同欣電子工業股份有限公司

Longtan plant – The work environment is good, the pressure is not too high, and working hours are regular.

The system is chaotic, and a lot of information is only available at the Taipei plant, so it cannot be seen at Longtan.

I heard from senior colleagues that benefits have been continuously cut in recent years.

The only thing left is that the new building looks nice...

Note: The interview supervisor will not tell candidates the actual situation. Only after you report for work will they say that if you cannot adapt, you should resign voluntarily... They are basically playing with the candidates!

The equipment department uses a biweekly variable working-hours system (work 2 days, rest 2 days; there are 1–3 days of unpaid overtime every month), but they force employees to work 3 days and rest 1,

Over the 46-hour overtime limit, overtime is calculated at a transportation allowance rate of NT$230 per hour. Only the lower-ranking equipment staff throughout the entire plant are subject to this calculation,

Even production-line staff can have their overtime pay calculated normally according to their salaries....

(A joke: OPs earn more in overtime pay than engineers!)

BTW, some managers were promoted because many senior employees resigned, and they lack management and organizational skills. They are not even proficient with basic Office software....

You can imagine how miserable the engineers under them are!

Yingge Plant ─

The company is still about 1–2 years ahead of others in the industry.

It offers all the benefits one would expect (though they are constantly being cut).

Some of the junior- and mid-level managers, although somewhat unsophisticated and stubborn, are still fairly enthusiastic (promotion?).

The company has good prospects. Although it has some minor shortcomings, it is already much better than most companies in the same field and is willing to keep improving.

The plant’s emerging processes are mainly divided into two major processes, referred to here as A and B. A is currently the main focus. I worked in a unit within Process A, while I am not very familiar with the details of B. The assembly unit is an old department and is not as closely related to the other two, so I will not discuss it.

Process A was built entirely on experience. Even though there was data left by predecessors (including some excellent senior employees who were forced out), it was not continuously organized, so there was no logic to follow or use to assist with process improvement. Responsibility is also shifted onto employees who have already left (newcomers are easy to deceive). In the end, the company can only rely on suppliers to talk their way through problems, even though the supplier actually has a poor reputation in the industry, high turnover among technical staff, and a sales manager who relies on one very simple theoretical principle to handle everything.

Production-line personnel lack enthusiasm. Those of decent quality who stay mainly do so for family reasons or because their hearts are elsewhere. The rest are mostly odd engineers—more or less at the level of social outcasts, with little competitiveness if they leave. Many excellent employees in the process unit have also been driven away, or have left disappointed because superiors favored special individuals. Since the organization is oriented toward process-led R&D, the R&D unit always follows orders as well. Even when they have ideas they want to pursue, they are often restricted by the process unit’s workload or mood. This is closely related to the style established by the heads of the main units. In the manufacturing unit of Process A, engineers have extremely low status and must watch the technicians’ and line leaders’ reactions when doing their work. Newcomers should not expect anyone to come help them, nor should they expect rigorous training.

Process B is an area that has received attention in recent years. On paper, it appears to have good market-development opportunities, but I recommend learning about the composition and backgrounds of the personnel in that unit..... Basically, do not hold out too much hope. The R&D staff responsible for this process also seem to have a high turnover rate, with fewer than five core, driven employees remaining.

Regardless of whether it is Process A or B, being a technician is fine—there is an eternally understaffed need for them anyway. However, if you are applying for an engineering position, you may want to think carefully, as the roles and perceptions within the organization can differ greatly.

Overall, there are no major problems on the technical side. Although the patents are nearing expiration, suppliers are still pursuing them closely. However, the China-related aspect may become a major variable. In addition, if you want to move to a foreign company or another field, rather than choosing TONG HSIN as a stepping stone, it would be better to go to Unimicron, where there will be many more opportunities (I still recommend going into semiconductors~).

If you really plan to go, in order of preference: General Affairs >>> Quality Assurance >> R&D = Sales. All of them are hard work, but at least the managers are somewhat more humane (the newly appointed R&D manager in recent years also seems to have some issues, though this is uncertain).

The above shortcomings exist at every company, but how you evaluate them is up to you. These are all things one must endure and learn from.

It has the benefits generally expected of an ordinary company.

However, compared with other companies, one can only say that it falls short of the best, though it is still better than the worst.

The supervisor suggested that employees expose one another’s wrongdoing and report deficiencies, even offering small incentives and enticing them with bonuses listed under various categories.

As a result, production lines do not cooperate with one another but instead shift responsibility and pass the buck, leading to reduced efficiency and stagnation.

I do not know whether this reflects the idea that the more chaotic things are below, the more secure the positions above become. Employees can even report their own ability to expose wrongdoing to higher-level management.

This company culture of mutual reporting and retaliation is highly undesirable.

The work environment at the Longtan plant is good, and the plant building is newly constructed.

Internal personnel like to shirk responsibility and slack off; there are many long-time employees who resist change.

New employees receive no training.