Precision in a Live Fab: Expanding Capacity Through Coordinated Tool Moves
Article Summary
Mortenson and Polar Semiconductor expanded fab capacity within an active cleanroom by executing over 300 coordinated tool moves without disrupting production. Through integrated scheduling, phased construction, and real-time planning, the team optimized labor, minimized risk, and ensured continuous operations while building Polar’s long-term capability to manage future tool installations independently.
A Strategic Approach to to Tool Moves and Capacity Growth
Upgrading an active semiconductor fab isn’t just complex – it’s like playing five chess games at once. Every move must be deliberate, coordinated, and executed without interrupting production. Over the past three years, Mortenson has partnered with Polar Semiconductor to expand production capacity, integrate new tools, and improve product flow across a fully operational campus – all while maintaining ongoing production.
As new cleanroom spaces and critical upgrades came online, Mortenson's Advanced Manufacturing team worked alongside Polar to develop an integrated tool move strategy. This approach aligned tool movement, installation, and commissioning with procurement timelines, construction progress, available craft labor, and production demands. By integrating tool moves directly into the project schedule, the team reduced risk, minimized disruption, and protected product quality – ensuring construction progress stayed aligned with operational goals.
The “Tools” Behind the Process
Mortenson executed over 300 tool moves in the active fab, requiring a disciplined, repeatable workflow—from decommissioning and decontamination through relocation, installation, utility integration, testing, and commissioning. The sequence of these activities was carefully planned to maintain continuous operations while maximizing efficiency within each production day.
A phased turnover approach was implemented that aligned construction, piping, and tool installation while addressing skilled labor constraints. Pipefitters were the most critical trade, with demand exceeding available workforce across the Twin Cities. Early schedule modeling revealed significant spikes, prompting two key strategies:
- Phased piping with cleanroom turnover: Piping work began ahead of full cleanroom completion, with final connections timed to align final tool installation – reducing delays and smoothing labor demand.
- Tool prioritization and prefabrication: Work was sequenced based on installation complexity, commissioning duration, and production impact. Prefabrication allowed utility systems to be prepared in advance, reducing dependence on constrained labor during peak periods.
These strategies leveled workforce demand, improved predictability, and maintained installation momentum.
Real-Time Coordination to Maintain Progress
Mortenson integrated pull planning, lookahead scheduling, and collaborative planning sessions across all user groups into a single, coordinated schedule. Supported by weekly "all-discipline" coordination meetings, six-week lookahead schedules, and daily “plan-of-the-day” sessions, the team was able to anticipate constraints, balance limited resources, and adjust sequencing in real time—ensuring each tool move happens safely, efficiently, and at the right moment. This approach ensured each tool move occurred safely, efficiently, and at the right time – critical in an environment where delays can impact the entire operation.
Delivering Results While Building Ownership
Beyond delivering results, the project was intentionally structured to build long-term ownership within Polar’s team. Mortenson implemented a phased transition to gradually transfer planning tools, processes, and leadership responsibilities.
Once Polar’s readiness was confirmed, Mortenson spent several weeks validating and supporting the handoff. Today, Polar is independently managing tool moves with a scalable scheduling model and trained internal leaders.