprehensive, they must be pragmatic so that they can be easily followed; requirements must be written on a practical basis so that people do not make mistakes; procedures must be clearly explained, and human factors (see Factor X A) must be given priority before they can be implemented.

Supporting operating guidelines are written for use during process inspections, audits, and plant maintenance activities. These documents should also be easy to understand and pragmatic.

6. Targeted training

Clearly, training is also one of the key elements of successful ESD, and it is a primary consideration at all stages. The training system should be based on measurable objectives, and the measurement of objectives comes from the audit system. ESD program leaders should identify and define specific needs for training. The results of the audit can clearly indicate when training is needed, who needs training, what is being trained, and whether the training is successful.

7. Application of scientific method of review

??Auditing is the indispensable force behind a healthy system, and it is the key to the stable operation of a successful system. It forces the system to operate as required. A strong committee also often establishes a mechanism for continuous improvement through it. The four audit techniques listed below allow ESD program directors to manage the system scientifically and economically:

I. ESD system audits

II. internal audits

III. Statistical procedures

IV. Self-checking by staff

??The publication of audit reports will enable the managers and engineers of each department to improve the work of their department. It provides project leaders with the necessary tools to effectively manage and maintain the system. They can clarify the problem and then address it later.

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The selection of auditors and process inspectors is critical: they must be able to withstand the pressure of attention; they must find and report all non-conformities during the initial inspection. The purpose of the audit is to provide management with useful information and to take timely corrective action to protect sensitive equipment from ESD damage.

Sampling techniques, audits, and process inspections are valuable tools for verifying compliance with the requirements of ESD control procedures. These procedures must be written into manuals and operating instructions so that employees can follow the rules after training. The basic unit used for system check statistics is the non-conformance of the procedure.

For audits, the procedure becomes an issue and is compiled into a checklist for use. In addition to checklists, the audit system includes audit inspection teams, operating instructions, portable test kits, and software for preparing documents and processing data. The data collected is printed as trend charts or PARETO analysis sheets. Project leaders use these charts to show trends, identify and clarify issues, and report progress to management. In addition, audit reports are valuable training materials. The direct effect of the audit system is continuous improvement.

8. ESD detection tools

???Adequate testing capabilities are an important tool for ESD project leaders. These testing capabilities enable project leaders to scientifically assess all aspects of the system and its operational effectiveness through electrical measurements. For example, testing is an integral part of a process of activities such as audits, equipment and sensitive component procurement inspections, definition of technical requirements and procedures, incoming inspection of control products, resolution of production issues, training examples, failure analysis of components and systems, and pre-shipment inspection of products or systems.

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??Although some of the tests may be very complex, many of the tests recommended in this paper are basic. This is consistent with the pragmatic philosophy of the system. For example, the goal of standardization in the audit inspection process can be achieved by examining ESD control facilities. In fact, once this system is in place, all periodic pre-inspections performed by manufacturing process inspectors can be accomplished with a wristband tester. This concept can significantly reduce system maintenance costs, facilitate implementation, make testing easier, and simplify training.

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??The type of test equipment to be equipped depends on the company's budget, the size of the plant, and the testing objectives. A variety of test equipment and three types of test facilities should be built and available. These equipment and facilities include a field audit kit that fits into a toolbox, a test room that includes a portable test vehicle, and a failure model analysis (FMA) lab.

9. A communication system

??Effective communication is an extremely important and one of the most challenging elements in a successful ESD control system. Project leaders often realize the importance of having a communication system in place only after underestimating the difficulties and failures.

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??A healthy communication system must be in place at the beginning of a project and should be actively managed through all phases. Misunderstandings can affect that system. For example, in one instance, a quality auditor asked why a requirement had been revised three times in nine months. In fact, the requirement was issued three years ago; it had never changed, only the auditor himself mistakenly thought it was changing.

10. Comprehensive and systematic planning

??The different elements of the ESD control system constitute an integrated system that ultimately determines the success of the whole system. It is important to recognize that each element is part of the whole organism, not just the trees, but the forest. Changing any part of the system will affect the other elements. Likewise, the system must be changed to achieve the desired effect. Thus, comprehensive and systematic planning becomes the other side of the system. Project leaders should always understand and apply it in their management.

11. Humanize problem solving

??The ability of employees to implement ESD control procedures is an important part of solving ESD problems. Every rule that affects employees in the system must take into account all reasonable requests and interests of employees, and should also consider that personnel errors are inevitable. For example, if a facility is uncomfortable and not easy to use, employees will not want to implement it. In fact, failure to consider employee requests can lead to the collapse of the entire system. Dealing with problems in a humane way and considering employee requirements is a key element of ESD systems and a factor that tests every aspect of the system.

12. Continuous Improvement

??Continuous improvement of the above 11 factors is the foundation of a healthy ESD system. The effective implementation of these factors can create a low-input, high-output system, and the continuous improvement of these factors can maintain this effect. Many companies overlook the importance of this and control systems operate with enthusiasm, which eventually leads to systems that go to waste and complete failure. The result is that all the investment is wasted, with no recognition of quality improvement. Since there is no audit system to detect such defects, they are usually not easily detected.

??In contrast, the ultimate goal of an ESD control system is to satisfy customers through product and service improvements and cost reductions. Unlike having a fixed goal such as winning a race, continuous improvement is a goal-by-goal process with no end in sight.

As you move toward continuous improvement, it is important to identify fixed goals that are achievable. In the first five years, the first goal is to achieve zero deviation in the ESD control process. This measurable goal allows for prioritization so that the project leader is responsible for the most serious problems first, rather than directly for the secondary problems, and so on. It also provides a straightforward way to assess and report results.

However, identifying zero damage in the system does not mean that the project is successful or has been completed. Rather, the reporting of zero deviations is only a milestone in the success of the project. There is always room for improvement in a project. By ignoring continuous improvement, projects will settle for the status quo and move backward.

There are always better, more economical technologies and new ESD control products to evaluate, new solutions to consider, and better training skills to implement, all while the number of ESD-damaged sensitive devices increases. It is critical to keep the technology up to date.