受到 COVID-19 疫情及外部因素衝擊，IC測試行業工廠面對不穩定的訂單需求，人力管控成為一大挑戰，如何減少生產人力成為轉型的重要方向。本文透過繪製現狀價值流程圖 Current Value Stream Mapping , (VSM) 找出非價值生產前置時間與瓶頸點，針對流程的瓶頸點，藉由投入端特性要因圖 Fishbone Diagram (人員、機器、材料、方法) 的分析找出問題真因，再搭配戴明循環 PDCA Cycle列出 (對策、實施、追蹤效果、處置) ，最後產出各項管理指標 (品質、成本、交期、安全) ；繪製未來價值流程圖 Future Value Stream Mapping，藉由系統改善對策檢視工序作業改善後的工程流、資訊流、物料流，縮短瓶頸工序的前置時間。
本研究以 K 公司的 IC 測試FT製程為對象，藉由生產5個系統整合來進行流程優化改善，以產出端Quality (品質) 、Cost (成本) 、Deliver (交期) 、Safety (安全) 檢視效益，品質客訴程式錯誤為0件；節省13個技術員的人力成本以及紙張年成本節省19.3萬；交期降低生產前置時間幅度28.67% 以及Process cycle efficiency 上升幅度 0.47%；安全管控資料的遺失0件。

The IC testing industry has been significantly impacted by the pandemic and other external factors, resulting in unstable order demand and substantial challenges in manpower management. Reducing manpower requirements has become a critical factor in transformation.
This study identifies the non-value-added production lead time and bottleneck points by drawing the current value stream mapping. Using a Fishbone Diagram to analyze bottlenecks (people, machines, materials, and methods), this study identifies the root causes of problems. Then, using the Deming Cycle, countermeasures are listed along with implementation steps, effect tracking, and handling procedures.
This process leads to the development of key management indicators, including quality, cost, delivery, and safety. By developing a future-state value stream map, this study evaluates enhancements in workflow, information flow, and material flow, significantly reducing bottleneck lead times. This study focuses on the IC testing FT process at K Company, and optimizes the process through the integration of five production systems to inspect the output in terms of quality, cost, delivery, and safety.

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