Many years ago, VATMY was a good company with a positive working environment. Unfortunately, that's no longer the case.
Overall, VATMY lacks a proper Standard Operating Procedure (SOP). Departments tend to shift responsibility to others, resulting in confusion and accountability gaps. Even when attempts are made to develop an SOP, the stakeholders' roles are unclear, and each department writes guidelines that mainly serve their own interests. Furthermore, the HOD frequently reassigns responsibilities, worsening the situation and ultimately leading to the absence of a consistent procedure. It was completely toxic environment
The Heads of Department (HOD) in VAT MY exhibit highly politicized behavior and lack effectiveness in their roles.
HOD of Quality Assurance appears to lack a foundational quality mindset, raising serious concerns about how such leadership was appointed. There is no clear direction for the Quality Management System (QMS), and the entire system is in disarray.
Fundamental tools and processes such as QMS, FMEA, ECN, and document control are poorly understood. Even basic revision control for technical drawings is mismanaged. Engineers are required to initiate change requests, prepare presentation slides, and circulate them across multiple managers (CM, SDQ, PM) for approval, even for minor drawing updates. This process reflects a lack of understanding of standard Engineering Change Notice (ECN) protocols. It’s unbelievable that someone with such limited understanding of basic fundamentals can hold an HOD position.
Don’t even think that all the HOD are capable of writing proper procedures. Many employees have complained that the procedures are unclear, almost as if there are no actual procedures in place. This has been going on for years with no sign of improvement.
There’s not even a basic FMEA document. I checked the existing FMEA procedure, it’s only 1 page and simply defines what FMEA is. Are you kidding me? The description is also incorrect. It’s totally useless. You could easily find a better explanation by just Googling it.
I honestly have no idea how this kind of documentation could pass an ISO audit. If I were the auditor, I would issue multiple major non-conformities.
HOD of Strategy Purchasing, The department was led by a stupid HOD who was seen as politically motivated, untrustworthy, and lacking competence. As a result, all members of the SDQ and CM teams resigned, including the last talented and capable CM who could properly conduct capacity tools and assessments. Based on what we know, the HOD attempted to take control of the capacity tool developed by the CM, pressuring him to hand over the programming without offering any recognition or reward. This behaviour is unacceptable and reflects a toxic and bullying environment.
Because the tool he developed is highly effective. so much so that even VATCH in Switzerland is utilizing it.
The latest update is that the HOD was demoted to a CM manager, don’t know what reason, but he is still leading the CM team until today. A new HOD has been hired, but the department now completely lacks direction and hope. There appears to be a fundamental misunderstanding of CM responsibilities, with the HOD frequently assigning unrelated tasks such as chasing parts. Strategic decisions meant for CM are being bypassed by certain members of SDQ and the project team, further complicating operations. These issues stem directly from the decisions made by the stupid CM's Manager, which have caused significant disruption.
The value and effectiveness of the CM role within VAT MY have deteriorated considerably. At this stage, the department is no longer attractive for competent professionals seeking impactful roles.
There is new role of Category Manage supplier Ramp and sourcing.
Originally, the HOD was responsible for reporting ramp and sourcing reviews and analysis to top management. However, due to his lack of understanding in capacity calculation, he shifted this responsibility to someone else. He even requested a colleague to transfer into the role. That colleague has since resigned too. This position can only be effectively handled by the previous CM who developed the capacity tool
Additionally, please be cautious regarding the 2 newly hired CM (Auntie),1 assigned to Treatment and the other to Elastomer. Both appear to lack the necessary skills for their roles and frequently complain about their colleagues and team members.
HOD of Human Resources, The entire HR is Racist, playing Indian politics and problematic. There is a 360-degree survey for all staff, where people are asked to give feedback on each other. All HOD are required to sends these surveys to everyone, and some staff use this system the wrong way. They avoid doing real work and play with the system’s weaknesses. Talented people who try to improve things have a hard time. If you speak up or share ideas, they think you are attacking them. Even if you speak politely, they may still say you are rude or give bad feedback like “poor communication” or “no respect.” It’s hard to make progress when people are not open to change.
This 360-degree survey is also used as a political tool by management. The company does not have a Voluntary Separation Scheme (VSS) because they would have to report it to the labor office, which could negatively impact the company’s image and ratings.
Instead, they use this survey method to pressure individuals and indirectly force them to leave the company. The HOD may ask people to give negative comments, and even HR might contact multiples peoples to request unfavorable feedback.
I personally received a call from HR asking for my comments about one of the CM managers. I told HR that everything was fine and I had no comments, but they insisted that I provide negative feedback by provide me samples.
A few months later, that CM manager was demoted. This suggests that management was trying to make things difficult for him and push him to resign. Another tactic used to make employees leave is issuing a Notice of Improvement (NOI) based on poor survey results. Most NOIs include unrelated issues, for example, not participating in meetings or being unknown to many in the office, used to reflect a poor relationship with colleagues. Every HOD sets up traps in the workplace to catch mistakes and use them in NOI documentation.
For example, the HOD might delete a file from the server and then email you, asking you to work with IT to recover it. The focus of the email may be on getting you to admit that you deleted the file. However, the HOD may not realize that any file deletion or relocation is logged, including who performed the action and when it occurred.
If you stand up against unfair treatment, the HOD of HR will comment you bad attitude.
If you received any offer letter from VAT. Please think twice. Don't Join this company.
