惠朋國際股份有限公司

1. ERP digitalization is implemented very quickly.

2. When there is a computer problem, it is handled promptly remotely.

3. Document management is taken very seriously, helping prevent subsequent errors.

4. The general manager, CEO, assistant general manager, S supervisor, and N supervisor each have their own management styles. They all give people opportunities, as long as mistakes are not repeated (you can write down shortcomings in a notebook as a reminder). In the General Management Office, it is actually quite easy to get by.

I was very happy working in the General Management Office, and I adapted to the work very well.

I am also very grateful for the guidance from the Quality Assurance S supervisor, who taught me step by step how to understand the company’s products. Of course, there were also wonderful colleagues who worked and helped one another together.

The reason I resigned was that I was going to be transferred to the Jingke plant to replace a supervisor. The commute was more than 30 minutes longer from my home because I have to take my child to school, and sometimes it takes even longer. Originally, it took less than 10 minutes to get to headquarters.

Actually, when I was going to be transferred, the assistant general manager discussed the possibility of letting me work flexible hours and start at 8:30. However, at the time, I was determined to continue starting work at 8:00 (because I did not want to make it difficult for the Jingke plant to arrange work).

Besides the commuting distance, what I found most difficult to get used to was that

people at the Jingke plant would criticize the General Management Office for no apparent reason. Just listening to the complaints made me very upset, because I wanted to work properly. In addition, the quality control staff at the Jingke plant asked me to write false data, which went against my principles,

so I chose to resign.

It has been more than six years since I left, I think?!

I now work at a medical manufacturing company as a management supervisor, and I am currently pursuing a doctorate at a medical university. In my opinion, Huipeng is a good company and is also very committed to public welfare. I remember that at the Zhangbin plant, the general manager even taught my child how to fly a drone. That memory has stayed with me.

It is inevitable that mistakes will be made at work—who wants to make mistakes? As long as you write down what went wrong in a notebook, use the correct methods, and maintain healthy behavior and attitudes, things will improve. Resilience under pressure is also something that must be learned.

That is all.

This is just my personal opinion!!

1. An employee guidance manual could be created.

Write down the experience people carry in their heads so it can be passed on.

I watched the company introduction video, which was well made, and the interviewer was also very courteous.

None

Punctual working hours; the lunch vendor will be changed (there won't be one anymore).

I think it would be best to be honest and let anyone considering joining understand this company's environment:

During the interview, they said there would be holiday bonuses and employee trips → No, there aren't any.

Year-end bonus → "Depends on the mood of whoever is in charge at headquarters."

【Performance evaluation system? It is very possible for a positive score to become negative in the months before the Lunar New Year. Losing tens of thousands of points is also possible.】

【Reasons for deductions: Everyone at the company—on-site staff, purchasing, warehousing, assembly, turning, welding, rubber, stamping, forging... Even if it has nothing to do with your department, you may ultimately be punished as well. Everyone gets deducted, regardless of rank... Is the only exception the very senior management at headquarters?】

-----------------------------------------------------------------------------

A raise after the probationary period? Keep waiting...

A raise after the annual evaluation? Keep waiting...

When there is a staff shortage, having one person take on several jobs is commonplace.

Do the managers seem to lack relevant professional knowledge? Production cycles, processes, workflows, production capacity?

Do they only know how to look at delivery progress in the ERP and email?

Does production control not need to schedule orders? Nor understand each department's on-site capacity to process its order volume? Confusing. Rush orders? Order changes? Transferring orders? It seems to be commonplace.

Every year, the various production sites lose a large number of employees, and skilled professionals cannot be retained; skill gaps are very common, with migrant workers and students making up the majority.

As for headquarters' conduct, previous colleagues have already paved the way; I won't say much more.

In short, as for whether the company is good—check PTT and the major forums and judge for yourself.

The company is very impressive.

The location is very convenient.

I recently went for an interview at this company. It is located in a very impressive office building near Shin Kong Mitsukoshi in Taichung. Upon arrival, the interviewer first prepared a basic information form that included Chinese-to-English translation questions for me to complete. One of the translation questions involved the hardness of a golf ball. It was roughly the same as information I had found online previously, so it seems translation may be one of the standard questions they ask. Therefore, if you really want to join this company, I suggest first checking what professional terminology is used in the industry for “golf ball.” The test took about 30 minutes. After the 30 minutes were up, a middle-aged man who seemed very gay came in to conduct the interview. He got straight to the point and asked, “Does your current job involve using an ERP system?”

There was no opportunity to use that system in my current position, so I answered honestly. He then said, “Then I’ll first introduce our company’s current work content and situation to you, so we don’t waste each other’s time!” When I heard the part about avoiding wasting each other’s time, I think everyone can probably tell that the outcome of the interview was essentially already decided. After introducing the job, he politely asked me, “Do you have any questions?” I replied, “Not at the moment.” He then directly said, “Then we’ll let you know~”

That was how the interview ended. It felt like they were looking for someone who was very experienced with ERP systems.

However, I think the ERP systems used by different companies are not exactly the same. Even someone who is truly very skilled at operating such systems would still need time to adapt and learn after joining a new company, right?

The interviewer also seemed somewhat disrespectful toward job seekers. I thought that after the company had previously been reported on Apple Daily because of a labor dispute, it would have become a little more restrained. Unexpectedly, as the saying goes, a cow remains a cow even after being led to Beijing~~ Hahaha~ Please think carefully before applying~

A company that highly values developing emotional EQ

The lunch is pretty good 👍

The drawbacks we wrote

The managers think these aren’t drawbacks

Because they think you are the drawback

1. The company's ERP system is fairly well established, and searching for data is quite convenient, provided that you have sufficient permissions.

2. None.

1. The document-processing procedures at headquarters are extremely cumbersome.

Often, just to handle a minor matter—for example, modifying a contact record in the system—it is necessary to issue an official paper document and go through the entire document-processing procedure, which often takes one or two weeks or more.

In addition, document routing is managed very chaotically. Although electronic routing can be queried, registrations are often not properly recorded. As a result, checking the progress of document processing often means calling the possible handlers directly to ask, only to eventually discover that the document has been sitting in a corner of some supervisor's office, delaying processing.

2. The new-product development process is disorganized, and human and material resources are scarce.

Product development is carried out along multiple tracks simultaneously. However, because there are very few development personnel at headquarters, each person must handle many development projects at the same time, making it difficult to focus on individual cases.

Because the development unit has no actual supervisor—the general manager is directly above it—personnel must still have drawings issued and official documents prepared for review. Therefore, the heads of the quality-control and production-management units conduct the reviews and approvals horizontally, which often causes some basic work to be obstructed. Moreover, every field has its own expertise: although the two supervisors mentioned above have many years of experience, they actually lack some knowledge at the development level.

In principle, trial production and trial runs for new products are handled by the Zhangbin factory, with some components supplied by external vendors. However, in practice, the only person at the Zhangbin factory who can handle development projects is the factory director. Although the director does their best to help, time is limited, and when there are many other matters at the factory, the development and trial-production schedule is delayed.

3. The company's management style is unpopular with employees.

Quite a few former employees mentioned this point below. Although some of the comments are rather extreme, many are also based on reality.

The general manager's management style is disheartening. As mentioned above, the development unit has no actual supervisor, so the general manager personally tracks development progress. When progress falls short of expectations, the general manager often substitutes angry reprimands for inquiries, and there have even been instances of demanding explanations for delays based on progress reports from several weeks or even a month earlier, without realizing that a new progress report had been issued that week and that the project had already moved forward. This repeated behavior is extremely demoralizing. As Mr. C, a colleague at the time, put it: “You don't even look at the updates—so why should I update them?”

Describing other individual incidents would inevitably involve personal feelings and risk being unfair, so I will point out only one thing: as of the time the writer left the company, among the employees working at the “Taichung headquarters,” excluding the three people consisting of the general manager and chief executive officer couple and the chief executive officer's younger brother, only four long-serving employees had worked there for more than four years: Ms. N, the product department manager; Mr. S, the quality-control department supervisor; Ms. J, a production-management employee; and the general manager's driver. I am not a management professional, so I will not comment further on the company's management methods, but I believe the shortage of experienced successors at the company headquarters already speaks for itself.

1. The company's ERP system is fairly well established, making it convenient to look up data—provided that you have sufficient permissions.

2. None.

1. The headquarters' clerical procedures are extremely complicated.

Often, just to handle a minor matter—for example, modifying a contact record in the system—you have to issue an official paper document and go through the entire document-processing procedure, which often takes one or two weeks or more.

In addition, document routing is managed very chaotically. Although electronic routing information can be checked, it is often not properly registered, so when you want to check a document's processing status, you can usually only call the people who might be handling it. You may eventually discover that the document has been sitting in a corner of some supervisor's office, delaying the processing progress.

2. The new product development process is disorganized, and human and material resources are insufficient.

Product development is carried out along multiple tracks simultaneously, but because the headquarters has very few development personnel, each person must handle many development projects at the same time, making it difficult to focus on individual cases.

Because the development unit has no actual supervisor—the general manager is directly above it—personnel still need to review drawings before they are issued and official documents before they are created. As a result, the heads of the quality control and production control units conduct the reviews and approvals horizontally, often making some basic work difficult to carry out. Moreover, each field has its own expertise: although the two supervisors mentioned above have many years of experience, they actually lack some knowledge of product development.

In principle, trial production and testing of new products are handled by the Zhangbin factory, with some components supplied by external vendors. However, in reality, the only person at the Zhangbin factory who can handle development projects is the factory director. Although the director does their best to help, their time is limited, and when there are many other matters at the factory, the development and trial-production schedule is delayed.

3. The company's management style is unpopular with employees.

Quite a few former employees have already mentioned this below. Although some of their comments are extreme, many are also truthful.

The general manager's management style is disheartening. As mentioned above, the development unit has no actual supervisor, so the general manager personally tracks development progress. When progress falls short of expectations, they often substitute angry scolding for inquiries. There have also been frequent instances in which the general manager berated employees for delays based on progress reports from several weeks or even a month earlier, apparently unaware that a new progress report had been issued that week and that the project had made further progress. This repeated behavior is extremely discouraging. To quote Mr. C, a colleague at the time: “You don't even look at the updates! Why should I update them!”

Discussing other individual incidents would inevitably involve personal feelings and risk being unfair, so I will point out only one thing: as of the time the writer left the company, among the employees working at the “Taichung headquarters,” excluding the general manager and CEO—the married couple—and the CEO's younger brother, only four long-serving employees had worked there for more than four years: Ms. N, the product department manager; Mr. S, the quality control department supervisor; Ms. J, a production control employee; and the general manager's driver. I am not a management professional, so I will not comment further on the company's management methods, but I believe the lack of experienced successors at the company headquarters already says everything.

All of my colleagues were easy to get along with. The equipment had everything it should. There were computers, telephones, music, measuring instruments, production equipment, stable partner suppliers... If something was lacking, submitting a request made it fairly easy to get. Although the starting salary was not high, the overall system was decent. The paperwork was cumbersome, but when you needed to use or look something up, you would find it very convenient. When you didn’t know how to do something, there was always someone willing to answer if you asked. The system required a large amount of data to drive it, so many people were eliminated or deemed unsuitable along the way. I worked there for about five years before resigning for personal reasons. I was praised and scolded, but I thought it was OK. It’s the same everywhere; it doesn’t have much to do with being a family business. If you don’t do well, you get scolded; if you do well, there are rewards. It was a learning experience and challenge as I entered the workforce, and it also helped me develop myself and become more ambitious. Of course, this wasn’t my first job. If you ask whether I regret it, the answer is truly no—not even a little. All of my colleagues were genuinely very kind to me at the time. My current job pays more than Huipeng did, but the systems I see at work are not implemented as well as they were at Huipeng. In my view, whether in production control, purchasing, warehouse management, general affairs, development, quality assurance, or on-site operations, my current company is not as distinctive or orderly as Huipeng. That is probably also thanks to having more manpower. In summary, the advantage is that there is a lot to learn; naturally, it is also very tough. When things are at their toughest, you can see many people leave. Personally, I think that is simply what the workplace is like.

Some people who left or stayed have been subjected to a barrage of fire. Does that count as a disadvantage? It depends on how you see it. Since I personally experienced very little of this, I can’t share much more. Perhaps my qualifications were too limited and there wasn’t much I could do. The people above me may not have even had any particular thoughts about me, so I have seen scenes where people were berated very harshly; I have also seen bosses who were very kind in private. If I had to name a disadvantage, the starting salary was not high. It wasn’t high when I first joined Huipeng either. But there should also be people with very high salaries—at least, I think so. After that, salary adjustments came fairly quickly when you performed well. Besides, I’m not someone who cares about who earns more or less. So this post is not intended to argue with people who are pessimistic about or look down on this company; I’m simply passing by to share my experience at Huipeng. If you go for an interview, I won’t get a commission; even if you despise me, I’ll carry on living just the same. I personally participated less often in the “birdman” activities, but I have also seen people bring their spouses and children. For now, I really can’t think of many disadvantages. Is it exhausting? Very. But my new job is still very exhausting. I guess all the relaxed, cushy positions were already filled!

The building’s elevators are very fast

1. When I first joined the company, new employees handed over work to other new employees, and colleagues were replaced frequently.

2. The workload is huge, and often absurdly so. Everyone works overtime (except for one department that doesn’t need to), but much of it consists of tasks where you don’t even know what you’re supposed to handle. In the end, some people are singled out and have points deducted.

3. The company uses an internal point system for evaluations. Usually, participating in weekend activities earns points. There’s no need to explain deductions—you can be penalized for any reason, seriously? (For example, not keeping your desk clean after work or not sorting your emails, haha.)

4. The company makes employees bear its losses—for example, by canceling the year-end banquet, year-end bonuses, and afternoon tea.

My thoughts:

I think there are still many good companies in Taiwan. At the very least, they respect your professional expertise and your character, and they won’t bully you just because you’ve recently graduated.

The supervisor genuinely shared a lot of work experience from the workplace.

The work is too specialized; I can't handle it!

The company has a sound system, entirely based on German-style management systems and operating standards.

People who are not capable enough, do not come!

The colleagues at work are very nice

It’s a case of people in the same boat finding solidarity

Preamble: I saw that the previous post had been deleted

I figured I should help boost the popularity a little

Otherwise, spending more than a year there would really have been for nothing...

Here are a few points to share with everyone

1. I recently met an auntie who had just retired from Huipeng

For more than ten years, her salary was never adjusted at all. She just did hard labor and received what was called the government-mandated minimum monthly wage every month.

2. I was slightly luckier; my starting salary was 25K, which I heard is considered high there...

As for overtime pay~ it is forever baffling. No matter how it is calculated, the hourly rate never exceeds the statutory hourly wage of NT$133.

Moreover, there is a rule for regular overtime: each time, you have to work three full hours of overtime. If you don’t complete all three hours, you won’t receive any overtime pay.

3. The on-site work involves standing for long periods, and there are absolutely no breaks on the production line.

4. There is no reward for contributions, but if you break something, you have to pay for it. The year-end bonus is pitifully small. If you take sick leave or personal leave during the year, they deduct from your year-end bonus again—deducting as much as they can, so you can have a “great” New Year.

5. There is hardly any welfare system (no birthday bonus, whether there is anything for Labor Day depends on the boss’s mood, and there is no year-end banquet. Supposedly, the banquet was canceled because of a complaint from a Japanese customer, and then the boss simply canceled it = =)

6. The company also has a special “birdman” activity. A PhD teaches you about Taiwan’s bird ecology, but I have never been able to understand why a group of people has to travel all the way to the seaside to create a carbon footprint just to go bird-watching. Apparently, this is called ecological conservation...

7. By the way, the birdman activity is the boss’s favorite. If you want to get promoted, you have to be a bit better at “flattering” and participate in more birdman activities (that’s what one plant manager said~).

8. Oh, right! Not participating in the birdman activities will affect your performance evaluation, which will also affect your year-end bonus.

9. One more thing: the birdman activities are mostly held on Saturdays, specifically to eat into your days off, and there is no pay. At most, they provide a few snacks. Also, no matter which plant you work at, you have to go to the Changbin plant to participate.

10. If you’re a recent graduate entering the workforce, don’t become so desperate that you’ll take any job.

The above is my small takeaway after spending a year and a half in hell.

I hope I can save some Taiwanese workers like me before they enter the gates of hell...

The only good things are that lunch and afternoon tea are tasty and varied; everything else is a zero!

The company’s policies are completely based on the supervisor’s whims! Everything depends entirely on the supervisor’s mood! If you’re easily upset, don’t even think about trying it. No one teaches you the full procedures; you can only learn from your coworkers. Some procedures are practically taught by rookies to other rookies, which is truly baffling. The supervisor completely ignores you, and if you make a mistake, all you get is sarcasm. Then, when you want to resign, the supervisor will make things difficult for you, deliberately giving you a huge number of forms while forbidding experienced employees from teaching you shortcuts! What a “well-organized system”! I’d advise you not to come here to be a guinea pig—unless you’re too lazy to think about what to eat for lunch every day. That’s all.

There are really no advantages.

Job Review failed and caused some articles to be lost, but that's okay. With a company like this, I still hope everyone absolutely knows about it. I hope the posts that someone previously left, but that disappeared, will come back so they can be completed.

1. A family business. The whole family are outsiders who look down on people and treat employees like servants. No matter how well you perform, it means nothing—there is neither credit nor recognition for hard work.

2. The pay is low, yet they think they are already paying very well. The systems for raises and year-end bonuses are merely for show.

3. The whole family are outsiders who only know how to cut costs, and they even cut costs the wrong way. When reporting machine and equipment parts for repair, they only want to haggle with vendors. They leave machines idle for months without producing anything, then ask why production volume is so low. Isn't it because your whole family only looks at reports and what money is being spent? A machine sitting idle is losing money—don't you know that? It's normal not to know, since the second-generation heirs who take over do not understand traditional manufacturing or the hardships of working on-site; they only know how to live off the empire their father built.

4. The pay is very low. Most people earn between 21,000 and 25,000, a small number earn 30,000, and an extremely, extremely, extremely small number earn more than 30,000. No one ever knows how the company calculates overtime pay. The simplest calculation is to divide the overtime pay by the overtime hours, which comes to only around NT$120–130 per hour—pitifully little. So if you are hoping to make money through overtime, forget it. There are no performance bonuses either. When the boss is unhappy that a department keeps making mistakes, after punishing the people who made them, they will also cancel the year-end banquet. It's truly ridiculous collective punishment.

5. There is also the boss's family's favorite “birdman activity.” They call it environmental education, but in reality it is just an activity for their own enjoyment. They say participation is voluntary, but once the date and time are announced, people who do not participate will be half-forcibly (their performance-review points cannot be increased) and half-enticingly (with all kinds of exaggerated claims about how meaningful the activity is) persuaded by several company sycophants to attend. The fact is that they would rather spend money on this meaningless activity than distribute some bonuses to employees so that employees might stay longer. Many long-term employees see no hope here and have resigned one after another. New employees cannot be retained, while the old ones keep leaving, creating a vicious cycle of bad news and mistakes all day long.

6. Those who are coming for an interview or have been accepted, please take care of yourselves. If you can avoid coming, don't come. It's okay if you end up exhausted like a dog—the important thing is that the pay is still very low.

A very poor company, with no overtime pay and low wages. The boss also serves as the timekeeper and has a very bad attitude. Think twice before going.

Here I won’t discuss the company’s internal atmosphere,

only the work and illegal practices.

After all, the only thing that makes you miserable in the workplace is the environment caused by people (coworkers, supervisors, etc.).

For details, I suggest searching for keywords on PTT’s Salary board; there is a post that mentions this.

Of course, the work operates under a responsibility-based system.

- Clocking in on time

But you cannot see your own attendance records. If you forget to clock in, HR will notify you.

- Leaving work under the responsibility-based system

This depends on the department.

The scheduled end time is 5:30 p.m.; some jobs that are more administrative can usually leave on time.

For shipping, finance, and quality control, the end of the workday is usually 6:30 p.m.

(The above does not include department managers.)

But if you work in sales or production planning and control, leaving at 7:30 p.m. every day is normal; sometimes it will even be 8 or 9 p.m.

Sometimes afternoon tea and snacks are provided (for everyone).

If you work overtime, there is no additional meal allowance or dinner order provided.

Also, this company does not have a system for “reporting overtime.”

All overtime is covered by the responsibility-based system, so you will not be given the opportunity to apply for overtime compensation.

- Regarding the division of authority

I think one of the biggest problems here is that the division of authority is not clearly defined enough.

Because there are many internal documents (or systems) within the company that need to be changed, many official documents have to be issued.

Who is mainly responsible for doing this?

The answer is no one. Everything is assigned by superiors, but some people pass the buck and assign it further down.

So sometimes a phenomenon occurs in which more senior people may feel that a particular department is easier to bully (?), and dump the work on it.

If the department already has a heavy workload, it can be extremely overwhelming.

- Regarding absurd situations

If you are pregnant, don’t expect the company to be particularly friendly toward you.

Want to take leave for prenatal checkups?

Sure—but they will only let you take it after you finish your work.

Want to take menstrual leave?

Sure, but it is treated as equivalent to sick leave, so your perfect-attendance bonus will be deducted and it will affect your performance evaluation (in violation of the Labor Standards Act).

Because the company says: “This isn’t covered by the Labor Standards Act; it’s covered by the Gender Equality Act, which doesn’t apply to the company.”

That’s all for the review for now.

If you want to apply, be prepared!