Sources and scope
This page collects workplace experiences, questions and discussions submitted by users. Dates shown are submission dates, not periods of employment. Individual reports do not describe the entire company.
Read the community guidelinesNone
Before the interview, you have to fill out a standardized résumé form,
which feels a lot like personal-data collection, so please be careful.
The female HR representative was perfunctory and dismissive,
which felt like being called in for a reprimand.
The interview was canceled without reason, and I was even humiliated.
If you have important work or other important matters,
it is not recommended that you take time off specifically to attend the interview,
because this interview cost me 3,000 in lost earnings.
It felt like they were playing me and was very disrespectful.
The company has such a terrible female HR representative,
which indirectly gives the company a poor image.
Work Content Sharing
1: When you first join, you are given plenty of resources, but once you actually receive assignments, resources become insufficient (even buying a small item is restricted, resulting in project delays).
2: After staying for a while, you find that tasks not previously handled now have to be done—for example, fixtures must be machined yourself. What is particularly unusual is that the office, production line, fixture-processing area, and tool area are not located in the same place at all. To complete a single fixture, you need to search across multiple areas, and some materials require searching everywhere to find them. Can this kind of work efficiency still be called process improvement? With unit planning in this condition, what can you actually help the production line improve?
3: Let's talk about documentation:
SOP: Any slight change in the content requires a revision, including the bill of materials. Note: SOPs must be created for two units.
Labor-hour improvement: (What is especially absurd is that using dispatched workers and counting that as an improvement, then replacing them with another batch of people, is considered effective.) There is no overall personnel training; one person is taught at a time. A trainee was given an electric screwdriver for a trial, then disappeared after half a day. Where is the efficiency?
Projects: There is no new-product development process. I have been asking the project leader for a long time, but there has been no follow-up. Then, at meetings, they suddenly ask about progress. They do not help at all and instead keep demanding things.
4: Management style of the supervisor: The supervisor works very hard and stays busy online, but does not use any leadership or management approach. They only demand that tasks be completed. Messages asking for help are useless; you have to struggle on your own outside the team. In the end, you are covered in wounds, the tasks are delayed, and it is still considered your own problem.
5: Is overtime required? Process engineers being tied to the production line is treated as a matter of course. During the day, there are unfinished rush orders, so you only start working on documentation around 5 p.m. (as mentioned in point 3). You have to finish the documents on your own. If you want to meet the required estimated schedule, you probably cannot leave before 9:30 p.m.
6: TPS: The supervisor does not even like TPS, yet subordinates who have never taken a course are still required to prepare related documents. New employees have not even figured out the system or bill of materials, but are already required to prepare those analysis documents. As with the labor-hour improvement mentioned in point 3, how can there suddenly be an idea that preparing these documents will improve things when there are no full-time personnel or proper training?
1. For those who are interested, after reading the work-sharing comments, carefully evaluate the salary you will receive. It is best if it is NT$5,000–8,000 higher than your estimate; otherwise, do not join and regret it later...
2. If you are counting on bonuses, all I can say is that they are not even as good as the hourly wage outside.
The air conditioning is very cool.
Most of the foreign workers are Vietnamese and easy to get along with.
There is severe political infighting among the departments.
The injection molding area on the first floor is stuffy and hot.
You have to pay part of the cost of lunch, which is annoying.
There are few opportunities for promotion, and there are many long-term employees.
The meeting room and office environment on the second floor of Building B are considered relatively good compared with the industry.
The company’s catering is provided by Guolin Catering, which tastes much better than other vendors.
The company has free parking, and the motorcycle parking area has a rain shelter.
The company generally has regular working hours. Unless required by supervisors, there is usually no one at the company after around 8 p.m.
There is a serious atmosphere of conflict between department heads and employees.
The company’s upper management is pushing TPS improvements, resulting in frequent arguments and conflicts between departments.
Except for the relatively good office area on the second floor, the environments in the departments on the other floors are generally poor. The processing-machine area on the first floor is hot and noisy, while the packaging and inventory area on the third floor has rats and is dirty and disorderly.
A supervisor in the IT department who came from ASUS causes problems and has conflicts with other departments, making it difficult to move things forward smoothly. Another senior employee likes to manage beyond their authority, leaving new employees at a loss.
Other departments also experience varying degrees of pressure due to KPIs.
Overall, the company does not have a joyful and harmonious atmosphere—there is only conflict and pressure. It is common for one person to do the work of three here. Those seeking stable work are advised not to join.