From Good to Best

• The rotation experience of Siemens Management Trainee (SGP) has given me the courage to face any challenge without fear
• Mentor's design concept for job segmentation balances the breadth and depth of practical experience
• From struggling to adapt to innovation and transformation, not setting limits for oneself, in order to go further

Zhen Yin joined Siemens as a Management Trainee (SGP) and experienced the entire process from project implementation backend to product marketing frontend learning and experience. In a high-density growth environment, he found a direction with more potential for development and had a "startup" experience from 0 to 1.

Rotating three times in two years to fully understand the overall situation of the engineering project

Looking back at my two years of SGP experience, each position's functions have been refined and broken down. Through three job rotations, I have gained a more comprehensive understanding of the entire engineering process, from project implementation backend to product marketing frontend. Thanks to the guidance of my mentor in choosing my direction, I have accumulated experience working at the grassroots level. This experience is particularly valuable in future work.

During my rotation in Germany, I participated in the Chinese requirement definition and know-how transfer process for the process automation product department. Afterwards, I also worked in the corresponding solution department, participating in project management optimization and digitalization projects, as well as project management, bidding, and implementation stages. This overseas work and life experience has allowed me to see my own 'little universe' and gained me the strength and confidence to work in international companies. It also gave me a deeper understanding of the engineer culture and inspired me to think about and build on the progressiveness of the project.

Technology first, pragmatic implementation

After graduating from SGP, I joined the Digital New Application Engineering Department directly as the team leader, responsible for localizing the latest digital products. From a newcomer in the workplace to a team leader, this is a high starting point and also brings me new challenges.

As mentioned earlier, the culture of engineers is' technology first, pragmatic implementation '. In the magnificent industrial scene, one feels a sense of personal insignificance; Faced with complex equipment, one realizes the gap in technical experience. The discomfort of being on the front line of engineering and taking on project responsibilities has made me deeply aware that "production lines do not believe in slides. Obtaining customer recognition and team trust requires strong technical skills." With the fastest time and wholehearted dedication, I was able to cross the technical threshold as soon as possible.

Delivering qualified projects is the first level of challenge, while change requires stronger internal strength. In my future work, I gradually realized the importance of comprehensive abilities: to become an excellent engineer leader, one must understand technology, as well as customers, markets, applications, and team cooperation, take a global perspective, fully mobilize resources, and expand influence to the front end.

I believe that from Good to Best, there is one Creation in between. In the short years, I feel like I have achieved high-density growth. Seizing the opportunity to hone on the front line of engineers and overcoming the challenge of leading an independent team. I have found that if you want to go faster and farther, the first thing you need is to have no limits! Secondly, we need to constantly innovate.

"Move forward "and" go deeper "

In the process of growing up, support is particularly precious, and it is these supports that give me the opportunity to find my own direction.

I divide my career as an engineer into two directions: 'moving forward' and 'going deeper'. Moving forward refers to radiating from the rear end to the front end; Going deeper means focusing on core business and emphasizing research and development. The high added value of a project is reflected in the products it develops. Being able to develop in engineering and developing for the sake of research and development is a completely different experience. During this process, I also realized that I am a value-oriented person, so I am more inclined to focus my energy on certain high values themselves.

At the intersection of engineering and research and development, if there is a field with great potential, I would consider it digitalization. In the process of digital development, standardization is the trend, which aims to improve efficiency, reduce costs, and create more competitive service-oriented products.

In the past year, my team and I have been working on a new research and development path for standardizing internal operations and productizing solutions. This is a long-term investment with practical value for development, and it is also combined with the expansion of the Chinese market. In my opinion, this is a reconstruction work from 0 to 1, with a sense of excitement of 'entrepreneurship'.

This path is widely recognized, but it has also gone through a long time of exploration before gradually finding its direction. This is also the essence of "entrepreneurship": even when facing many practical problems such as limited resources and self financing, there is still a fearless heart that dares to innovate.

Master Engineer's Growth Tips

• Seize the opportunity for grassroots training, hard power is the best confidence
• Dare to innovate, the difference between Good and Best is creativity
• Cultivate systematic thinking in order to better coordinate and utilize resources