No make-up workdays required

1. The benefits available at headquarters are not provided at the factory.

2. During interviews, HR makes misleading claims about 20 months of compensation.

3. The company is actually quite competitive, but certain people have made things chaotic. The production defect rate is extremely high, and human errors keep occurring. Supervisors brush them off by saying, “Please be patient with the newcomers,” while the repair department has to make up the capacity for a pile of defective products.

4. Materials management is also a joke. A lot of defects require special-material production, while incoming inspection only measures length, width, and height. Many people do not even know what a micrometer is, and sometimes incoming-material problems have to be handled by engineering.

5. PMs often grab the buffer at the front end, causing the factory to be pressured into handling shipments every day. For NPI products, rework is required even before the project has officially started—is this a joke? This increases the workload of certain departments, while deadlines are imposed that must be met at all costs.

6. This company loves holding meetings. Every meeting lasts at least an hour. Are people online not supposed to do any work?

7. Quality assurance is the boss here. They like to ask you over and over why you did something a certain way. Can you guarantee that there will never be another mistake? Whenever the defect rate is below 0.1%, every department has to submit a corrective action plan. Is there any company that can achieve 100% defect-free production? The engineers under them lack sufficient professionalism, or else they are idle. They scramble to show off when supervisors are around, but when no supervisors are present, they do not even hold meetings, and you cannot find them. There are also occasional internal power struggles and cliques.

8. During NPI, it is also strange that sometimes the engineering staff are expected to handle everything themselves and notify the relevant departments only if a problem occurs. As a result, a large number of people have to remain on the production line. Even though everyone has plenty of other work to handle, they are tied to the line and unable to do it.

9. One department clearly has a lot of work, yet spends all day hiding away playing video games. When problems arise, they start saying, “This won’t work,” “This is a quality issue,” or “That’s not my job.” I wonder whether the company pays these people high salaries to shirk responsibilities and play video games, or to solve problems.

10. Some section managers are highly professional and busy, but others spend all day wandering around the production line and throwing their authority around.

11. Production control is also one of the sources of the chaos. Production schedules at the material-readiness point are never accurate. They often assign products that were running smoothly to another production line unfamiliar with the operating methods, creating a pile of human errors. Do they not realize that the repair department also has working hours? Yet they keep demanding rushed shipments.

12. IE’s labor-hour calculations are also strange. Sometimes they even need the manufacturing line leaders to help figure things out. When there is a problem, they simply change it and come up with a pile of excuses.

There are so many ridiculous problems and ridiculous people here that they cannot be described in just a few words.

Those who know how to get things done cannot be retained here.

Anyone thinking of joining should think twice.