Earticle

The world is witnessing a stiffer competition in semiconductor industry. With each company looking to establish dominance in market, it has become important to build a semiconductor factory as fast as possible. The current technique adopted at site is 'Fast-Track', which is most common and helps shorten the construction period. However, this fast-track method results in an increase in cost from changes at the request of the owner and the interference demanded by a number of minor issues occurring at site, unlike the conventional method. In this study, factors to fast-track technique are defined and questionnaire on project's stakeholders is conducted, of which the result is statistically evaluated to give each factor a quantitative and influential weight. This study shows that fast track technique enables a semi-conductor construction to be completed on schedule and within budget, proving that project management by fast-track technique is reasonable and efficient.

In the era of the Fourth Industrial Revolution, where manufacturing contributes to 30% of the GDP, innovation in the manufacturing sector is essential for improving companies' competitiveness. This is particularly crucial in countries like South Korea, where over 90% of the manufacturing industry is comprised of small and medium-sized enterprises (SMEs). Smart factory implementation is no longer a choice but a necessity to achieve enhanced competitiveness in the Korean industrial landscape. Operating smart factories in the manufacturing sector can revolutionize the overall production system through advanced technologies, significantly improving companies' competitiveness. This research aims to analyze real cases of smart factory implementation in SMEs to study the outcomes of government support programs. By considering the financial, technological, and internal capabilities of SMEs, it is essential to assess the effectiveness of the support programs and evaluate the level of implementation achieved. Understanding the definition of smart factories and the different levels of government support programs (Levels 1-5) is crucial in this study, along with analyzing practical cases of support program utilization. The research seeks to draw conclusions and propose future directions for smart factory support programs based on the findings from the analysis.

A project is a ‘temporary effort to produce a unique product, service, or result’, and is characterized by a ‘temporary nature’ that is not permanent and has a fixed beginning and end. Closure of a project occurs when one or more of the following cases are met: The first is the achievement of the project goal, the second is the situation in which the goal is not achieved or impossible to achieve, the third is the situation where the raised funds are exhausted or no longer can be allocated to the project, the fourth is the disappearance of the need for the project, and the fifth is the lack of human or It is a situation in which material resources cannot be mobilized, and the sixth is a situation in which the project is terminated due to legal reasons or convenience. Projects put a lot of effort into delivering deliverables to the customer, and are characterized by 'uniqueness' and 'temporality' that must be completed within a set period of time. Because of the unique nature of a project, it is important to keep a detailed record of its progress. In particular, the construction industry is an industry in which experience is considered important, and when the manpower who carried out the existing project leaves, the experience is inevitably cut off. Therefore, the construction industry, which is characterized by its uniqueness, needs systematic accumulation and management of various lessons learned in the construction process. It is necessary to think about countermeasures. Therefore, this study suggests specific solutions based on the contents identified through a survey of EPC construction workers.