忠寬實業有限公司

The warehouse team leader is responsible and honest; for NT$1,500 per month, lunch is provided.

It should be a good deal for people with large appetites (although there aren't any places to eat nearby anyway).

A senior team member honestly said that the turnover rate here is very high,

and when people leave, they usually leave in groups of two to four (because of seemingly reasonable but practically unattainable performance requirements. It's basically an honest way of telling you that this is a terrible job, right?).

The company has a large store where employees from other companies can come to shop. Each employee is assigned three to four shelves to manage their stocking status. The warehouse consists of four structures about the size of metal sheds, but they are so disorganized that new employees usually cannot fully familiarize themselves with the inventory in their assigned shelf areas within a week. (Even the senior team member said that fully learning the most disorganized warehouse would take about three months.)

As for what “disorganized” means: when copying the shelf codes in the morning to write replenishment and picking request forms, only the last four digits of the item codes are recorded, while most inventory cartons have only the first three digits correct. Some items' inventory cartons are even plain, unmarked boxes. Since these are hardware and miscellaneous goods, even if you don't want to arrange them like a garbage dump, in the end you can only arrange them in something resembling one.

In the morning, the team focuses entirely on replenishing and stocking goods; in the afternoon, it focuses entirely on packing and stocking. Incoming goods continue throughout the entire day, but unloading containers is always done in the morning. (Whenever goods arrive, they have to be stocked or put into storage.)

Afternoon packing is divided into three stages: picking, order scanning, and packing.

Each stage has its own performance requirements.

Picking: the expectation is to reach a speed of 30 or more orders per day within two months.

(In reality, most new employees handle about 20 orders within two months.)

Order scanning: the expectation is to reach a speed of 40–60 orders per day within three months.

(In reality, most new employees handle around 30 orders within three months.)

Packing: the expectation is 30 orders within one month and 60 orders after three months.

(Personally, I handled around 45–50 orders per week, and then the team leader expected me to reach 70–80 orders the following month.)

(Note: Each order basically contains enough goods to require a store shopping cart, and some even require six carts.)

Of course, all three positions have previously recruited rare people who could master the work within a week and perform at the level of someone with three years of experience. However, none of them could be retained. (What a workload, haha.)

Then, whenever one of these rare people is assigned to the same position as you, the team leader will demand that you perform at the same level, or directly treat it as the minimum standard. (Wait, didn't you yourself say that speed was equivalent to having three years of experience?)

The packing area is directly below the loading dock of the second-floor warehouse, so electric forklifts occasionally drive up behind you to deliver goods upstairs.

Yet there is no relevant group insurance. (A friend working in a similar environment had a coworker who was run over by a forklift and had to undergo an amputation.)

Packing requires strapping tape and mainly uses recycled cardboard boxes. In addition, the quantity of goods per shopping cart varies, so basically every item has to be handled manually, with things like extra taping. The goods are also heavy, so no order is easy to pack.

The team leader says that if everyone in every position met the performance figures above, basically only eight people would be needed to leave work on time.

However, even after increasing the headcount to 11, overtime is still frequent, so it is normal for them to have requirements for you. (Right—you also said that, apart from the rare people, those performance figures require a certain amount of experience to achieve. So all you can do is keep cycling through new employees and see whether you can encounter enough rare people to fill the gap.)

P.S. The warehouse staffing is currently 11 people, with the following levels of experience:

Three senior employees and one person with one and a half years of experience (which also suggests they will not stay much longer).

Of the rest, half have been there less than two months, and the other half less than two weeks.

In terms of career development: aside from learning to operate a forklift, there is almost no opportunity for growth.

Even men, who generally have greater physical capacity, cannot stay for long. Consider carefully before applying, especially regarding the performance requirements.