鴻發國際科技股份有限公司

A company that supports retirement.

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not expect you to think—just follow the PM's instructions and complete the work by the deadline.

2. This company's machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings; as soon as one prototype was finished, it was shipped. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external-display UI until just before the machine was shipped. There is an obvious lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the new one was cheaper. I could accept the explanation that it was cheaper, provided that the PM communicated with the relevant departments before making the decision. Instead, the PM says nothing until shipment is imminent, and the vice president responsible for PM then shifts the blame by claiming that he mentioned it long ago and that everyone else simply was not listening. As a result, external vendors and internal R&D staff often have to clean up his messes.

4. The company has no concept of an approved sample or sign-off document. The purchasing department often switches from Vendor A to Vendor B without notifying anyone; the issue is not discovered until a problem occurs during mass production. Even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, the purchasing manager oversees everything from the eighth-floor production line to the fifth-floor PQC. When she calls to ask about something, she acts as though you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks purchasing whether stock should be prepared, purchasing always says there is enough. When the mold actually needs to be modified, they then say inventory is insufficient and ask when the work can be completed, before relentlessly pressuring R&D, leaving everyone speechless. Purchasing also never maintains safety stock, so shortages result in lengthy waiting periods. Just when the production-control department had begun to counterbalance purchasing, the purchasing manager became the manager of the production-control department after only a few days, meaning she still remained in control. Therefore, the problems described above continue to occur.

5. As with the incident mentioned above that occurred on June 13, 2025: previously, a design using Lens A was adopted to deplete inventory. Since the inventory of Lens A has now run out and its MOQ is too high, purchasing issued an ECR to replace it with Lens B. The R&D manager disagreed, but purchasing directly issued the materials to the production line and ordered the mechanical engineer to change the BOM.

6. The HR department has no authority and does not know employees' salaries, because the CEO keeps all salary matters tightly under his control. Even a mechanical sample request under NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee's salary, it must go through the CEO. As far as I know, when the head of R&D requested salary adjustments, the request was rejected!

7. Because the company's HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as listing non-major document-control staff under the title of mechanical engineer or turning test interns into test engineers. The goal is to attract people who want to be called “engineers” to work there. Such strange practices are extremely unfair to genuine engineers: people with the company's “engineer” title have widely varying ability levels, which will cause graduating engineers who genuinely hold the role to have their competence questioned by companies across the industry!

8. The company's MIS department is extremely incompetent. Whenever there is a computer problem, they tell you to restart it; if they cannot solve it, they simply reimage the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are from the Stone Age. The department manager says, to put it nicely, that we should list the current computer specifications, but in reality the CEO simply does not want to upgrade the engineers' hardware, and nothing has come of it. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently does not realize that the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced version, which means drawing files exchanged within the same company cannot be used across locations. Even the systems and part numbers follow different standards, making it seem as though the two sides are not operating as the same company at all. The Serbia side also periodically asks us to change to its coding principles, leading to constant arguments between the two sides, which ultimately remain unresolved.

A company that just coasts along

1. To put it nicely, this company says it is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not need you to think about anything—just follow the PM’s instructions and complete the work by the deadline.

2. This company does not require machine validation. At your company, I spent only nine days developing a new machine model, completing the 2D/3D drawings, and it was shipped as soon as one prototype was finished. Moreover, the head of the PM department is also the company’s vice president. He does not know how to manage projects but insists on micromanaging. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external-display UI until just before the machine was shipped. This clearly shows a lack of cross-departmental communication. Most importantly, after rushing to complete a new project, the bonus is only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because it was cheaper. I can accept the explanation that it is cheaper, provided that the PM communicates with all relevant departments before making a decision. Instead, the PM only brings it up when the machine is about to ship. The PM vice president also shifts the blame, claiming that he mentioned it long ago and that everyone else simply was not listening. As a result, outside vendors and internal R&D staff often have to clean up his messes.

4. The company has no concept of approved-sample documentation. The procurement department often switches from Supplier A to Supplier B without notifying anyone. This is not discovered until a serious problem occurs during mass production. Even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, everything from the production line on the eighth floor to PQC on the fifth floor is managed by the procurement manager. When the procurement manager calls to ask about something, she acts as though you owe her NT$2.58 million and operates entirely through emotion. When R&D needs to modify a mold and asks procurement whether inventory should be stocked, procurement always says there is enough. When the mold actually needs to be modified, they then say there is insufficient inventory and ask when the modification can be completed, before relentlessly pressuring R&D. It is baffling. Procurement also never maintains adequate inventory, so material shortages result in long waiting periods. The company finally had a production-control department that could counterbalance procurement, but after only a few days, the procurement manager transferred there to become the department manager. In other words, she still controls everything, so the same problems continue to occur.

5. Regarding the same incident mentioned above, which occurred on June 13, 2025: Previously, a design using Lens A was adopted to consume existing inventory. Now that Lens A is out of stock and its MOQ is too high, procurement issued an ECR to replace it with Lens B. The R&D manager did not agree, but procurement directly issued the material to the production line and demanded that the mechanical engineer modify the BOM.

6. The company’s HR department has no real authority and does not know employees’ salaries, because the CEO tightly controls all salary matters. Even a request for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to give an employee a raise, it must pass through the CEO. As far as I know, when the R&D manager tried to discuss salary adjustments, the request was rejected outright.

7. Because the company’s HR department cannot find mechanical engineers or part-time testing assistants, it often comes up with bizarre ideas, such as listing non-major document-control staff as mechanical engineers or turning part-time testing assistants into test engineers. The purpose is to attract people who want to be called “engineers” to work there. These strange ideas are extremely unfair to real engineers. People who carry the company’s “engineer” title have widely varying skill levels, which will cause genuinely graduating engineers to have their abilities questioned by companies across the industry!

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reimage the computer. Desktop computers are labeled “Internet access prohibited” by MIS; everyone knows why. In addition, the desktop specifications are antiques. The department manager politely asks us to list the specifications of our current computers, but in reality, the CEO has no intention of upgrading the engineers’ hardware, and nothing has happened for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but apparently does not realize that the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced software version, which means that drawing files exchanged within the same company cannot be shared properly. Even the systems and part numbers follow different standards, making it seem as though two completely different companies are operating. The Serbia side also occasionally demands that we switch to its coding principles, leading to constant arguments between the two sides. In the end, nothing is resolved.

A company that simply coasts along

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a drafter. The company does not expect you to think—just follow the PM's instructions and complete the work by the deadline.

2. This company does not require machine validation. At your company, I spent only nine days developing a new machine model and completing the 2D/3D drawings; as soon as one prototype was finished, it was shipped. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but loves to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external UI until just before the machine was shipped. This clearly shows a lack of cross-functional communication. To top it off, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the alternative was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with every relevant department before making a decision. Instead, the PM makes decisions without consulting anyone and only brings them up when the product is about to ship. The PM vice president even shifts the blame by saying that he mentioned it long ago and that everyone else simply failed to listen. As a result, external vendors and internal R&D staff are constantly left to clean up his messes.

4. The company has no concept of an approved sample document. The procurement department often switches from Supplier A to Supplier B without notifying anyone, and the issue is only discovered when problems arise during mass production. Even more absurdly, mechanical R&D is always held responsible when something goes wrong. Basically, everything from the production line on the eighth floor to PQC on the fifth floor is managed by the procurement manager. When the procurement manager calls to ask about something, she acts as if you owe her NT$2.58 million and operates based on emotion. When R&D needs to modify a mold and asks procurement whether inventory should be stocked, procurement always says there is enough. Then, when the mold actually needs to be modified, they say inventory is insufficient and ask when the work can be completed, after which they relentlessly hound R&D. It is astonishing. Procurement also never stocks inventory in advance, so material shortages result in a waiting period. A production-control department finally began to counterbalance procurement, but within a few days the procurement manager went to become the manager of the production-control department. In other words, she still controls everything, so the same problems described above continue to occur.

5. Regarding the same incident that occurred on 2025/6/13: previously, Lens A was used in the design to consume inventory. Since the inventory of Lens A is now depleted and its MOQ is too high, procurement issued an ECR to replace it with Lens B. The R&D manager disagreed, but procurement directly issued the materials to the production line and required the mechanical engineer to revise the BOM.

6. The company's HR department has no real authority and does not know employees' salaries, because the CEO tightly controls all salary matters. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee's salary, it must go through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, it was rejected!

7. Because the company's HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas, such as giving a non-major document-control employee the title of mechanical engineer or turning a testing intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. People with the company's “engineer” title have widely varying skill levels, causing engineers who actually graduate to face questions about their abilities from companies across the industry!

8. The company's MIS department is extremely incompetent. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reinstall the operating system. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop computer specifications are antiquated. The department manager made it sound as though we should list our current computer specifications, but in reality the CEO simply does not want to upgrade the engineers' hardware, and nothing has happened for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but apparently does not realize that the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced version, which means that drawing files exchanged within the same company cannot be shared properly. Even the system and part-number conventions follow different standards, making it seem as though the two sides are not operating as the same company at all. The Serbia side also occasionally asks us to switch to its coding principles, leading to constant arguments between the two sides, which ultimately go nowhere.

A company that is just coasting along

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is simply looking for a draftsman. The company does not expect you to think—just follow the PM's instructions and complete the work by the deadline.

2. The company's machines do not require validation. At your company, I developed a new model and completed the 2D/3D drawings in only nine days; as soon as one prototype was finished, it was shipped. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external display UI until just before the machine was shipped. This clearly shows a lack of cross-functional communication. To top it off, the bonus for completing a new project on time was only NT$3,000.

3. Machine specifications should be confirmed during development. After 15 machines had already entered mass production, we were told that the IPC had to be replaced because the new one was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with the relevant departments before making a decision. Instead, the PM says nothing until shipment is imminent, and the vice president/PM then shifts the blame by claiming that he said it long ago and that everyone else simply was not listening. As a result, outside vendors and the internal R&D team constantly have to clean up his messes.

4. The company has no concept of an approved sample or change-approval document. The procurement department often switches from Vendor A to Vendor B without notifying anyone; the issue is only discovered when a problem arises during mass production. Even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, the procurement manager controls everything from the eighth-floor production line to the fifth-floor PQC. When she calls to ask about something, she acts as if you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks procurement whether materials should be stocked, procurement always says there is enough inventory. When the mold actually needs to be modified, they then say the inventory is insufficient and ask when the modification can be completed, before relentlessly pressuring R&D—completely outrageous. Procurement has never properly maintained inventory, so material shortages lead to long waiting periods. Just when the production-control department began to counterbalance procurement, the procurement manager became the production-control manager after only a few days. In other words, she still controls everything, so the same problems described above continue to occur.

5. Regarding the same incident that occurred on June 13, 2025: previously, a design using Lens A was adopted to consume excess inventory. Now that the inventory of Lens A has run out, and because Lens A's MOQ is too high, procurement initiated an ECR to replace it with Lens B. The R&D manager did not agree, but procurement directly issued the materials to the production line and demanded that the mechanical engineer change the BOM.

6. The company's HR department has no real authority and does not know employees' salaries, because the CEO keeps all salary matters tightly under his control. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department head wants to recommend a salary increase, it must go through the CEO. As far as I know, the R&D manager's request regarding salary adjustments was rejected.

7. Because the company's HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas—for example, listing a non-engineering document-control employee under the title of mechanical engineer, or turning a test intern into a test engineer. The purpose is to attract people who want to be called an “engineer” to work here. Such strange ideas are extremely unfair to genuine engineers. People with the company's “engineer” title have widely varying skill levels, which will cause genuinely graduating engineers to have their abilities questioned by companies in the industry.

8. The company's MIS department is extremely incompetent. Whenever there is a computer problem, they simply tell you to restart it. If they cannot solve the problem, they just reimage the computer. Desktop computers are labeled by MIS with “No Internet Access.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are antique-level. The department head says, to put it nicely, that we should list the specifications of our current computers, but in reality the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but apparently does not realize that the software upgrade issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced software version, which means that drawing files exchanged within the same company cannot be shared properly. Even the systems and part numbers follow different standards, making it seem as though the two sides are not operating as the same company at all. The Serbia side also occasionally demands that we switch to its coding principles, leading to endless arguments between the two sides, which ultimately go nowhere.

A company that is just getting by

1. To put it nicely, this company says it is hiring mechanical engineers; to put it bluntly, it is merely looking for draftspeople. The company does not expect you to think—just follow the PM’s instructions and complete the work by the deadline.

2. The company’s machines do not require verification. At your company, I developed a new model and completed the 2D/3D drawings in just nine days; as soon as one prototype was completed, it was shipped. Moreover, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to interfere. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush the external-display UI design until just before the machine was shipped. This clearly shows a lack of cross-functional communication. To make matters worse, the bonus for completing a new project on time was only NT$3,000.

3. Machine specifications should be confirmed during development. After 15 machines had already entered mass production, they suddenly said the IPC had to be replaced because the alternative was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with all relevant departments before making a decision. Instead, the PM says nothing until shipment is imminent, and the PM vice president then shifts the blame by saying he had told everyone long ago and that we simply had not listened. As a result, external vendors and internal R&D staff constantly have to clean up his messes.

4. The company has no concept of a sample approval document. The procurement department often switches from Supplier A to Supplier B without notifying anyone. The issue is not discovered until a problem occurs during mass production, and, even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, the procurement manager oversees everything from the eighth-floor production line to fifth-floor PQC. When the procurement manager calls to ask about something, she acts as though you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold, it asks procurement whether materials should be stocked. Procurement always says there is enough inventory, but when the mold actually needs to be modified, it says there is not enough stock and asks when the work can be completed. It then relentlessly pressures R&D, leaving everyone speechless. Procurement also never maintains sufficient inventory, so material shortages result in long gaps before work can resume. A production-control department finally began to counterbalance procurement, but within a few days the procurement manager went to become the production-control manager, meaning she still controls everything. Therefore, the same problems described above continue to occur.

5. Regarding the same type of incident that occurred on 2025/6/13: previously, a design using the A lens was adopted to consume inventory. Since the A-lens inventory has now run out and its MOQ is too high, procurement issued an ECR to replace it with the B lens. The R&D manager disagreed, but procurement directly issued the materials to the production line and required the mechanical engineer to change the BOM.

6. The company’s HR department has no real authority and does not know employees’ salaries, because the CEO keeps salary matters firmly under his control. Even an application for mechanical samples costing less than NT$100 requires the CEO’s approval. Even when a department manager wants to give someone a raise, it must go through the CEO. As far as I know, when the R&D manager tried to discuss salary adjustments, the request was rejected.

7. Because the company’s HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as having a non-major document-control employee listed as a mechanical engineer or turning a test intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. These strange practices are extremely unfair to real engineers. People carrying the company’s “engineer” title have widely varying skill levels, which will cause genuinely qualified graduating engineers to face doubts about their abilities from companies across the industry.

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart the computer; if they cannot solve it, they simply reinstall the operating system. Desktop computers are labeled “No Internet Access” by MIS. Everyone knows why internet access is prohibited. In addition, the desktop specifications are practically antique. A department manager made it sound good by asking us to list our current computer specifications, but the CEO clearly does not want to help engineers upgrade their hardware, and nothing has happened for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but the software update issue remains unresolved to this day.

9. As mentioned above, the version being used is 2016. Ironically, the Serbia region uses a more advanced version, making drawing files exchanged within the same company incompatible. Even the system and component part numbers follow different standards, making it seem as though the two sides are not operating as part of the same company. The Serbia side also occasionally demands that we change to its coding principles, leading to constant arguments between the two sides, which ultimately go nowhere.

Retirement home company

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not require you to think—just follow the PM's instructions and complete the work within the deadline.

2. This company does not require machine validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings; as soon as one prototype was completed, it was shipped. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush the external UI design until just before the machine was shipped. This clearly demonstrates a lack of cross-functional communication. To top it off, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during development. After 15 machines had already entered mass production, they said the IPC had to be replaced because the price was cheaper. I can accept the reason that it was cheaper, provided that the PM communicates with every department before making a decision. Instead, the PM does not communicate with anyone until the machine is about to ship. The PM vice president would even shift the blame by saying that he had mentioned it long ago and that everyone else simply had not listened. As a result, outside vendors and the internal R&D team often have to clean up after him.

4. The company has no concept of an approved sample or sign-off document. The procurement department often switches from Supplier A to Supplier B without notifying anyone. The issue is not discovered until a problem occurs during mass production. Even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, the procurement manager manages everything from the eighth-floor production line to the fifth-floor PQC. When the procurement manager calls to ask about something, she acts as though you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold, it asks procurement whether inventory should be stocked. Procurement always says there is enough, but when the mold actually needs to be modified, it says inventory is insufficient and asks when the repair can be completed. It then relentlessly pressures R&D, leaving everyone speechless. Procurement has also never maintained sufficient inventory, so material shortages result in a waiting period. Just when a production-control department finally began to counterbalance procurement, the procurement manager transferred there as the manager after only a few days. In other words, she still remained in control, so the problems described above continued to occur.

5. Regarding the same incident that occurred on 2025/06/13: previously, Lens A was used in the design to consume existing inventory. Now that Lens A is out of stock and its MOQ is too high, procurement opened an ECR to replace it with Lens B. The R&D manager disagreed, but procurement directly issued the material to the production line and required the mechanical engineer to modify the BOM.

6. The company's HR department has no authority and does not know employees' salaries, because the CEO keeps salary matters firmly under his control. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee's salary, it must go through the CEO. As far as I know, the R&D manager's request to discuss salary adjustments was rejected.

7. Because the company's HR department cannot find mechanical engineers or part-time testing assistants, it often comes up with bizarre ideas, such as giving a non-major document-control employee the title of mechanical engineer or proposing that a part-time testing assistant become a test engineer. The purpose is to attract people who want to be called “engineers” to work there. Such strange ideas are extremely unfair to genuine engineers. People with the company's “engineer” title have widely varying skill levels, which will cause truly qualified graduating engineers to have their abilities questioned by companies across the industry.

8. The company's MIS department is a mess. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reimage the computer. Desktop computers are labeled by MIS as “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop computer specifications are antiquated. The department manager politely tells us to list the current computer specifications, but in reality the CEO simply does not want to upgrade the engineers' hardware, and nothing has happened for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but apparently the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a higher version, making it impossible to exchange drawing files within the same company. Even the system and component part numbers follow different standards, making it seem as though the two sides are not operating as the same company at all. The Serbia side also occasionally requires us to switch to its coding principles, leading to constant arguments between the two sides, which ultimately remain unresolved.

A company for retirement

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not require you to think about anything—just follow the PM's instructions and complete the work by the deadline.

2. The company's machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D designs, and it was shipped as soon as one prototype was finished. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external display UI until just before the machine was shipped. This clearly shows a lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because it was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with every relevant department before making a decision. Instead, the PM does not communicate with anyone and only brings it up when the shipment is about to go out. The PM vice president also shirks responsibility by saying that he mentioned it long ago and that everyone else simply was not listening. As a result, outside vendors and internal R&D staff often have to clean up his messes.

4. The company has no concept of a sample approval document. The purchasing department often switches from Vendor A to Vendor B without notifying anyone. This is only discovered when a serious problem occurs during mass production. Even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, the purchasing manager controls everything from the production line on the 8th floor to PQC on the 5th floor. When the purchasing manager calls to ask about something, she acts as if you owe her NT$2.58 million; she works based on emotion. When R&D needs to modify a mold and asks purchasing whether inventory should be prepared, purchasing always says there is enough. When the mold actually needs to be modified, purchasing then says inventory is insufficient and asks when the modification can be completed, before relentlessly pressuring R&D. It is unbelievable. Purchasing has also never properly prepared inventory, so shortages result in long waiting periods. Eventually, the production control department began to counterbalance the purchasing department, but within a few days the purchasing manager went to become the manager of production control. In other words, she still controls it, so the problems described above continue to occur.

5. As with the incident on June 13, 2025 mentioned above: Previously, a design using Lens A was adopted to consume inventory. Now that the inventory of Lens A has run out, and because Lens A has a high MOQ, purchasing issued an ECR to replace it with Lens B. The R&D manager disagreed, but purchasing directly issued the material to the production line and required the mechanical engineer to modify the BOM.

6. The company's HR department has no real authority and does not know employees' salaries, because the CEO tightly controls all salary matters. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee's salary, it must go through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, the request was rejected!

7. Because the company's HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as having a non-major document-control employee listed as a mechanical engineer, or turning a test intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. People bearing the company's “engineer” title have widely varying ability levels, which will cause truly qualified graduating engineers to have their abilities questioned by companies across the industry!

8. The company's MIS department is a complete mess. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reformat and reinstall the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why Internet access is prohibited. In addition, the desktop computer specifications are antiquated. The department manager put it nicely by asking us to list the current computer specifications, but in reality, the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but apparently does not realize that the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbia region is a more advanced version, which means that drawing files exchanged within the same company cannot be circulated. Even the systems and part numbers follow different standards, making it look nothing like the same company is operating. The Serbia side also occasionally asks us to change to its coding principles, causing the two sides to argue constantly, after which the matter ultimately goes nowhere.

A company that exploits its employees.

1. To put it nicely, this company says it is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not need you to think—just follow the PM's instructions and complete the work by the deadline.

2. The company's machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings, and it was shipped as soon as one prototype was finished. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but loves to interfere. During development, for example, the hardware department did not know that the coin module had been changed, while the software department did not rush to design the external-display UI until right before the machine was shipped. This clearly shows a lack of cross-functional communication. To top it off, the bonus for completing a new project under pressure was only NT$3,000.

3. Machine specifications should be confirmed during development. The company only said it wanted to replace the IPC after 15 machines had already entered mass production, claiming that the replacement was cheaper. I could accept the explanation that it was cheaper, provided that the PM communicated decisions with the relevant departments. Instead, the PM never discusses decisions with anyone and only brings them up when the shipment is about to go out. The PM vice president also shifts the blame, claiming that he had said so long ago and that everyone else simply was not listening. As a result, outside vendors and internal R&D staff are constantly left to clean up his messes.

4. The company has no concept of a sample approval document. The purchasing department often switches from Supplier A to Supplier B without notifying anyone; the issue is not discovered until a problem occurs during mass production. Even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, the purchasing manager oversees everything from the production line on the eighth floor to PQC on the fifth floor. When the purchasing manager calls to ask about something, she acts as though you owe her NT$2.58 million and relies on emotions to get things done. When R&D needs to modify a mold and asks purchasing whether stock should be prepared, purchasing always says there is enough. When the mold actually needs to be modified, they then say inventory is insufficient and demand to know when the modification will be finished, relentlessly hounding R&D and leaving everyone speechless. Purchasing also never maintains sufficient inventory, so shortages lead to long waiting periods. A production-control department finally began to counterbalance the purchasing department, but within a few days the purchasing manager went to become the production-control manager. In other words, she still controls everything, so the problems described above continue to occur.

5. As with the incident on 2025/6/13 mentioned above, a design using Lens A was previously adopted to consume inventory. Since the inventory of Lens A has now run out and its MOQ is too high, purchasing opened an ECR to replace it with Lens B. The R&D manager disagreed, but purchasing directly issued the material to the production line and instructed the mechanical engineer to modify the BOM.

6. The company's HR department has no authority and does not know employees' salaries, because the CEO keeps all salary matters tightly under his control. Even applications for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to approve a salary increase, it must go through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, it was rejected.

7. Because the company's HR department cannot find mechanical engineers or test part-time workers, it often comes up with bizarre ideas, such as giving a non-major document-control employee the title of mechanical engineer or turning a test part-time worker into a test engineer. The purpose is to attract people who want to be called “engineers” to work there. These strange ideas are extremely unfair to genuine engineers. People with varying levels of ability receive the company's “engineer” title, causing genuinely qualified graduating engineers to have their abilities questioned by companies across the industry.

8. The company's MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart the computer; if they cannot solve it, they simply reimage the computer. Desktop computers are labeled by MIS with “Internet Access Prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop computer specifications are antiquated. The department manager politely asks us to list the current computer specifications, but in reality the CEO simply does not want to upgrade the engineers' hardware, and nothing has happened for a long time. The software currently in use is SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but the software update issue still remains unresolved.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced version, making it impossible to exchange drawing files within the same company. Even the system and part-number conventions follow different standards, making it seem as though the two sides are not operating as the same company at all. The Serbia team also periodically asks us to change to its coding principles, leading to constant arguments between the two sides, which ultimately go nowhere.

养老公司

1. Put kindly, this company advertises the position as a mechanical engineer, but put bluntly, it is merely looking for a draftsman. The company does not expect you to think; you only need to follow the PM's instructions and complete the work by the deadline.

2. The company's machines do not require validation. At your company, I spent only nine days developing a new model's 2D/3D drawings, and shipped it as soon as one prototype was completed. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but loves to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush the external-display UI design until just before the machine was shipped. There is an obvious lack of cross-functional communication. Most importantly, after rushing to complete the new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during development. After 15 machines had already entered mass production, we were told that the IPC had to be replaced because it was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with every relevant department before making a decision. Instead, the PM never communicates with any department until the item is about to be shipped. The PM vice president also shifts the blame, saying that he told everyone about it long ago and that we simply were not listening. As a result, outside vendors and internal R&D often have to clean up after him.

4. The company has no concept of an approved sample document. The procurement department often switches from Supplier A to Supplier B without notifying anyone. We do not find out until a problem occurs during mass production, and, even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, the procurement manager manages everything from the eighth-floor production line to the fifth-floor PQC. When the procurement manager calls to ask about something, she acts as if you owe her NT$2.58 million and operates entirely on emotion. When R&D needs to modify a mold and asks procurement whether materials should be stocked, procurement always says there is enough inventory. When it is actually time to modify the mold, they then say inventory is insufficient and ask when the work can be completed, before relentlessly pressuring R&D, which is exasperating. Procurement also never stocks enough inventory, so whenever materials are insufficient, there is always a waiting period. A production-control department finally began counterbalancing the procurement department, but within a few days the procurement manager went to become the production-control manager. In other words, she still controls everything, so the problems described above continue to occur.

5. As with the incident mentioned above that occurred on June 13, 2025: previously, Lens A was used in the design to deplete inventory. Now that Lens A is out of stock and its MOQ is too high, procurement opened an ECR to switch to Lens B. The R&D manager disagreed, but procurement directly issued the materials to the production line and required the mechanical engineer to modify the BOM.

6. The company's HR department has no authority and does not know employees' salaries, because the CEO keeps salary matters tightly under his control. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to give an employee a raise, it must go through the CEO. As far as I know, when the R&D manager tried to discuss raises, the request was rejected!

7. Because the company's HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as giving a non-major document-control employee the title of mechanical engineer or turning a test intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. People holding the company's “engineer” title have widely varying levels of ability, which will cause genuinely graduating engineers to have their capabilities questioned by companies across the industry!

8. The company's MIS department is a mess. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reinstall the operating system. Desktop computers are labeled “Internet access prohibited” by MIS. Everyone knows why Internet access is prohibited. In addition, the desktop computer specifications are antiquated. The department manager politely asks us to list the current computer specifications, but in reality the CEO simply does not want to upgrade the engineers' hardware, and there has been no follow-up for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently does not realize that the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in Serbia is a more advanced version, so drawing files exchanged within the same company cannot be shared. Even the system and part-number conventions follow different standards, making it seem as though the two operations are not part of the same company at all. The Serbia side also periodically asks us to change to its coding principles, resulting in endless arguments between the two sides, which ultimately go nowhere.

A company that lets you coast toward retirement

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is simply looking for a draftsman. The company does not expect you to think—just follow the PM's instructions and finish the work on time.

2. The company's machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D designs; as soon as one prototype was finished, it was shipped. On top of that, the head of the PM department is also the company's vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department did not know about changes to the coin module, while the software department did not start rushing the external-display UI design until just before the machine was shipped. There is an obvious lack of cross-departmental communication. Most importantly, after rushing to complete a new project, the bonus is only NT$3,000.

3. Machine specifications should be confirmed during development. The company produced 15 machines before announcing that the IPC had to be replaced because the new one was cheaper. I can accept the explanation that it is cheaper, provided that the PM communicates with every relevant department before making a decision. Instead, the PM/vice president says nothing until shipment, then shifts the blame by claiming that he mentioned it long ago and that everyone else simply was not listening. As a result, outside vendors and the internal R&D team are constantly left to clean up his messes.

4. The company has no concept of an approved-sample document. The procurement department often switches from Vendor A to Vendor B without notifying anyone. The issue is not discovered until a problem occurs during mass production, and, even more absurdly, the mechanical R&D team is held responsible. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the procurement manager. When she calls to ask about something, she acts as if you owe her NT$2.58 million and conducts business based on emotion. When R&D needs to modify a mold and asks procurement whether stock should be prepared, procurement always says there is enough. When it is actually time to modify the mold, they say inventory is insufficient and ask when the work can be finished, then relentlessly hound R&D, leaving everyone speechless. Procurement also never maintains sufficient inventory, so material shortages result in long waiting periods. Eventually, the production-control department began to counterbalance procurement, but within a few days the procurement manager went to become the production-control manager. In other words, she still controls everything, so the same problems described above continue to occur.

5. Regarding the same incident mentioned above on June 13, 2025: Previously, the design used Lens A to deplete inventory. Now that Lens A is out of stock and its MOQ is too high, procurement opened an ECR to replace it with Lens B. The R&D manager disagreed, but procurement directly issued the material to the production line and required the mechanical engineer to modify the BOM.

6. The company's HR department has no real authority and does not know employees' salaries, because the CEO keeps salary matters firmly under his control. Even a request for a mechanical sample costing less than NT$100 must be approved by the CEO. Even when a department manager wants to give someone a raise, it must pass through the CEO. As far as I know, when the R&D manager tried to discuss raises, the request was rejected.

7. Because the company's HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas—for example, having a non-major document-control employee use the title of mechanical engineer, or turning a testing intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are deeply unfair to genuine engineers. People carrying the company's “engineer” title have widely varying skill levels, causing actual engineering graduates to face questions from companies across the industry about their abilities.

8. The company's MIS department is extremely incompetent. Whenever there is a computer problem, they tell you to restart it. If they cannot solve it, they simply reimage the computer. Desktop computers are labeled “Internet access prohibited” by MIS; everyone knows why. In addition, the desktop specifications are antiquated. The department manager supposedly asked us to list the specifications of our current computers, but in reality the CEO simply does not want to upgrade the engineers' hardware, and nothing has happened for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase perpetual licenses, believing rentals are cheaper, but the software update issue has still gone nowhere.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced version, making drawing files exchanged within the same company incompatible. Even the system and part-numbering conventions follow different standards, making it seem as though the two sides are not operating as one company at all. The Serbia team also occasionally demands that we change to its coding principles, causing the two sides to argue repeatedly, after which the matter is ultimately left unresolved.

A company that’s content to coast on its past

1. To put it nicely, this company is hiring for a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. You are not expected to think for yourself—just follow the PM’s instructions and finish the work by the deadline.

2. The company’s machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings, and it was shipped as soon as one prototype was finished. On top of that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to interfere. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external display UI until just before the machine shipped. There is clearly a lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus is only NT$3,000.

3. Machine specifications should be confirmed during the development phase. After 15 machines had already entered mass production, the company said the IPC needed to be replaced because the alternative was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with all relevant departments before making a decision. Instead, the PM only brought it up again when the machine was about to ship. The PM, who is also a vice president, then shifted the blame by saying he had mentioned it long ago and that everyone else simply had not listened. As a result, outside vendors and internal R&D often have to clean up after him.

4. The company has no concept of approved samples. The purchasing department often switches from Supplier A to Supplier B without notifying anyone. The issue only becomes known when a problem occurs during mass production. Even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the purchasing manager. When the purchasing manager calls to ask about something, she acts as though you owe her NT$2.58 million and does everything based on emotion. When R&D needs to modify a mold and asks Purchasing whether inventory should be stocked, Purchasing always says there is enough. When the mold actually needs to be modified, Purchasing then says there is insufficient inventory and asks when the modification will be finished, before relentlessly pressuring R&D. It is infuriating. Purchasing has also never maintained adequate inventory, so shortages result in long waiting periods. Just when the production control department began to counterbalance Purchasing, the purchasing manager became the manager of the production control department a few days later. In other words, she still controls it, so the same problems continue to occur.

5. Regarding the same incident that occurred on June 13, 2025: Previously, a design using Lens A was adopted to consume existing inventory. Now that Lens A is out of stock, and because its MOQ is too high, Purchasing initiated an ECR to replace it with Lens B. The head of R&D disagreed, but Purchasing directly issued the material to the production line and instructed the mechanical engineer to modify the BOM.

6. The company’s HR department has no real authority and does not know employees’ salaries, because the CEO keeps salary matters firmly under his control. Even a mechanical sample request for less than NT$100 must be approved by the CEO. Even when a department manager wants to give an employee a raise, it must go through the CEO. As far as I know, when the head of R&D tried to discuss salary increases, the request was rejected.

7. Because the company’s HR department cannot find mechanical engineers or part-time testing assistants, it often comes up with bizarre ideas—for example, having a non-relevant-major document-control employee nominally serve as a mechanical engineer, or turning a part-time testing assistant into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. People with the company’s “engineer” title have widely varying ability levels, which will cause employers in the industry to question the capabilities of engineers who actually complete their degrees.

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart it. If they cannot solve it, they simply reformat and reinstall the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are antique-level. The department manager politely asks us to list the specifications of our current computers, but in reality the CEO simply does not want to upgrade the engineers’ hardware, and nothing has happened for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but the software upgrade issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced software version, making drawing files exchanged within the same company incompatible. Even the systems and part numbers follow different standards, making it seem as though two completely different companies are operating. The Serbia side also occasionally asks us to change to its coding principles, leading to endless arguments between the two sides, which ultimately go nowhere.

A retirement home company

1. To put it nicely, this company is hiring mechanical engineers; to put it bluntly, it is merely looking for draftspeople. The company does not expect you to think—just follow the PM’s instructions and complete the work by the deadline.

2. The company’s machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings, and it was shipped as soon as one prototype was finished. On top of that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to interfere. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external UI until just before the machine was shipped. This clearly shows a lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during development. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the alternative was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with all relevant departments before making a decision. Instead, the PM says nothing until shipment, and the vice president/PM then shifts the blame by claiming that he had said it long ago and that everyone else simply failed to listen. As a result, outside vendors and internal R&D staff often have to clean up his messes.

4. The company has no concept of a sample approval document. The Procurement Department often switches from Supplier A to Supplier B without notifying anyone, and the issue is not discovered until a problem occurs during mass production. Even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, everything from the production line on the 8th floor to PQC on the 5th floor is managed by the Procurement Manager. When the Procurement Manager calls to ask about something, she acts as if you owe her NT$2.58 million and makes decisions based on emotion. When R&D needs to modify a mold, it asks Procurement whether inventory should be stocked. Procurement always says there is enough, but when the mold actually needs to be modified, they say inventory is insufficient and ask when the work can be completed. They then relentlessly pressure R&D, which is utterly exasperating. Procurement has also never properly stocked inventory, so whenever materials run short, there is a long waiting period. A Production Control Department was finally established to counterbalance Procurement, but within a few days the Procurement Manager went over to become its manager. In other words, she still controls everything, so the same problems continue to occur.

5. As with the incident mentioned above that occurred on June 13, 2025: previously, Supplier A’s lens was used to consume existing inventory. Since the inventory of the A lens has now run out and its MOQ is too high, Procurement issued an ECR to replace it with the B lens. The R&D manager disagreed, but Procurement directly issued the materials to the production line and instructed the mechanical engineer to change the BOM.

6. The company’s HR department has no real authority and is not aware of employees’ salaries, because the CEO keeps all salary matters tightly under his control. Even a request for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to raise an employee’s salary, it must go through the CEO. As far as I know, the R&D manager’s request regarding salary increases was rejected.

7. Because the company’s HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as listing a non-major document-control employee as a mechanical engineer or turning test interns into test engineers. The purpose is to attract people who want to be called “engineers” to work there. Such strange practices are extremely unfair to genuine engineers. The skill levels of people given the company’s “engineer” title vary widely, which will cause truly graduating engineers to have their abilities questioned by companies across the industry.

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they simply tell you to restart it. If they cannot solve it, they handle it by reinstalling the operating system. Desktop computers are labeled by MIS with “Internet Access Prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are antiquated. The department manager asked us, ostensibly, to list the current computer specifications, but in reality the CEO simply does not want to upgrade the engineers’ hardware, and nothing has happened since. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but apparently the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbia region is a more advanced version, making it impossible to exchange drawing files within the same company. Even the systems and part numbers follow different standards, making it seem as though the two operations are not part of the same company at all. The Serbia side also occasionally asks us to change to its coding principles, causing the two sides to argue constantly, after which the matter is ultimately left unresolved.

A company that has been around for a long time

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is simply looking for a draftsman. The company does not expect you to think—just follow the PM's instructions and finish the work by the deadline.

2. The company's machines do not require validation. At your company, I developed a new model and completed the 2D/3D drawings in only nine days; as soon as one prototype was completed, it was shipped. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department did not know about changes to the coin module, and the software department did not begin rushing the external-display UI design until just before the machine was shipped. There is clearly a lack of cross-functional communication. To top it off, the bonus for completing a new project under a tight deadline was only NT$3,000.

3. Machine specifications should be confirmed during development. After 15 machines had already entered mass production, they suddenly said the IPC needed to be replaced because it was cheaper. I could accept the explanation that it was cheaper, provided that the PM communicated the decision with the relevant departments. Instead, the PM never communicates with anyone and only brings it up when the machine is about to ship. The PM vice president also shifts the blame, saying that he mentioned it long ago and that everyone else simply was not listening. Because of this, outside vendors and internal R&D staff are constantly cleaning up after him.

4. The company has no concept of a sample approval document. The purchasing department often switches from Supplier A to Supplier B without notifying anyone. The issue is only discovered when problems arise during mass production. Even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, the purchasing manager controls everything from the eighth-floor production line to the fifth-floor PQC. When the purchasing manager calls to ask about something, she acts as if you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to repair a mold and asks purchasing whether stock should be prepared, purchasing always says there is enough. Then, when the mold actually needs to be repaired, they say inventory is insufficient and ask when the repair can be completed, before aggressively hounding R&D. It is utterly baffling. Purchasing also never prepares inventory in advance, so any shortage results in a long waiting period. A production-control department finally began pushing back against purchasing, but within a few days the purchasing manager went to become the production-control manager. In other words, she was still in control, so the same problems described above continued to occur.

5. As with the incident mentioned above that occurred on June 13, 2025: A lens from Supplier A had previously been used in the design to consume existing inventory. Because the inventory of the A lens has now run out and its MOQ is too high, purchasing opened an ECR to replace it with a B lens. The R&D manager disagreed, but purchasing directly issued the materials to the production line and instructed the mechanical engineer to modify the BOM.

6. The company's HR department has no real authority and does not know employees' salaries, because the CEO keeps salary matters tightly under his control. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to give an employee a raise, it must pass through the CEO. As far as I know, when the R&D manager requested salary adjustments, the request was rejected!

7. Because the company's HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as listing a non-mechanical graduate in document control as a mechanical engineer, or turning a test intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. People carrying the company's “engineer” title have widely varying ability levels, which will cause genuinely qualified engineers to be questioned about their abilities by companies across the industry!

8. The company's MIS department is a complete mess. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reimage the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are antiquated. The department manager put it nicely by asking us to list the current computer specifications, but in reality the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. As for software, the company is currently using SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Ironically, the software used in the Serbia region is a higher version, so drawing files cannot be exchanged between the same company. Even the systems and part numbers follow different standards, making it seem as though two completely different companies are operating. The Serbia side also periodically asks us to change to its coding principles, leading to constant arguments between the two sides, which ultimately go nowhere.

Retirement home company

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not expect you to think—just follow the PM’s instructions and complete the work by the deadline.

2. The company’s machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings; as soon as one prototype was finished, it was shipped. Not only that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to interfere. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush the external-display UI design until immediately before the machine was shipped. There is an obvious lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during development. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the price was cheaper. I could accept the explanation that it was cheaper, provided that the PM communicated with every department before making the decision. Instead, the PM only brought it up again when the machine was about to be shipped. The PM vice president would also shift the blame, saying that he had mentioned it long ago and that everyone else simply had not listened. As a result, outside vendors and the internal R&D team often have to clean up after him.

4. The company has no concept of an approved sample or specification sign-off. The procurement department often switches from Supplier A to Supplier B without notifying anyone, and this is only discovered when a problem occurs during mass production. Even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, the procurement manager controls everything from the eighth-floor production line to the fifth-floor PQC. When the procurement manager calls to ask about something, she acts as if you owe her NT$2.58 million and relies on her emotions to get things done. When R&D needs to modify a mold and asks procurement whether inventory should be prepared, procurement always says there is enough. When the mold actually needs to be modified, they then say there is insufficient inventory and ask when the modification can be completed, before relentlessly pressuring R&D, which is astonishing. Procurement has also never maintained sufficient inventory, so material shortages result in long waiting periods. Just when the production-control department began to counterbalance procurement, the procurement manager transferred over to become its manager a few days later. In other words, she still controls it, so the problems described above continue to occur.

5. As with the incident mentioned above that occurred on June 13, 2025: previously, a design using Lens A was adopted to clear inventory. Now that the inventory of Lens A has run out, and because Lens A’s MOQ is too high, procurement issued an ECR to replace it with Lens B. The R&D manager disagreed, but procurement directly issued the material to the production line and instructed the mechanical engineer to modify the BOM.

6. The company’s HR department has no authority and does not know employees’ salaries, because the CEO keeps tight control over all salary matters. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee’s salary, it must go through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, it was rejected.

7. Because the company’s HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas, such as having non-majors from the document-control department nominally serve as mechanical engineers, or proposing that testing interns become test engineers. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. The skill levels of people given the company’s “engineer” title vary widely, which will cause genuinely qualified engineering graduates to have their abilities questioned by companies across the industry.

8. The company’s MIS department is a mess. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reinstall the operating system. Desktop computers are labeled “Internet access prohibited” by MIS. Everyone knows why internet access is prohibited. In addition, the desktop computer specifications are antiquated. The department manager politely asked us to list the specifications of our current computers, but in reality the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened. The software currently in use is SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but apparently does not realize that the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbia region is a higher version, which means that drawing files exchanged within the same company cannot be shared. Even the system and part-numbering conventions are different, making it seem completely unlike the same company is operating. The Serbia side also occasionally asks us to change to its coding conventions, resulting in constant arguments between the two sides, which ultimately go nowhere.

A retirement home company

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is simply looking for a draftsman. The company does not need you to think about anything—just follow the PM’s instructions and complete the work within the deadline.

2. The company’s machines do not require validation. At your company, I developed a new machine type and completed the 2D/3D drawings in only nine days. As soon as one prototype was finished, it was shipped. Not only that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department did not know about changes to the coin module, while the software department was still rushing to design the external-display UI until just before the machine was shipped. This clearly shows a lack of cross-functional communication. Most notably, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they suddenly said the IPC had to be replaced because the new one was cheaper. I could accept the explanation that it was cheaper, provided that the PM communicated the decision with the relevant departments. Instead, the PM never communicates with any department when making decisions, only bringing it up when the shipment is about to go out. The PM vice president also shifts the blame, claiming that he mentioned it long ago and that everyone else simply was not listening. As a result, external vendors and internal R&D personnel often have to clean up his messes.

4. The company has no concept of an approved-supplier commitment document. The procurement department often switches from Vendor A to Vendor B without notifying anyone. We only find out when a serious problem occurs during mass production. Even more absurdly, the mechanical R&D team is always held responsible when something goes wrong. Basically, the procurement manager oversees everything from the eighth-floor production line to the fifth-floor PQC. When the procurement manager calls to ask about something, she acts as if you owe her NT$2.58 million and relies on emotion to get things done. When R&D needs to modify a mold, it asks procurement whether inventory should be stocked. Procurement always says there is enough inventory, but when the mold actually needs to be modified, they say there is not enough stock and ask when the modification can be completed. Then they relentlessly pressure R&D, leaving everyone speechless. Procurement also never maintains sufficient inventory, so shortages lead to long waiting periods. Eventually, the production-control department began to counterbalance procurement, but within a few days the procurement manager went to become the production-control manager. In other words, she still controls everything, so the same problems described above continue to occur.

5. Regarding the same matter that occurred on 2025/6/13: Previously, an A-lens design was used to consume existing inventory. Since the A-lens inventory has now run out and its MOQ is too high, procurement initiated an ECR to switch to a B-lens. The R&D manager disagreed, but procurement directly issued the parts to the production line and instructed the mechanical engineer to modify the BOM.

6. The HR department has no real authority and does not know employees’ salaries because the CEO keeps salary matters firmly under his control. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department head wants to adjust an employee’s salary, it must pass through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, the request was rejected.

7. Because the company’s HR department cannot find mechanical engineers or test interns, it often comes up with strange ideas, such as giving people without relevant academic backgrounds the title of mechanical engineer, or turning test interns into test engineers. The purpose is to attract people who want to be called “engineers” to work here. These bizarre ideas are extremely unfair to genuine engineers. People who receive the company’s “engineer” title have widely varying ability levels, which will cause employers in the industry to question the capabilities of engineers who actually graduate with the relevant qualifications!

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reimage the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are antiques. The department head politely tells us to list the specifications of our current computers, but in reality, the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently the software upgrade issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced version, making drawing files exchanged within the same company incompatible. Even the system and part-numbering conventions are different, making it seem as though the two sides are not operating as the same company at all. The Serbia side also occasionally requires us to change to its coding principles, resulting in endless arguments between the two sides that ultimately go nowhere.

A company that is just getting by

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is simply looking for a drafter. The company does not need you to think about anything—just follow the PM’s instructions and complete the work within the deadline.

2. This company’s machines do not require validation. At your company, I developed a new model and completed the 2D/3D drawings in just nine days. As soon as one prototype was completed, it was shipped. On top of that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but loves to interfere. During development, for example, the hardware department did not know about changes to the coin module, while the software department did not rush to design the machine’s external UI until just before shipment. This clearly shows a lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they suddenly said the IPC had to be replaced because the new one was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with all relevant departments before making a decision. Instead, the PM only announces such decisions when shipment is imminent. The PM vice president also shifts the blame by saying that he mentioned it long ago and that “you people just weren’t listening.” As a result, outside vendors and internal R&D staff are constantly left to clean up his messes.

4. The company has no concept of an approved sample document. The Procurement Department often replaces Vendor A with Vendor B without notifying anyone, and the issue is only discovered when problems arise during mass production. Even more absurdly, the mechanical R&D team is always held responsible when something goes wrong. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the Procurement Manager. When the Procurement Manager calls to ask about something, she acts as though you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks Procurement whether stock should be prepared, Procurement always says there is enough. When the mold actually needs to be modified, they then say there is insufficient inventory and ask when it can be fixed, followed by relentless pressure on R&D, which is unbelievable. Procurement also never maintains sufficient inventory, so shortages result in long periods of downtime. There was finally a Production Control Department that could counterbalance Procurement, but within a few days the Procurement Manager went to become the manager of Production Control. In other words, she was still in control, so the same problems described above continued to occur.

5. Regarding the same matter that occurred on June 13, 2025: previously, a design using Lens A was adopted to consume existing inventory. Since Lens A is now out of stock and its MOQ is too high, Procurement issued an ECR to replace it with Lens B. The R&D manager disagreed, but Procurement directly issued the materials to the production line and required the mechanical engineer to change the BOM.

6. The company’s HR department has no real authority and does not know employees’ salaries, because the CEO keeps salary matters firmly under his control. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to give an employee a raise, it must go through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, the request was rejected.

7. Because the company’s HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas, such as having someone without a relevant degree, officially designated as a document-control employee, use the title of mechanical engineer, or turning testing interns into test engineers. The goal is to attract people who want to be called “engineers” to work there. Such strange ideas are extremely unfair to genuine engineers. People with widely varying skill levels are given the company’s “engineer” title, which will cause truly qualified graduating engineers to have their abilities questioned by companies across the industry!

8. The company’s MIS department is extremely dysfunctional. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reinstall the operating system. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why Internet access is prohibited. In addition, the desktop computer specifications are museum-piece quality. The department manager made it sound good by asking us to list the current computer specifications, but in reality the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently does not realize that the software upgrade issue remains unresolved to this day.

9. As mentioned above, the version being used is 2016. Strangely, the Serbia region uses a more advanced version, making it impossible to circulate drawing files between the same company. Even the system and component part numbers follow different standards, making it seem as though the two sides are not operating as part of the same company at all. The Serbia team also periodically asks us to change to its coding principles, leading to endless arguments between the two sides, which ultimately go nowhere.

An old-age pension company

1. To put it nicely, this company advertises the position as a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not require you to think—just follow the PM’s instructions and complete the work within the deadline.

2. The company’s machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings, and it was shipped as soon as one prototype was completed. Moreover, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush the design of the external-display UI until just before the machine was shipped. There is clearly a lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the alternative was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with all relevant departments before making a decision. Instead, the PM says nothing until shipment is imminent. The PM, who is also the vice president, then shirks responsibility by claiming that he said it long ago and that everyone else simply was not listening. As a result, outside vendors and internal R&D staff often have to clean up his messes.

4. The company has no concept of an approved sample or specification sign-off document. The Procurement Department often switches from Supplier A to Supplier B without notifying anyone. This only becomes known after a serious problem occurs during machine production, and, even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, everything from the production line on the eighth floor to PQC on the fifth floor is managed by the procurement manager. When she calls to ask about something, she acts as if you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks Procurement whether inventory should be stocked, Procurement always says there is enough. Once the mold actually needs to be modified, they say inventory is insufficient and ask when the modification can be completed, then relentlessly hound R&D, leaving everyone speechless. Procurement also never stocks inventory in advance, so when materials run short, there is always a waiting period. A production-control department finally emerged to counterbalance Procurement, but within a few days the procurement manager went to become the manager of the production-control department. In other words, she was still in control, so the same problems described above continued to occur.

5. As with the incident mentioned above that occurred on June 13, 2025: previously, Lens A was used in the design to consume existing inventory. Because the inventory of Lens A has now run out and its MOQ is too high, Procurement issued an ECR to replace it with Lens B. The R&D manager disagreed, but Procurement directly issued the material to the production line and required the mechanical engineer to modify the BOM.

6. The company’s HR department has no authority and does not know employees’ salaries, because the CEO tightly controls all salary matters. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to give an employee a raise, it must pass through the CEO. As far as I know, when the R&D manager requested salary adjustments, the request was rejected!

7. Because the company’s HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as listing a non-major document-control employee under the title of mechanical engineer or turning a test intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. These strange ideas are extremely unfair to genuine engineers. People with varying levels of ability receive the company’s “engineer” title, causing engineers who truly graduate with the required qualifications to have their abilities questioned by companies across the industry!

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reformat and reinstall the computer. Desktop computers are labeled by MIS with “Internet Access Prohibited.” Everyone knows why Internet access is prohibited. In addition, the desktop specifications are antiquated. The department manager politely asks us to list the current computer specifications, but in reality, the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, yet the software update issue remains unresolved to this day.

9. As mentioned above, the version being used is 2016. Strangely, the software used in the Serbia region is a higher version, making it impossible to exchange drawing files within the same company. Even the system and part-numbering conventions follow different standards, making it seem as though the two operations are not part of the same company at all. The Serbia side also occasionally asks us to change to its coding principles, leading to constant arguments between the two sides, which ultimately go nowhere.

Nursing home company

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not require you to think about anything—just follow the PM’s instructions and complete the work within the deadline.

2. This company’s machines do not require validation. At your company, I developed a new machine model and completed the 2D/3D drawings in only nine days; as soon as one prototype was finished, it was shipped. Furthermore, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, and the software department did not rush to design the external-display UI until just before the machine was shipped. This clearly shows a lack of cross-functional communication. Most notably, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the new one was cheaper. I could accept the explanation that it was cheaper, provided that the PM communicated the decision with the relevant departments. Instead, the PM makes decisions without consulting anyone and only brings them up when the machine is about to ship. The PM vice president then shifts the blame, saying that he mentioned it long ago and that everyone else simply was not listening. As a result, external suppliers and internal R&D staff are constantly left to clean up his messes.

4. The company has no concept of an approved sample or sign-off document. The procurement department often switches from Supplier A to Supplier B without notifying anyone; this is not discovered until a problem occurs during mass production. Even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the procurement manager. When the procurement manager calls to ask about something, she acts as though you owe her NT$2.58 million and relies on emotions to get things done. When R&D needs to modify a mold and asks procurement whether inventory should be prepared, procurement always says there is enough. Once the mold modification actually begins, they say inventory is insufficient and ask when it can be fixed, then relentlessly hound R&D, leaving everyone speechless. Procurement also never properly prepares inventory, so shortages lead to long waiting periods. A production-control department finally emerged to counterbalance procurement, but within a few days the procurement manager went over to become its manager. In other words, she still controls everything, so the problems described above continue to occur.

5. Regarding the same incident that occurred on 2025/6/13: Previously, a design using Lens A was adopted to consume existing inventory. Since the inventory of Lens A has now run out and its MOQ is too high, procurement initiated an ECR to replace it with Lens B. The R&D manager disagreed, but procurement directly issued the material to the production line and required the mechanical engineer to modify the BOM.

6. The company’s HR department has no real authority and does not know employees’ salaries, because the CEO tightly controls all salary matters. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee’s salary, it must pass through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, the request was rejected!

7. Because the company’s HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas, such as having a non-major document-control employee nominally serve as a mechanical engineer, or turning a testing intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. People carrying the company’s “engineer” title have widely varying skill levels, which will cause engineers who genuinely graduate into the profession to have their abilities questioned by companies across the industry!

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart it. If they cannot solve the problem, they simply reimage the computer. Desktop computers are labeled “Internet access prohibited” by MIS; everyone knows why. In addition, the desktop specifications are antiquated. The department manager says, in a flattering way, that we should list our current computer specifications, but in reality the CEO simply does not want to upgrade the engineers’ hardware, and nothing has happened for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but apparently the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbia region is a more advanced version, meaning that drawing files exchanged within the same company cannot be used interchangeably. Even the systems and part numbers follow different standards, making it seem completely unlike the same company is operating. The Serbia side also occasionally asks us to adopt its coding principles, causing constant arguments between the two sides, which ultimately go nowhere.

A company that lets you retire

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is simply looking for a draftsman. The company does not need you to think about anything—just follow the PM’s instructions and complete the work on schedule.

2. The company’s machines do not require validation. At your company, I spent only nine days developing a new model’s 2D/3D drawings, and shipped it as soon as one prototype was completed. Not only that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but insists on micromanaging. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not start rushing the external-display UI design until right before the machine was shipped. This clearly shows a lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they suddenly said the IPC had to be replaced because it was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with all relevant departments before making a decision. Instead, the PM never communicates with anyone and only brings it up when the shipment is about to go out. The PM, who is also the vice president, even shifts the blame by saying that he mentioned it long ago and that everyone else simply was not listening. As a result, outside vendors and internal R&D staff are constantly left to clean up his messes.

4. The company has no concept of an approved sample document. The procurement department often switches from Supplier A to Supplier B without notifying anyone. This only becomes known when a serious problem occurs during mass production. Even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, the procurement manager manages everything from the eighth-floor production line to the fifth-floor PQC. When she calls to ask about something, she acts as though you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks procurement whether inventory should be stocked, procurement always says there is enough. When the mold actually needs to be modified, they then say inventory is insufficient and ask when the modification can be completed, followed by relentless pressure on R&D, which is simply astonishing. Procurement also never maintains sufficient inventory, so whenever materials run short, there is a waiting period. A production-control department finally managed to counterbalance procurement, but within a few days the procurement manager went to become the production-control manager. In other words, she was still in control, so the same problems described above continued to occur.

5. Regarding the same matter, which occurred on 2025/6/13: previously, a design using Lens A was adopted to reduce inventory. Since the inventory of Lens A has now run out and its MOQ is too high, procurement issued an ECR to replace it with Lens B. The R&D manager disagreed, but procurement directly issued the materials to the production line and required the mechanical engineer to change the BOM.

6. The company’s HR department has no real authority and does not know employees’ salaries, because the CEO keeps complete control over all salary matters. Even an application for mechanical samples costing less than NT$100 requires the CEO’s approval. Even when a department manager wants to adjust an employee’s salary, it must pass through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, the request was rejected!

7. Because the company’s HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas, such as having a non-mechanical major from document control nominally serve as a mechanical engineer, or proposing that testing interns become test engineers. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to real engineers. People who receive the company’s “engineer” title have widely varying skill levels, which will cause genuinely qualified graduating engineers to have their abilities questioned by companies across the industry!

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reinstall the operating system. Desktop computers are labeled “Internet access prohibited” by MIS. Everyone knows why internet access is prohibited. In addition, the desktop computer specifications are practically antique. The department manager says, to put it nicely, that we should list the current computer specifications, but in reality the CEO simply does not want to upgrade the engineers’ hardware, and there has been no follow-up for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently does not realize that the software upgrade issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced version, making it impossible to share drawing files within the same company. Even the systems and part-number formats follow different standards, making it seem as though the two operations are not part of the same company at all. The Serbia side also occasionally asks us to change to its coding principles, leading to constant arguments between the two sides, which ultimately go nowhere.

An old-age company

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not require you to think—just follow the PM’s instructions and complete the work within the deadline.

2. This company’s machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings, and it was shipped as soon as one prototype was completed. Moreover, the head of the PM department is also the company’s vice president. He cannot manage projects but loves to interfere. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush the external-display UI design until just before the machine was shipped. There is clearly a lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the price was cheaper. I could accept the explanation that it was cheaper, provided that the PM communicated with the relevant departments before making the decision. Instead, the PM says nothing until shipment is imminent, and the PM vice president even shifts the blame by claiming that he told everyone long ago and that we simply were not listening. As a result, external vendors and internal R&D staff often have to clean up after him.

4. The company has no concept of an approved sample document. The purchasing department often switches from Supplier A to Supplier B without notifying anyone. People only find out when serious problems occur during mass production. Even more absurdly, mechanical R&D is always held responsible when something goes wrong. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the purchasing manager. When the purchasing manager calls to ask about something, she acts as if you owe her NT$2.58 million and handles matters based on emotion. When R&D needs to modify a mold and asks purchasing whether materials should be stocked, purchasing always says there is enough inventory. When the mold actually needs to be modified, they then say inventory is insufficient and ask when it can be fixed, before relentlessly pressuring R&D, which is baffling. Purchasing also never properly prepares inventory, so shortages result in long waiting periods. An operations-planning department finally began counterbalancing the purchasing department, but within a few days the purchasing manager went to become the manager of the operations-planning department. In other words, she is still in control, so the problems described above continue to occur.

5. Regarding the same matter that occurred on 2025/6/13: previously, Lens A was used in the design to consume excess inventory. Since the inventory of Lens A has now run out and its MOQ is too high, purchasing issued an ECR to replace it with Lens B. The R&D manager disagreed, but purchasing directly issued the materials to the production line and required the mechanical engineer to modify the BOM.

6. The HR department at this company has no authority and does not know employees’ salaries, because the CEO tightly controls all salary matters. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to grant a salary increase, it must go through the CEO. As far as I know, when the R&D manager requested salary adjustments, the request was rejected.

7. Because the company’s HR department cannot find mechanical engineers or testing part-time workers, it often comes up with bizarre ideas, such as designating a non-major document-control employee as a mechanical engineer or turning testing part-time workers into test engineers. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to real engineers. People carrying the company’s “engineer” title have widely varying skill levels, which will cause genuinely qualified engineering graduates to have their abilities questioned by companies across the industry.

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart it. If they cannot solve it, they simply reinstall the operating system. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop computer specifications are antiquated. The department manager politely asked us to list the current computer specifications, but in reality the CEO simply does not want to upgrade the engineers’ hardware, and nothing has happened for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced version, making drawing files from the same company incompatible and preventing them from circulating. Even the system and part-number specifications are different, making it completely unlike the same company in operation. The Serbia side also occasionally asks us to change to their coding principles, causing the two sides to argue constantly, after which the matter is ultimately left unresolved.

A company for retirement

1. To put it nicely, this company is hiring a mechanical design engineer; to put it bluntly, it is merely looking for a draftsman. The company does not need you to think about anything. You only have to follow the PM's instructions and complete the work within the deadline.

2. This company's machines do not require validation. At your company, I developed a new machine model and completed the 2D/3D drawings in only nine days; as soon as one prototype was completed, it was shipped. In addition, the head of the PM department is also the company's vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department did not know about changes to the coin module, while the software department did not start rushing to design the machine's external UI until just before shipment. This clearly shows a lack of cross-departmental communication. Most notably, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because it was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with every relevant department before making a decision. Instead, the PM never communicates with anyone and only brings things up when the machine is about to ship. The PM vice president also shifts the blame, saying that he mentioned it long ago and that everyone else simply was not listening. As a result, outside vendors and internal R&D staff are constantly left to clean up his messes.

4. The company has no concept of an approved-sample document. The procurement department often switches from Supplier A to Supplier B without notification. No one finds out until a problem occurs during mass production, and, even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the procurement manager. When the procurement manager calls to ask about something, she acts as though you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks procurement whether inventory should be stocked, procurement always says there is enough. When the mold actually needs to be modified, they then say inventory is insufficient and ask when it can be fixed, followed by relentlessly pressuring R&D, leaving everyone dumbfounded. Procurement also never maintains sufficient inventory, so whenever materials run short, there is always a waiting period. Just when the production-control department had begun to counterbalance procurement, the procurement manager went to become the production-control manager after only a few days. In other words, she was still in control, so the problems described above continued to occur.

5. The same as the incident described above, which occurred on June 13, 2025: Previously, a design using Lens A was adopted to consume existing inventory. Since the inventory of Lens A has now run out and its MOQ is too high, procurement opened an ECR to replace it with Lens B. The R&D manager disagreed, but procurement directly issued the materials to the production line and demanded that the mechanical engineer modify the BOM.

6. The HR department at this company has no real authority and does not know employees' salaries, because the CEO keeps salary matters firmly under his control. Even an application for mechanical samples costing less than NT$100 requires the CEO's approval. Even when a department head wants to adjust an employee's salary, it must go through the CEO. As far as I know, when the head of R&D raised the issue of salary adjustments, it was rejected!

7. Because the company's HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas. For example, it has proposed giving non-majors in document control the title of mechanical engineer, or turning testing interns into test engineers. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. People given the company's “engineer” title have widely varying ability levels, which will cause companies in the industry to question the abilities of engineers who are actually about to graduate!

8. The company's MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart it. If they cannot solve it, they simply reinstall the operating system. Desktop computers are labeled “Internet access prohibited” by MIS; everyone knows why. In addition, the desktop computer specifications are antiquated. The department head nicely asked us to list the current computer specifications, but in reality, the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. The software currently in use is SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but the matter of updating the software remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbia region is a more advanced version, making it impossible to exchange drawing files within the same company. Even the systems and part numbers follow different standards, making it seem completely unlike the same company is operating. The Serbia side also occasionally demands that we change to its coding principles, resulting in endless arguments between the two sides, which ultimately go nowhere.

A company for retirees

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not require you to think about anything—just follow the PM’s instructions and complete the work on time.

2. The company’s machines do not require validation. At your company, I developed a new machine model and completed the 2D/3D drawings in only nine days; as soon as one prototype was completed, it was shipped. Not only that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to interfere. During development, for example, the hardware department was unaware of changes to the coin module, and the software department did not rush the design of the external display UI until just before the machine was shipped. This clearly shows a lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because it was cheaper. I can accept the explanation that it was cheaper, on the condition that the PM communicate with all relevant departments before making a decision. However, the PM makes decisions without consulting anyone and only brings them up when the product is about to ship. The PM vice president even shifts the blame by saying that he mentioned it long ago and that everyone else simply was not listening. As a result, outside suppliers and internal R&D frequently have to clean up after him.

4. The company has no concept of an approved sample or change notification document. The procurement department often switches from Supplier A to Supplier B without notifying anyone. This is only discovered when a serious problem occurs during mass production. Even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, the procurement manager oversees everything from the eighth-floor production line to the fifth-floor PQC. When the procurement manager calls to ask about something, she acts as though you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks procurement whether inventory should be stocked, procurement always says there is enough. When the mold actually needs to be modified, they then say there is insufficient inventory and ask when the modification can be completed, before relentlessly pressuring R&D, which is astonishing. Procurement also never maintains sufficient inventory, so shortages lead to long periods of downtime. A production control department finally emerged to counterbalance procurement, but within a few days the procurement manager went over to become its manager. In other words, she still controls it, so the problems described above continue to occur.

5. As with the incident on 2025/6/13 mentioned above, an A lens was previously used for the design in order to consume existing inventory. Because the inventory of the A lens has now run out and its MOQ is too high, procurement initiated an ECR to replace it with a B lens. The R&D manager disagreed, but procurement directly issued the materials to the production line and instructed the mechanical engineer to change the BOM.

6. The company’s HR department has no real authority and does not know employees’ salaries, because the CEO tightly controls all salary matters. Even a mechanical sample request for less than NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee’s salary, it must go through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, the request was rejected!

7. Because the company’s HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas, such as giving non-mechanical majors with document-control titles the nominal title of mechanical engineer, or turning testing interns into test engineers. The purpose is to attract people who want to be called “engineers” to work here. These strange ideas are extremely unfair to genuine engineers. People with the company’s “engineer” title have widely varying skill levels, which will cause companies across the industry to question the capabilities of engineers who are actually about to graduate.

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reimage the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are at an antique level. The department manager pleasantly asked us to list the specifications of our current computers, but in reality, the CEO simply does not want to upgrade the engineers’ hardware, and nothing has happened for a long time. As for software, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently has not realized that the software upgrade issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbian region is a more advanced version, causing drawing files exchanged within the same company to be incompatible. Even the system and part-numbering conventions follow different standards. It operates nothing like a single company. The Serbian side also occasionally asks us to change to its coding principles, leading to constant arguments between the two sides, which ultimately go nowhere.

A company that exists to collect a salary

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not need you to think about anything—just follow the PM’s instructions and complete the work by the deadline.

2. This company’s machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings, and it was shipped as soon as one prototype was finished. Not only that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external UI until just before the machine was shipped. There is an obvious lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they suddenly said the IPC needed to be replaced because the alternative was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with all departments before making a decision. Instead, the PM says nothing until shipment, and then the vice president in charge of PM shifts the blame by saying that he had mentioned it long ago and that everyone else simply was not listening. As a result, outside vendors and internal R&D frequently have to clean up his messes.

4. The company has no concept of a sample approval document. The procurement department often switches from Vendor A to Vendor B without notifying anyone. The issue is only discovered when problems arise during mass production. Even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the procurement manager. When the procurement manager calls to ask about something, she acts as if you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks procurement whether inventory should be prepared, procurement always says there is enough. When the mold actually needs to be modified, they then say inventory is insufficient and ask when the modification can be completed, before relentlessly pressuring R&D, which is astonishing. Procurement has also never properly prepared inventory, so whenever materials run short there is a long waiting period. A production-control department finally began to counterbalance procurement, but within a few days the procurement manager went over to become the production-control manager. In other words, she was still in control, so the same problems described above continue to occur.

5. Regarding the same matter mentioned above, on June 13, 2025, the company used a design with Lens A to consume existing inventory. Since the inventory of Lens A has now run out and its MOQ is too high, procurement issued an ECR to replace it with Lens B. The R&D manager disagreed, but procurement directly issued the materials to the production line and ordered the mechanical engineer to revise the BOM.

6. The HR department has no real authority and does not know employees’ salaries, because the CEO keeps salary matters tightly under his control. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to give an employee a raise, it must pass through the CEO. As far as I know, when the R&D manager tried to discuss salary increases, the request was rejected.

7. Because the company’s HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas, such as giving a non-related-major document-control employee the title of mechanical engineer or turning a testing intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. These strange ideas are extremely unfair to genuine engineers. People carrying the company’s “engineer” title have widely varying ability levels, which will cause graduating engineers who genuinely qualify for the profession to be questioned by companies across the industry.

8. The company’s MIS department is extremely incompetent. Whenever there is a computer problem, they simply tell you to restart the computer. If they cannot solve it, they directly reformat and reinstall the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are antiquated. The department manager politely asks us to list the current computer specifications, but in reality the CEO simply does not want to upgrade the engineers’ hardware, and nothing has happened for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbian region is a more advanced version, making drawing files exchanged within the same company incompatible. Even the systems and part numbers follow different standards, making it seem completely unlike the same company is operating them. The Serbian side also periodically asks us to change to its coding principles, causing the two sides to argue constantly, after which the matter is ultimately left unresolved.

A company for retirement

1. To put it nicely, this company is hiring a mechanical design engineer; to put it bluntly, it is simply looking for a draftsman. The company does not expect you to think—just follow the PM's instructions and complete the work within the deadline.

2. The company's machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings, and it was shipped as soon as one prototype was finished. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but insists on controlling everything. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external UI until just before the machine was shipped. This clearly shows a lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during development. The machine had already entered mass production with 15 units completed before they said the IPC needed to be replaced, because the replacement was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicated the decision with the relevant departments. Instead, the PM makes decisions without communicating with anyone and only mentions them when the product is about to ship. The PM vice president also shirks responsibility by saying that he mentioned it long ago and that everyone else simply failed to listen. As a result, outside vendors and internal R&D frequently have to clean up after him.

4. The company has no concept of a sample approval document. The purchasing department often switches from supplier A to supplier B without notifying anyone, and the issue is only discovered when a problem arises during mass production. Even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, everything from the production line on the eighth floor to PQC on the fifth floor is managed by the purchasing manager. When the purchasing manager calls to ask about something, she acts as though you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks purchasing whether inventory should be stocked, purchasing always says there is enough. When it is actually time to modify the mold, they then say inventory is insufficient and ask when the modification can be completed, before relentlessly pressuring R&D, leaving everyone speechless. Purchasing has also never properly prepared inventory, so shortages result in long waiting periods. A production control department finally emerged to counterbalance purchasing, but within a few days the purchasing manager went to become the manager of production control. In other words, she still controls everything, so the problems described above continue to occur.

5. As with the incident on June 13, 2025 mentioned above, an A lens was previously used in the design to deplete inventory. Now that the A lens is out of stock and its MOQ is too high, purchasing issued an ECR to replace it with a B lens. The R&D manager disagreed, but purchasing directly issued the parts to the production line and required the mechanical engineer to modify the BOM.

6. The company's HR department has no authority and does not know employees' salaries, because the CEO has a firm grip on all salary matters. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee's salary, it must pass through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, it was rejected!

7. Because the company's HR department cannot find mechanical engineers or part-time testing workers, it often comes up with bizarre ideas, such as having a non-major document-control employee use the title of mechanical engineer, or turning part-time testing workers into test engineers. The purpose is to attract people who want to be called “engineers” to work here. These strange ideas are extremely unfair to real engineers. People using the company's “engineer” title have widely varying levels of ability, which will cause genuinely qualified graduating engineers to have their capabilities questioned by companies in the industry!

8. The company's MIS department is extremely incompetent. Whenever there is a computer problem, they tell you to restart it. If they cannot solve it, they simply reformat and reinstall the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why Internet access is prohibited. In addition, the desktop computer specifications are antiquated. The department manager makes it sound good by asking us to list the current computer specifications, but in reality the CEO simply does not want to help engineers upgrade their hardware, and there has still been no follow-up. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently does not realize that the software upgrade issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbia region is a more advanced version, making it impossible to share drawing files within the same company. Even the systems and part numbers follow different standards, making it seem completely unlike the same company is operating. The Serbia side also periodically asks us to change to their coding principles, causing the two sides to argue endlessly before the matter ultimately goes nowhere.

A retirement home company

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not require you to think about anything—just follow the PM’s instructions and complete the work within the deadline.

2. The company’s machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D designs; as soon as one prototype was finished, it was shipped. Moreover, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department did not know about changes to the coin module, while the software department did not rush to design the machine’s external display UI until right before shipment. There is an obvious lack of cross-functional communication. Most importantly, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during development. The machine had already entered mass production with 15 units produced when they suddenly said the IPC needed to be replaced because it was cheaper. I can accept the explanation that the alternative was cheaper, provided that the PM communicated the decision with the relevant departments. Instead, the PM never communicates with anyone and only brings it up when the machine is about to ship. The PM vice president then shirks responsibility by saying that he mentioned it long ago and that everyone else simply was not listening. Because of this, external vendors and internal R&D staff often have to clean up after him.

4. The company has no concept of an approved sample or signed-off specification. The procurement department often switches from Supplier A to Supplier B without notifying anyone. This only becomes known after a problem occurs during machine mass production, and, even more absurdly, mechanical R&D is held responsible whenever something goes wrong. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the procurement manager, who speaks on the phone as if you owed her NT$2.58 million and handles matters emotionally. When R&D needs to modify a mold, it asks procurement whether inventory should be stocked. Procurement always says there is enough, but when the mold actually needs to be modified, it says inventory is insufficient and asks when the modification can be completed. It then relentlessly pressures R&D, which is astounding. Procurement has also never maintained sufficient inventory, so shortages result in long waiting periods. A production management department finally began to counterbalance procurement, but within a few days the procurement manager went to become the production management department’s manager. In other words, she was still in control, so the problems described above continued to occur.

5. As with the incident on June 13, 2025 mentioned above: previously, a design using Lens A was adopted to consume existing inventory. Since the inventory of Lens A has now run out and its MOQ is too high, procurement initiated an ECR to replace it with Lens B. The R&D manager disagreed, but procurement directly issued the materials to the production line and required the mechanical engineer to modify the BOM.

6. The company’s HR department has no real authority and does not know employees’ salaries, because the CEO keeps salary matters tightly under his control. Even an application for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee’s salary, it must go through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, it was rejected!

7. Because the company’s HR department cannot find mechanical engineers or testing interns, it often comes up with bizarre ideas, such as giving a non-major document-control employee the title of mechanical engineer or turning a testing intern into a test engineer. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. People carrying the company’s “engineer” title have widely varying skill levels, which will cause genuinely graduating engineers to have their abilities questioned by companies across the industry!

8. The company’s MIS department is extremely incompetent. Whenever there is a computer problem, they tell you to restart it. If they cannot solve it, they simply reformat and reinstall the computer. Desktop computers are labeled “Internet access prohibited” by MIS; everyone knows why they are prohibited from accessing the Internet. In addition, the desktop specifications are practically antique. The department manager makes it sound good by asking us to list the current computer specifications, but in reality the CEO has no intention of helping engineers upgrade their hardware, and nothing has happened for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently does not realize that the software upgrade issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbia region is a more advanced version, meaning that drawing files exchanged within the same company cannot be used interchangeably. Even the system and part-number conventions follow different standards, making it seem as though the two operations are not part of the same company at all. The Serbia side also occasionally demands that we change to its coding principles, resulting in endless arguments between the two sides, which ultimately remain unresolved.

A company for retirement

1. To put it nicely, this company is hiring a mechanical engineer; to put it bluntly, it is merely looking for a draftsman. The company does not need you to think about anything—just follow the PM’s instructions and complete the work by the deadline.

2. The company’s machines do not require validation. At your company, I developed a new model and completed the 2D/3D drawings in just nine days; as soon as one prototype was completed, it was shipped. Not only that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department did not know about changes to the coin module, while the software department was rushing to design the external-display UI until just before the machine was shipped, clearly showing a lack of cross-functional communication. Most notably, after rushing to complete a new project, the bonus was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the price was cheaper. I could accept the explanation that it was cheaper, provided that the PM communicated with all relevant departments before making a decision. Instead, the PM says nothing until shipment is imminent, and the PM vice president then shifts the blame by saying that he mentioned it long ago and that “you simply weren’t listening.” As a result, outside vendors and internal R&D often have to clean up his messes.

4. The company has no concept of an approved sample or specification sign-off. The Procurement Department often switches from Supplier A to Supplier B without notifying anyone. It is not until problems arise during mass production that people discover what happened—and, even more absurdly, Mechanical R&D is held responsible whenever something goes wrong. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the procurement manager. When the procurement manager calls to ask about something, she acts as if you owe her NT$2.58 million and operates entirely on emotion. When R&D needs to modify a mold and asks Procurement whether inventory should be prepared, Procurement always says there is enough. Then, when the mold actually needs to be modified, they say inventory is insufficient and ask when it can be fixed, followed by relentless pressure on R&D, which is utterly exasperating. Procurement also never prepares sufficient inventory, so material shortages lead to long waiting periods. Just when the Materials Control Department seemed able to counterbalance Procurement, the procurement manager transferred there as manager after only a few days. In other words, she still controls everything, so the problems described above continue to occur.

5. Same as above. On 2025/6/13, the following incident occurred. Previously, a design using Lens A was adopted to consume excess inventory. Because the inventory of Lens A has now run out and its MOQ is too high, Procurement issued an ECR to replace it with Lens B. The head of R&D disagreed, but Procurement directly issued the material to the production line and instructed the mechanical engineer to change the BOM.

6. The company’s HR department has no authority and does not know employees’ salaries, because the CEO keeps complete control over pay. Even a request for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to give someone a raise, it must go through the CEO. As far as I know, when the head of R&D raised the issue of salary adjustments, it was rejected!

7.  Because the company’s HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as having a non-major document-control employee nominally serve as a mechanical engineer, or turning test interns into test engineers. The purpose is to attract people who want to be called “engineers” to work here. Such strange ideas are extremely unfair to real engineers. People with “engineer” in their company title have widely varying skill levels, which will cause genuinely graduating engineers to have their abilities questioned by companies in the industry!

8. The company’s MIS department is extremely incompetent. Whenever there is a computer problem, they tell you to restart the computer. If they cannot solve it, they simply reimage the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why Internet access is prohibited. In addition, the desktop specifications are antiquated. The department manager put it nicely by asking us to list the current computer specifications, but in reality, the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently does not realize that the software update issue remains unresolved to this day.

9. As stated above, the version in use is 2016. Strangely, the Serbia region uses a more advanced version, which means that drawing files exchanged within the same company cannot be circulated. Even the systems and part numbers follow different standards, making it seem completely unlike a single company is operating. The Serbia side also periodically asks us to change to its coding principles, causing both sides to argue constantly, after which the matter is ultimately left unresolved.

A company that supports retirement

1. To put it nicely, this company is hiring a mechanical design engineer; to put it bluntly, it is only looking for a draftsman. The company does not require you to think about anything—just follow the PM's instructions and complete the work by the deadline.

2. The company's machines do not require validation. At your company, I spent only nine days developing a new model and completing the 2D/3D drawings, and it was shipped as soon as one prototype was completed. Moreover, the head of the PM department is also the company's vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush to design the external-display UI until just before the machine was shipped. There is clearly a lack of cross-functional communication. Most importantly, the bonus for rushing to complete a new project was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the price was cheaper. I can accept the explanation that it was cheaper, on the condition that the PM communicated with the relevant departments before making a decision. Instead, the PM never communicates with any department until the machine is about to ship. The PM vice president also shifts the blame, saying that he had told everyone about it long ago and that it was because none of you were listening. As a result, outside vendors and internal R&D staff often have to clean up after him.

4. The company has no concept of an approved sample or change-approval document. The procurement department often switches from Vendor A to Vendor B without notifying anyone. It is not until a problem occurs during mass production that people discover the change, and, even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, the procurement manager controls everything from the eighth-floor production line to the fifth-floor PQC. When the procurement manager calls to ask about something, she acts as if you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks procurement whether inventory should be stocked, procurement always says there is enough. Then, when the mold actually needs to be modified, they say there is insufficient inventory and ask when it can be fixed, before relentlessly pressuring R&D, leaving everyone dumbfounded. Procurement also never maintains sufficient inventory, so any shortage results in a waiting period. Just when the production-control department began to counterbalance the procurement department, the procurement manager became the manager of production control after only a few days. In other words, she was still in control, so the problems described above continued to occur.

5. Same as above. On 2025/6/13, the following occurred: previously, Lens A was used in the design to consume existing inventory. Since the inventory of Lens A has now run out and its MOQ is too high, procurement issued an ECR to replace it with Lens B. The R&D supervisor disagreed, but procurement directly issued the material to the production line and instructed the mechanical engineer to change the BOM.

6. The company's HR department has no authority and does not know the employees' salaries, because the CEO tightly controls all salary matters. Even a request for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department head wants to adjust an employee's salary, it must go through the CEO. As far as I know, when the R&D supervisor raised the issue of salary adjustments, it was rejected!

7.  Because the company's HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as having a non-major document-control employee nominally serve as a mechanical engineer, or proposing that a test intern be classified as a test engineer. The purpose is to attract people who want to be called “engineers” to work here. These strange ideas are extremely unfair to real engineers. People with varying levels of ability receive the company’s “engineer” title, causing genuinely graduating engineers to face doubts about their abilities from companies across the industry!

8. The company's MIS department is extremely incompetent. Whenever there is a computer problem, they tell you to restart it. If they cannot solve it, they simply reinstall the operating system. Desktop computers are labeled by MIS with “Internet Access Prohibited.” Everyone knows why Internet access is prohibited. In addition, the desktop computer specifications are practically antique. The department head ostensibly asked us to list the current computer specifications, but in reality, the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. For software, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual license, believing that renting is cheaper, but apparently does not realize that the software update issue remains unresolved to this day.

9. Same as above: the version in use is 2016. Strangely, the software used in the Serbia region is a more advanced version, which means that drawing files exchanged within the same company cannot be shared. Even the systems and part numbers follow different standards, making it seem completely unlike a single company is operating. The Serbia side also occasionally asks us to change to its coding principles, causing the two sides to argue constantly, and the matter ultimately remains unresolved.

A company that lets you coast until retirement

1. To put it nicely, this company says it is hiring a mechanical engineer; to put it bluntly, it is only looking for a draftsman. The company does not need you to think about anything—just follow the PM’s instructions and complete the work by the deadline.

2. The company’s machines do not require validation. At this company, I developed a new model and completed the 2D/3D drawings in only nine days; as soon as one prototype was finished, it was shipped. Not only that, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department did not know about changes to the coin module, and the software department did not begin rushing to design the machine’s external UI until just before shipment. There is an obvious lack of cross-functional communication. To make matters worse, the bonus for completing a new project under a tight deadline is only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they said the IPC needed to be replaced because the price was cheaper. I can accept the explanation that it was cheaper, provided that the PM communicates with every department before making a decision. Instead, the PM says nothing until shipment is imminent, and the PM vice president then shifts the blame by saying that he told everyone long ago and that we simply were not listening. As a result, outside vendors and internal R&D staff often have to clean up his messes.

4. The company has no concept of an approved-sample document. The purchasing department often switches from Supplier A to Supplier B without notifying anyone. The issue is not discovered until a problem occurs during mass production, and, even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, the production line on the eighth floor through PQC on the fifth floor is all managed by the purchasing manager. When the purchasing manager calls to ask about something, she acts as if you owe her NT$2.58 million and conducts business based on her emotions. When R&D needs to modify a mold and asks purchasing whether inventory should be stocked, purchasing always says there is enough. Then, when the mold is actually modified, they say inventory is insufficient and ask when the modification can be completed, after which they relentlessly hound R&D. It is utterly bewildering. Purchasing also never maintains inventory levels properly, so material shortages result in long waiting periods. Just when the production control department began to counterbalance the purchasing department, the purchasing manager became the manager of production control after only a few days. In other words, she still controls it, so the same problems described above continue to occur.

5. As with the incident on June 13, 2025, mentioned above: previously, a design using Lens A was adopted to consume existing inventory. Since the inventory of Lens A has now run out and its MOQ is too high, purchasing initiated an ECR to replace it with Lens B. The R&D manager disagreed, but purchasing directly issued the material to the production line and instructed the mechanical engineer to change the BOM.

6. The company’s HR department has no authority and does not know employees’ salaries, because the CEO keeps salary matters firmly under his control. Even a request for a mechanical sample costing less than NT$100 must be approved by the CEO. Even when a department manager wants to adjust an employee’s salary, it still has to pass through the CEO. As far as I know, when the R&D manager raised the issue of salary adjustments, it was rejected!

7.  Because the company’s HR department cannot find mechanical engineers or test interns, it often comes up with bizarre ideas, such as having a non-related-major document-control employee nominally serve as a mechanical engineer, or proposing that test interns be called test engineers. The purpose is to attract people who want to be “engineers” to work here. Such strange ideas are extremely unfair to genuine engineers. People given the company’s “engineer” title have widely varying levels of ability, which will cause companies across the industry to question the capabilities of genuinely graduating engineers!

8. The company’s MIS department is extremely dysfunctional. Whenever there is a computer problem, they tell you to restart it. If they cannot solve it, they simply reimage the computer. Desktop computers are labeled by MIS with “Internet access prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are antiquated. A department manager may say, for appearances’ sake, that we should list the current computer specifications, but in reality the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. The software currently in use is SolidWorks 2016. The CEO does not want to purchase the software outright, believing that renting it is cheaper, but apparently does not realize that the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the Serbia region uses a more advanced version, which means that drawing files exchanged within the same company cannot be circulated. Even the systems and part-numbering rules follow different standards, making it seem as though the two sides are not operating as the same company at all. The Serbia side also periodically requires us to change to its coding principles, leading to endless arguments between the two sides, which ultimately go nowhere.

A retirement home company

1. To put it nicely, this company is hiring an equipment engineer; to put it bluntly, it is merely looking for a draftsman. The company does not require you to think about anything—just follow the PM’s instructions and complete the work by the deadline.

2. The company’s machines do not require validation. At your company, I spent only nine days developing a new model’s 2D/3D drawings, and shipped it as soon as one prototype was completed. Moreover, the head of the PM department is also the company’s vice president. He does not know how to manage projects but likes to micromanage. During development, for example, the hardware department was unaware of changes to the coin module, while the software department did not rush the external-display UI design until just before the machine was shipped. This clearly shows a lack of cross-functional communication. Most notably, the bonus for completing a new project under tight deadlines was only NT$3,000.

3. Machine specifications should be confirmed during the development stage. After 15 machines had already entered mass production, they suddenly said the IPC needed to be replaced because the alternative was cheaper. I can accept the explanation that it was cheaper, provided that the PM actually communicated with the relevant departments before making the decision. Instead, the PM made decisions without consulting anyone and only brought them up when the shipment was about to go out. The PM vice president would also shift the blame, saying that he had mentioned it long ago and that “you simply weren’t listening.” As a result, outside vendors and internal R&D staff often have to clean up his messes.

4. The company has no concept of an approved vendor list. The procurement department often switches from Vendor A to Vendor B without notifying anyone. The issue only becomes known when a problem occurs during mass production, and, even more absurdly, the mechanical R&D team is held responsible whenever something goes wrong. Basically, everything from the eighth-floor production line to the fifth-floor PQC is managed by the procurement manager. When the procurement manager calls to ask about something, she acts as if you owe her NT$2.58 million and handles matters emotionally. When R&D needs to modify a mold and asks procurement whether inventory should be stocked, procurement always says there is enough. When the mold actually needs to be modified, they then say inventory is insufficient and ask when it can be fixed, followed by relentlessly pressuring R&D, which is astonishing. Procurement has also never maintained adequate safety stock, so whenever materials run short, there is a waiting period. There was finally a production-control department that could counterbalance procurement, but within a few days the procurement manager went to become the production-control manager. In other words, she was still in control, so the problems described above continued to occur.

5. As with the incident on 2025/6/13 mentioned above, an A lens had previously been used in the design to clear inventory. Since the A lens is now out of stock and its MOQ is too high, procurement issued an ECR to replace it with a B lens. The R&D supervisor disagreed, but procurement directly issued the material to the production line and instructed the mechanical engineer to modify the BOM.

6. The company’s HR department has no authority and does not know employees’ salaries, because the CEO keeps a very tight grip on compensation. Even a request for mechanical samples costing less than NT$100 must be approved by the CEO. Even when a department manager wants to give an employee a raise, it must go through the CEO. As far as I know, the R&D supervisor was rejected when he raised the issue of salary adjustments.

7.  Because the company’s HR department cannot find mechanical engineers or part-time testing workers, it often comes up with bizarre ideas, such as having a non-related-major document-control employee nominally serve as a mechanical engineer or turning a part-time testing worker into a test engineer. The purpose is to attract people who want to be called “engineers” to work there. Such strange practices are extremely unfair to genuine engineers. People with varying levels of ability are given the company’s “engineer” title, which will cause companies in the industry to question the abilities of engineers who genuinely graduate and enter the profession!

8. The company’s MIS department is extremely disorganized. Whenever there is a computer problem, they simply tell you to restart it. If they cannot solve it, they directly reinstall the operating system. Desktop computers are labeled by MIS with “Internet Access Prohibited.” Everyone knows why internet access is prohibited. In addition, the desktop specifications are antiquated. The department manager makes it sound as though they want us to list the current computer specifications, but in reality the CEO simply does not want to help engineers upgrade their hardware, and nothing has happened for a long time. On the software side, the company currently uses SolidWorks 2016. The CEO does not want to purchase a perpetual software license, believing that renting is cheaper, but, unsurprisingly, the software update issue remains unresolved to this day.

9. As mentioned above, the version in use is 2016. Strangely, the software used in the Serbia region is a more advanced version, making it impossible to share drawing files within the same company. Even the systems and part-numbering rules follow different standards, making it seem as though the two sides are not operating as part of the same company at all. The Serbia side also occasionally demands that we change to its coding principles, causing the two sides to argue repeatedly, with no resolution in the end.

Freedom of action

Uses Mac

Poor policies; they often change things on a whim.

The manager leading the e-commerce department has no relevant experience at all.

I’ve heard that even more absurd things happen only after people leave. @@

There are many heavy items to move. There is very little electronic management work. About 80% of the working time is spent moving heavy items, checking products, and doing miscellaneous tasks.

The workload is not stated in the job description at all. There is not much work, and people who come often have nothing to do. If you want to sit in front of a computer and stare blankly, you might consider it.

A small company department with three people. The people above are all very lax, and they even threw away the health examination report paid for by someone who had already resigned.

It was unbearable to watch while sitting nearby.