COMPLETED RESEARCH
PRE-PROJECT PLANNING for Clean Manufacturing Facility
Projects in the Micro-electronics Industry
by
Jenny Guo
ABSTRACT
A clean manufacturing facility is a complex system incorporating the building, supporting facilities and process tools. In addition to their aggressive schedules and real budget limits, these projects always have a fast track nature and a high degree of uncertainty. According to CII research, pre-project planning is positively correlated with the success of capital facility projects. This research was conducted to analyze how the unique nature of clean manufacturing facility projects influences their Pre-Project Planning (PPP) process. The specific objectives in this research were:
To compare the PPP process for capital facility projects with that for clean manufacturing facility projects in the micro-electronics industry,
To analyze the nature and planning needs of clean manufacturing facility projects,
To define the PPP process for these projects,
To identify functional components and information flow of PPP for these projects,
To generalize the effects of PPP on project cost and schedule performance,
To establish a framework for the PPP procedure for these projects.
Based on the research findings from the survey of sixteen clean manufacturing facility projects, six major conclusions from the research objectives were drawn.
The Pre-Project Planning (PPP) process for clean manufacturing facility projects and that for capital facility projects has both differences and similarities. Clean manufacturing facility projects can adopt two PPP scenarios: CPpA (Concept development, Pre-project planning, Authorization) and CAPp (Concept development, Authorization, Pre-project planning), while capital facility projects usually have only one PPP scenario, which is CPpA. Although the PPP process is integrated into the project life cycle differently in CPpA and CAPp, the content of PPP (the sub-processes, functions and sequence) in both scenarios is similar.
The particular nature and planning needs of clean manufacturing facility projects are embodied in four aspects: a fast-track project delivery approach, a design-build contracting approach, schedule and cost pressure, and a high degree of uncertainty.
The PPP process for clean manufacturing facility projects is defined as the development of sufficient strategic information, based on understanding owners' needs, to establish project scope, to address risks and limitations, to achieve consensus on quality, cost, schedule, and the project execution approach among project team players, in order to obtain or justify the owner's commitment of resources and to maximize the chance for a successful project.
The functional components and information flow of PPP for clean manufacturing facility projects are similar to those for capital facility projects. Clean manufacturing facility projects can have either four sub-processes (in CPpA) or three sub-processes (in CAPp) for pre-project planning.
Because of lack of an objective measure of the PPP effort, no conclusions could be obtained on the effects of PPP on the cost and schedule performance of these projects.
Two types of frameworks can apply to the PPP procedure of clean manufacturing facility projects. For projects adopting CPpA, the CII model very well represents their procedure, while a new framework was established reflecting a different PPP procedure for projects utilizing CAPp.
Since this research was designed to gain an understanding of the current thinking about PPP by players involved in clean manufacturing facility projects, and a small sample size was used due to the time and cost constraints, an in-depth statistical investigation of the PPP process was not accomplished. However, some recommendations concerning good pre-project planning practices for clean manufacturing facility projects were made from the research findings.
An effective PPP process should originate with understanding the owner's needs and goals.
A strong team approach needs to be adopted during the early stage of the PPP process, and the PPP team should be supported by the owner both in time and with finances.
The PPP process should be standardized and formalized so that discrete sub-processes and functions can be identified and controlled in a structured manner during the project phases.
Better education and training of all project participants can help them understand the PPP process and prepare them to implement PPP more effectively.
Due to the complex nature of clean manufacturing facility projects, project participants from more disciplines and lower levels should also be involved in the PPP process to provide their valuable input in addition to the three major project players from higher management levels.
Considering the rapid changes in process and technology, the owner should allow the A/E to incorporate more flexibility in the facility design. The plan developed in the PPP stage should not only provide more generic solutions to satisfy the requirement of future products, but also address decision options if future changes go beyond boundaries of the original plan.
