The project is too tight recently, so I'm sorry I can only reply briefly.

If my previous reply can help you, then I am also very happy. This is the importance of sharing. Hehe, I am worthy of so many words myself.

Your question:

1. I'm not very clear about this industry, but our country is not strong in this respect. Piping system is a very special classification. You can also find from many design software that the pipeline system has independent modules, which are independent in design, analysis and application. As far as I know, the leading countries in the world are mainly the United States and Russia. In recent years, the Japanese have done very well, and the domestic situation is not very good, but the development is still stable. As can be seen from the annual industrial fair, I suggest you ask more professional senior experts.

2. Yes, it is difficult for China people to be principle engineers, let alone higher. I'll give you a general comparison table, that is, the comparison between technology and management at the same level. The management at the same level is in brackets, from bottom to top.

Assistant engineer, engineer, senior engineer (supervisor), chief engineer (department manager), director/assistant engineer (director), chief technology officer (vice president)

This table corresponds to the comparison between technology and management, such as principle engineer, whose income should be the same as that of department manager.

This is the bottleneck of most of us and the transition point of most of us, and the company often gives you this opportunity at this point. As we all know, a company may have only one chief engineer, but there may be several managers and so many engineers who have reached certain qualifications. What should we do?

The theory can be made public, but the operation level is different for each company. Of course, some people will not make it too clear in order to maintain their own advantages.

The opportunity to transfer management is created at work. When many people reach the level of senior engineers, they will begin to contact information such as cost accounting. At this time, even foreigners, even if the process is clear, it is difficult to define engineers as simple engineers. At this time, most engineers will also participate in project management. Your performance is reflected in these jobs. Personally, it took me more than three years to transform from a designer to a manager, and I received nearly 30 large and small projects. It is these projects that ensure the completion on time and with good quality that make me successfully transform. My income didn't change much at that time, because I just changed my role.

When evaluating your project performance, you often only evaluate the following:

A. The resources you use in the project, including manpower, material resources, time, etc.

B. For the content you deliver at each node of the project, there is a gate review between different stages of the project (sorry, I can't translate it into Chinese, so typing English is more accurate and faster). At these review points, you must provide some delivery reports, including product life cycle, budget, progress, market expectations, etc. You didn't do these things alone. Some data were provided by other departments, but it's your responsibility.

C. follow up samples and customer feedback and improve them. Improvement is an engineer's job, but getting feedback and tracking is an extra thing.

D. The delivery date and mass production stability evaluation of the project before and after the first batch of goods will be the final closing of your project.

Many of these contents far exceed what a technician has to do, but only after you have completed these things and repeated them many times will you have the opportunity to formally switch to management. As an engineer, I won the best project team award before becoming a project manager, and then I continued my present career. I think the reproducibility is really not high, because the situation of each company is different, but as far as the route is concerned, everyone is similar.

Actually, I have answered your question above. Any company with a complete process has such a cost accounting table, because at this time, gate review definitely requires delivery. You can borrow it from the project manager or product manager. Of course, the result is likely to be what you meet, and such a thief needs to see the opportunity. I can give you a reference. The cost accounting of any product should include the following contents, from top to bottom: (Note in brackets)

Sales expectation (forecast market demand)

Pre-sale investment estimation (expenses arising from sales activities)

Actual investment in the early stage (expenses incurred in actual sales)

Development budget (the cost of developing products, including travel expenses)

Fixed investment (including all visible expenses, such as mold fees and equipment fees)

Non-fixed investment (all intangible expenses, such as sample loss)

Development labor cost (development engineer's salary)

Abnormal expenses (expenses caused by market or sales or customers, such as project suspension, extension, etc.). )

Mass production expectation (total output of the whole product life cycle)

Return on investment (how long will it take to recover the cost)

Cash flow (how much cash flow should the company prepare for this)

Loss of assets (losses caused by fixed assets and production)

Management expenses (indirect expenses, management expenses of the whole company, including water, electricity and coal)

Man-hour cost (worker's salary)

Gross profit (gross profit, profit without considering management cost)

Net profit (including profits under all costs)

Internal rate of return (return on investment)

Total income (final income of actual company)

……

I just sketched it out by impression, which saved me a lot of tax calculation. In fact, you can also find that if the project manager doesn't give you these data, you can get them from other places, but the process will be longer and more painful.

Among these expenses, the decisive factors are sales expectation, fixed investment, return on investment, net profit and connotative rate of return. I hope you can learn this by yourself. There is too much content.

I don't know how to answer your question, because the management of foreign capital is also very simple, that is, relying on the process. Why our state-owned enterprises are always in a mess is because there are always a few people who have the final say and clap their heads; As for foreign investment, you have rules in everything, just follow the process. As for management skills, there are too many, such as B-FMEA (business), D-FMEA (design), P-FMEA (process), risk management, conflict management, team building, etc., all of which have special courses and skills, and they can only be learned by themselves or trained by the company. Generally, larger companies have such training. You can contact HR to have a look.

I think you can try your problem, but think it over. Because as far as your current situation is concerned, I think the development is not bad, the career path is basically on the right track, and you can be registered by headhunters. The future career path will not be too difficult, but the transition should be cautious. I repeat it many times. In the machinery industry, it is easier to go out than to come back. When you reach your present level and switch to sales, it will not be low-level sales, but it should be a good development. Because the engineer has reached the bottleneck, I think it is possible to break through the career route from the sales channel. I have thought about it myself, but this difficulty, as you said, is often non-technical. Hidden rules are not a problem, they will be in a few minutes; The key is your connections, which is fatal. If you don't have enough confidence in your soft skills, don't try. But if you think you have no problem dealing with people, and you have encountered difficulties on the road of engineer transformation management, you can try. To give you a simple idea, the network can start with suppliers and think backwards. You should know that suppliers have far more customers than you know now, get suppliers, and then indirectly gain the trust of customers. This road is very long, so you should be careful.

Hehe, anyway, I'm too timid to bet on non-technical things. Control your own situation.

Let's do this first. I finally replied to all the news accumulated for so many days in one afternoon, and I have to work overtime again in the evening, hehe.