Molex Shanghai E-newsletter CY23 Volume 3

MOLEX SHANGHAI

BUSINESS NEWSLETTER

SHANGHAI

OUTLOOK

JULY 2023 | ISSUE 3 OF 6

Synergy with advantages,

Growth Against Headwinds!

Internal Use Only

contents

TRANSFORMATION & INNOVATION

Shanghai Fusion M&O Project Updates

Business Newsletter

Bimonthly in 2023

6 Issues in total | Issue 3

Shanghai MOS Project Updates

Shanghai Fusion PD Project Updates

PRINCIPLE BASED MANAGEMENT

May-June PBM Workshop Highlights

Sharing of “Respect” Principle 

聚势赋能，逆风飞扬！

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05-06

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 Career Interview | CY22 Results Awards Series

Core Capability Team | Molding Team

TALENT DEVELOPMENT

Internal Used Only

目录

contents

莫仕上海企业内刊

2023年双月刊

总6期 | 第1期

PLANT DYNAMICS

Molex Global Human Resources and 

Legal Management Team Visited Shanghai

INTERACTION WITH READERS

Award-Winning Quiz

Call for Articles 

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CY23 Q1 DL Employee Communication Meeting

June Employee Skip Level Meeting

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Kunshan Triton RBA Knowledge Sharing

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20-21

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LV214 and USCAR Testing Standards Training

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contents

Business Newsletter

Bimonthly in 2023

6 Issues in total | Issue 3

Internal Used Only

PBM Culture Reinvigorates the Production Departments

10-11

myHR Reporting & Analytics Module (Tableau System)

“Plating Noise Reduction Project” Recognized 

by Labor Union as Top 10 Project

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SHANGHAI OUTLOOK

Shanghai MOS Project Updates

 By: Shanghai MOS Project Team 

As an important part of MOS deployment, Value Stream has been one of the key focuses, the team is trying to research and making breakthroughs.

Facilitated by Justus Wang, the workshop consisted of 6 parts, starting from the "Opening" and ending with the "KISS Action" outputs, sharing personal feelings, then "Looking back to the beginning", which brought everyone to the place where their dreams started. Along the way, we have gains and deficiencies, the gains are the reduction of WIP and the improvement of customer satisfaction after our joint efforts; what we need to continue to strengthen and improve is the increase in the change over times and downtime brought about by the balanced production. So we worked together to identify the problems in the regret and find solutions to improve in the excitement in with the guidelines of PBM. Finally, by applying the KISS (Keep, Improve, Start, Stop) method, we listed out our personal improvement actions, and continuously optimized and improved them, so as to strive for a better implementation of the value stream.

Constant dripping wears away a stone and a little spark makes a great fire. Let's create a better future together.

Shanghai Fusion M&O Project Updates

With the continuous progress of CCS Fusion PD project, from early July to mid-August, CCS Fusion PD capability representatives held a total of 17 sessions online Integration Workshop, including 6 sessions for Requirement Management, 7 sessions for Change Management and 7 sessions for E-BOM. The Shanghai Fusion PD capability representatives attended all the sessions and provided more than 40 pieces of feedback, questions and suggestions, contributing to the advancement of the entire Fusion PD project.

By: Molex Shanghai Fusion OCM Team 

In the ceremony, Shanghai team received positive comments and inspire from global and divisional leaders (JH Lee/John Petta/CK Ryu/Stuart Hunt), they highly appreciated Shanghai’s great contribution as the first site in CCS to deploy Fusion and demonstrated an excellent template to other sites. In addition, site leaders expressed special appreciation to those key contributors to the project, including Deloitte PM Team, Tech. Team, Site Capability Representatives and OCM , with the joint efforts from all the parties, Shang “High” Speed came to the pilot go-live without any delay.

Furthermore, all the participants recalled those memorable moments during the past two years of Fusion M&O deployment while the team set new expectation to self as pilot go-live is a new start to Shanghai.

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SHANGHAI OUTLOOK

On May 18th, 2023, the Type C Value Stream Workshop that had been prepared for a long time was finally held. The purpose of the workshop was to share the achievements and experiences of Type C Value Stream during trial run with the business lead team and stakeholders and to let everyone fully express their feelings and opinions, to implement the Value Stream in a better way.

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SHANGHAI OUTLOOK

Shanghai plant switched to the OpCenter gradually in all shopfloors during the pilot go-live phase. The original plan was to launch the new system on 8 workcenters (104 part numbers), which was successfully accomplished in 2 days, and the second wave of pilot activities was carried out on 21 workcenters (190 part numbers).

Shanghai team continued to report all the system issues and findings during the trial run to the global tech. team through the Compass every day, as the team kept an attitude of excellence and the belief of "One Molex". By the end of June, a total of 26 issues had been submitted, this process would not only be beneficial to local deployment, but also provide a reference to other sites in similar situations.

Our next goal for the Fusion M&O project deployment is "Deployment 1". Therefore, during the past two months, Capability Representatives and Super Users have also been testing six system enhancements, and the launch of these new functions, such as "partial quantity management", will result in increased productivity in all production departments. Deployment 1 is expected to go live at the end of July or early August.

 In late June, the CCS Fusion PD project team led an online workshop on "End-to-End Process Walk", which Shanghai Fusion PD L1 members have joined to deepen their understanding of Fusion business process transformation. Shanghai Fusion PD team will continue to actively participate and provide feedback on the capabilities integration workshops starting in July.

Fusion PD PD project has been officially kicked off at Shanghai plant, and a multi-functional deployment team of talented employees has been formed. From the beginning of May to early of June, Shanghai Fusion PD team reviewed the entire new product development process (PR1- PR8) and summarized the records, as well as participated in the discussions with divisional deployment team to determine the draft of the subsequent development process.

Shanghai Fusion PD Project Updates

By: Shanghai Fusion PD Project Team

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E-BOM 

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SHANGHAI OUTLOOK

In order to store the E-BOM in Teamcenter and associate it with the CAD model, a part file is created in Teamcenter. For colleagues who are familiar with the product development process, such as product design and project management, the part file can be understood as BV (basic view), which is to set up a data space in Teamcenter for storing all the information related to it. The common types of part files are shown in the figure below.

The status of a part is an indication of the maturity of the part. Refer to the graphic below for a description of product parts status.

As one of the capabilities of Fusion PD, the main goal of E-BOM is to optimize the BOM establishment process, optimize ‘Current: Independently created CAD, Engineering and SAP BOMs, and information is retyped multiple times.’, into ‘Future: A standardized BOM / product data collection & process across sites and business units, that integrates across functions and capabilities.’ 

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May-June PBM Workshop Highlights

By: Aaron Cheng & Viola You

SHANGHAI OUTLOOK

Against the backdrop of the company's enthusiastic promotion of PBM culture, I was honored to be a facilitator for the CY23 Q2 ME department PBM workshop, where we discussed the guiding principle of "Respect". After nearly five years of cultural enrichment, there are always new discoveries and insights, especially this time I change a role from a learner, participant to a facilitator, I appreciate the depth of the company culture. Expanding from this guiding principle to PBM framework, then to the central idea of PBM, it provides a perfect perspective of an excellent cultural environment.

Everyone participated in the PBM workshop with great enthusiasm and took the initiative to share their views. This workshop was not so much a discussion on the understanding of the company culture as it was a sharing of the experience of applying the company culture, and it also emphasized the ME team's deep recognition of the PBM culture and the enthusiasm of spreading it. We believe that we will be able to realize ourselves by practicing this idea in the future, and continue to move forward towards the goal of "One Molex"!

ME PBM Workshop

Facilitator：Aaron Cheng

Respect for others is about diversity, inclusion, and equity. Each of us is responsible for creating and maintaining a respectful workplace, where we seek common ground, understand and support each other. Mutual respect not only leads to a more positive workplace, but also increases productivity. When we take the lead in showing respect, the other person will show us respect in return.

When we were working on the puzzle, each of us put together the part of the puzzle in front of them, company with each other, and quickly completed the “Respect” puzzle. When I participated in the group discussion, different groups discussed the frequency and severity of disrespectful behaviors in dealing with supervisors, employees, peers, and in the course of external work, and we realized that all of us shared the same feelings in this regard, and the importance of mutual respect was clearly evident, which I benefit a lot!

Supply Chain

Cross Team PBM Workshop

Trainee: Viola You

Today, I would like to share my understanding of “Respect" in PBM Principle with you.

Why did I pick this principle? Because I think it is one of the most easily to be neglected among all the principles. We tend to think of this principle as a simple moral requirement or a principle to bring others better feelings in their work. But I believe this principle can also help us in our work and personal growth.

The "Respect" principle: Treat everyone with honesty, dignity, respect and sensitivity. However, I think the only people I can treat with all of these requirements are my supervisors, not everyone. For example, when dealing with vendors, I am more likely to lose the patience to listen and communicate, let alone to assist and empathize. So, my "Respect" is sometimes selective, and I need to work harder to maintain "Respect" for everyone.

How does "Respect" help us in the work?

The thinker David Hume said: Our reason is a slave to our emotions. We always emotionally affirm or deny a person or an issue firstly and then use rational thinking to find a logical reason for this.

For example, we always produce the eagerness of "craving for food" firstly when we see something delicious, and then we tell ourselves rationally that "I won't gain weight if I eat only a little" and "I'll start to control myself next time." The pros and cons of the same request remain the same when you think about it rationally. But if a person you don't like or uses a rude tone of voice that inspires antagonism in you, you can immediately find a cause not to cooperate. So, by being respectful, showing more kindness to everyone, and letting the other person accept you emotionally first, you can get more positive cooperation.

The "Respect" principle emphasizes the importance of Embrace different perspectives, experiences, aptitudes, knowledge and skills, especially the keyword "different". We often find accepting the same or similar views and opinions very easy. Today's Apps make it more difficult to see opinions that are different from our own through high precision "guessing what you like". However, only by understanding and accepting other people's different ideas, experiences, attitudes, and knowledge can you learn new knowledge that will help you step out of your original cognitive framework and into a larger one. The growth of a human being lies in the continuous expansion of one's cognition.

Therefore, I always remind myself when I lose patience with others and have negative feelings towards others to have more "respect" and "understanding" to be better yourself!

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Sharing of “Respect” Principle 

By: Kevin Luo

SHANGHAI OUTLOOK

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PBM Culture Reinvigorates the Production Department

By: Jolin Zhou

SHANGHAI OUTLOOK

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SHANGHAI OUTLOOK

Reviewing the first half of 2023, the Production Departments organized a total of 6 PBM workshops. Among them, there were 1 session online and 5 offline, with a total of 238 participants. Considering that Production departments has a large number of staff in four shopfloors, not only the positions are very diversified, but also the working hours are not the same, under the several times discussion and careful design by supervisors and managers, as well as the exploration, we finally found a suitable mode of culture promotion for ourselves. Every employee in the production department is actively participating and experiencing the process of cultural enhancement from theory to practice, from single output to two-way or even multi-ways communication, and from online to offline with their own enthusiasm. We are looking forward to more interactive exchanges with you! 

How is the PBM culture promotion program implemented? 

■Select PBM topics

■Confirm facilitators (HR, managers and supervisors)

■Confirm time and venue

■Facilitator self-study

01 Project Launch

02 Design Stage 

■Clearly define the objectives of the workshop

■Understand the characteristics of the target participants of the workshop

■Content design (highlighting key points)

■Format design (interactive games, etc.)

■Review the first draft of the design by the project team and give comments on it.

03 Implementation Stage

■Warming up in advance

■Send invitations, logistics preparation and on-site set up.

■Theory introduction

■Practical case sharing and discussion

■Guest speech and sharing

04 Review

■Participants submit questionnaires

■Facilitator review meeting

■Invite guest to give feedback

05 Project Completion

■HR program self-summary

■HR internal sharing of PBM workshop organization experience

How to promote PBM culture at different levels in the Production Department?

How to design a cultural sharing workshop we want?

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SHANGHAI OUTLOOK

Career Interview | CY22 Results Awards Series

By：Yao Wei & Wang Xin Yao

I am honored to be awarded as CY22 Results Award Winner, which is not only the company's recognition of my working ability but also a kind of encouragement for me to continuously improve in the future. I have been conscientious in my own work this year, treating everything seriously!

During the period of COVID city lockdown from March to June 2022, the material supply of the plant was tense, every time the material needed by the production would arrive at the company in the evening or even in the midnight. As the department responsible for goods, the warehouse faced huge pressure. As a warehouse leader, I not only had to arrange to disinfect the goods but also needed to coordinate with colleagues in the warehouse to unload in time to meet the needs of the production. Of course, all of this could not be accomplished without the hard work of all colleagues in the warehouse.

With the launch of OPC, as a Super User of the Closing Production Unit (CPU), I actively participated in the testing of OPC, and did a good job in the front-end UBM of OPC, so that the production would not be troubled by the problem of raw material UMB labeling.

I still have a long way to go in the future, and I will keep humble in my work and share the knowledge and skills I have learned with every partner in the warehouse!

Yao Wei

Warehouse

Wang Xin Yao

Assembly

Hello, everyone! I am Wang Xinyao, a foreman from A shift of Assembly. I am very honored to be CY22 Results Award Winner, which is a high recognition of my work in the past year, and I am very pleasantly surprised. Thank you for the company's trust in me and thanks all my colleagues for their strong support and tacit cooperation in my work.

This honor not only belongs to me personally, but also belongs to every partner in Assembly, it is their efforts and dedication that make me achieve today's results, they provide me with a good working environment, create superior conditions, and support me silently, in order to enable me to boldly move forward towards the goal of building a high-performance team.

I know that honor can only represent the past, I want to take this valuable opportunity given to me by my leaders and colleagues as an incentive, and I will be modest and prudent in my future work, actively work hard to create a better future for Molex with my partners.

Molex Shanghai Molding Department, led by Senior Production Manager, Liu Gang, has more than 100 machines, with more than 60 people in the inserted molding production and technical team, and more than 80 people in the general molding production and technical team.

Changes in Inserted Molding: Inserted molding is facing a shortage of personnel for process due to various reasons. With the mindset transformation brought by PBM, the general molding team analyzed the comparative advantages of each person, reintegrated the work of two maintenance engineers and made RRE adjustments, training, and knowledge sharing between the molding supervisors and each team, which gradually turned the two engineers into a comprehensive process engineer with both maintenance skills and management of product production. Under the leadership of the two engineers, inserted molding productivity has increased by 30% and the defect rate has decreased by 50%.

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Core Capability Team | Molding Team

By：Molding Team

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Changes in General Molding: As the variety and quantity of general molding products are increasing day by day, the team has once again explored the young and experienced backbones with excellent performance, and strengthened the training on process and quality management (e.g. FMEA, 8D, SPC, 5 why) for the young members of the team. Eventually, two setters stood out and successfully changed their roles from mold maintenance workers to engineers and technicians, who contributed to the smooth launching of new products, production stabilization and continuous improvement.

Changes in New Technology: The industrial automation of general molding is also expanding gradually. The molding system RJG has been widely applied to the industry. In order to better apply the molding system RJG and cut down the sorting cost, the molding department has set up a cross-department technical team to communicate with the Molex Chengdu molding team and take Chengdu as the benchmark to bring the concept of molding RJG system back to Molex Shanghai. At present, 1/3 of the molding machines in Shanghai plant have been installed with RJG system, eliminating most of the outsource sorting, and gradually reaching the goal of eliminating all outsource sorting.

SHANGHAI OUTLOOK

In Shanghai plant, there are many other changes besides those that happened in Molding department. There are many other core teams like this at Molex Shanghai. PBM allows us to think outside the box, give full play to our team's strengths, and realize our individual values. We are all working hard to realize "One Molex"!

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myHR Reporting & Analytics Module (Tableau System)

By：Kim Fu

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Koch has launched the Reporting & Analytics module (i.e. Tableau system) in the myHR platform since Q3 2022, and has been continuously updating and improving the respective system functionalities based on user feedbacks from supervisors, so as to better support supervisors in their daily people management and decision-making. This module shows the team's "Total Compensation Awarded", "Employee Pay Change Analysis", "Organizational Summary", "Turnover Analysis" and "Talent Analytics" in the form of data reports. More details are provided below:

SHANGHAI OUTLOOK

About accessing Tableau system: 

Supervisors can access the Tableau system from the "Reporting and Analytics" widget on the myHR portal (koch.link/myHR) by clicking on the "Sign into Tableau Server" button on the page, and selecting "Main Menu" option. 

About the five main reports for supervisors:

■ Shows the annual total compensation of team members, including the current year and three years of history;

■ For variable pay programs such as IComp, PPay and Sales Incentives, any recommendations entered during the time that plans are open will be reflected in this report as well;

■ Potential Use Case: To assist supervisors in conducting appropriate compensation reviews and conversations, and to query historical compensation data, including base salary, fixed allowances, and variable bonuses.

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SHANGHAI OUTLOOK

■ Shows pay change and pay change history;

■ Shows last pay change date;

■ Potential Use Case: Provide insight into historical compensation adjustments for your span of control. Identify trends or outliers to assist with compensation processes, reviews, and conversations.

■ Shows current headcount & headcount trends over a period of time;

■ Potential Use Case: To assist supervisors in gaining insight into the team's workforce structure.

■ Shows the current and historical trends in team turnover rates by voluntary, involuntary, and other types of changes. The report includes organizational units, cost centers, work locations, and other workforce dimensions;

■ Potential Use Case: To assist supervisors in planning for workforce changes and improving employee retention.

■ Shows various key workforce KPIs to quickly connect leaders to the current state;

■ Potential Use Case: Identify trends and outliers that can be examined or investigated further through the other reports

The myHR Reporting and Analysis module summarizes all kinds of personnel information and presents it to the supervisor in the form of tables and charts through analysis and calculation to assist the supervisor understand the status of team members in a quicker and more effective way. If supervisors would like to understand more information about this module, they can directly access the myHR “Reporting and Analytics” module, check the knowledge articles in the myHR, contact the Business HR, or raise a case to the " Reporting and Analytics " team through the Compass system.

On June 12th, Bryn Wiley (Sr VP, Global Human Resources), Cheryl Pienkowski (Head of Global Talent Management), Kurt Level (Deputy General Counsel, Labor, Employment and Benefits, Koch) visited the Shanghai Plant. During the one-day visit, Shanghai management and HR team had an in-depth communication with Bryn, Kurt and Cheryl.

After Operations Director, Julia Huang introduced Shanghai Plant’s vision and business strategy to the global visitors, the HR team then talked to them about the HR Operations Model transformation in the past few years, the practice of talent management and culture advancing, the BCP support under the epidemic, the organizational development under the digitalization transformation, and the experimental discovery and innovations of the employee communication methods. In addition, HR also shared the current work priorities to support Shanghai Plant’s vision and business strategy, such as helping business departments on profit improvement, talent management key projects, departmental level culture advancing and business development of Kunshan factory. Talking to the global management team has given us more confidence that we can support the business departments from an HR perspective to achieve the business goals of the Shanghai Plant.

The Global Human Resources and Legal Management teams were also invited to participate in a PBM workshop in June for BLT. Prior to the PBM workshop, the HR Department collected questions and challenges from the supervisors at all levels regarding the application of supervisor’s responsibilities, such as: how to prioritize supervisor’s responsibilities as a priority in daily work, balancing coaching and doing, decision right delegation and management, and developing talents with a global mindset, etc. The workshop utilized the "World Coffee" approach to discuss and share knowledge on these issues and challenges, and to obtain advice from the Global Management Team to seek a variety of solutions. The management team will take these suggestions and approaches to their departments and share them with the next level of supervisors.

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Molex Global Human Resources and Legal Management Team Visited Shanghai

By：Julia Lu

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SHANGHAI OUTLOOK

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CY23 Q1 DL Employee Communication Meeting

SHANGHAI OUTLOOK

By：HR Team

CY23 Q1 DL Employee Communication Meeting was successfully held at the beginning of June. Three meetings were held on May 30th, June 1st, and June 3rd, covering all three shifts and more than 600 DL employees attended the sessions.

Production managers, Steven Song, Murphy Miao, and Liu Gang introduced the Molex Shanghai CY23 Q1 Business Updates, as well as the challenges and opportunities; Forest Liu, as the representative of plant digital transformation projects, shared the progress of projects and previewed the future plan; Jerry Li, EHS Manager, summarized the progress of the noise prevention and control program and the information related to epidemic prevention, and then HR Department announced the CY22 Results Award to the employees.

The organizer received a lot of positive feedback from employees after the meeting, and the average score was 4.9 (out of 5) for the ECM, which is an important communication tool. "Learning" and "full of confidence" were the most frequently mentioned keywords. Among the topics discussed in the meeting, the business updates and employee benefits were the most popular ones to employees.

We are preparing for the Q2 Employee Communication Meeting and looking forward to sharing it with you!

The exchange with the management team gave us a clearer picture of the company's global vision and strategy, especially in terms of talent and culture. For example, Attract, select, develop and retain contribution-motivated people who seek growth and challenge and who will help us succeed. Moreover, commit to holding supervisors accountable for their responsibilities including applying Principle Based Management™ in their day to day work, and provide learning opportunities that can help them be successful. We will continue to work on building the teams with contribution motivated to help the Shanghai plant achieve long-term success in the future.

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June Employee Skip Level Meeting

By：Rachel Zhang

SHANGHAI OUTLOOK

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Kunshan Triton

RBA Knowledge Sharing

By：Angel Yan

RBA (Responsible Business Alliance), formerly known as EICC (Electronic Industry Code of Conduct), is the largest global industry alliance dedicated to corporate social responsibility in the global supply chain, and is a non-profit organization formed in 2004 by a number of electronics manufacturing companies. The RBA regulates the industry with the most stringent requirements for compliance, with a series of clear regulations for safe working environment, respect and dignify to all workers, as well as business activities meeting environmental and ethical requirements.

Molex joined the RBA organization in 2016. As one of RBA members, Molex strictly adheres to the RBA's Code of Conduct. Kunshan plant will be certified by RBA in the coming months and needs to quickly establish the systematic management and processes in future operations. Molex Shanghai has a well-established mechanism and rich experience in auditing in years of operation. HR from Shanghai plant conducted a RBA knowledge sharing session, in which the supervisors of all departments of Kunshan plant participated.

SHANGHAI OUTLOOK

On June 29th, 2023, Molex Shanghai hosted a Skip Level Meeting for production employees, with the following two topics:

The first was to discuss the impact of recent fluctuations in plant capacity on employees; the second was asking for improvement ideas for building a better plant.

A total of 20 colleagues from four production departments participated the meeting, and at the same time, plant Operations Director, GA and HR teams were invited to the meeting. We heard and coordinated to solve the issues related to capacity fluctuation of the production employees and recorded the suggestions of the employees who wished to improve the situation.

The questions about capacity fluctuation were discussed in small groups through a workshop:

Four groups of colleagues had a profound discussion at the meeting, and the guests provided real feedback according to the actual situation. The next skip level meeting for non-production employees is also under preparation. If you are interested in the meeting, please pay attention to the company WeChat to sign up for the meeting!

The sharing mainly focused on the background introduction of RBA, the five components and audit scope of RBA, as well as the contents and notes involved in RBA labor audits. Finally, members participated in the analysis and discussion through case studies. The atmosphere of the activity was very relaxed, and the supervisors of each department actively participated, gave timely feedback, and also put forward many problems encountered in realizing management. They analyzed the reasons and found solutions to the problems together, which fully reflected the "Principled Entrepreneurship" of PBM.

RBA is a systematic management system, from the establishment of the system to the popularization of awareness, it is indispensable to the joint efforts of all colleagues. We will start from the promotion to the management team, gradually penetrate into the front-line employees, as well as to the next level of suppliers to complete the popularization of knowledge, and require them to recognize with and implement the RBA code of conduct.

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“Plating Noise Reduction Project” Recognized by Labor Union as Top 10 Project

By：Richard Yu

SHANGHAI OUTLOOK

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SHANGHAI OUTLOOK

On May 31st, 2023, Molex Shanghai's "Plating Noise Reduction Improvement" project stood out among more than 160 projects in the 2022 Pudong New Area Employee's Top Ten Cases Competition organized by Shanghai Pudong New Area Federation of Trade Unions!

🔺 Background:

In order to better improve the working environment of employees and reduce the risk of occupational hazards, the EHS Department conducted a comprehensive occupational hazards assessment of the noise of the production workshop from 2020 to 2021, and strive to reduce the noise of the key areas to below 80dB (A), which found that the noise of the plating workshop has a greater potential for improvement, and the noise map is as follows:

🔺 On-site Analysis and Investigation:

In order to better complete the noise reduction measures, the EHS Department conducted a detailed investigation and analysis of the noisy areas, and found opportunities for noise improvement.

Major high noise areas:

■ Buzzers in the loading area - noise: 90 dB(A)

■ Air-Blowers in the plating area - noise: 88 dB(A)

■ Air Drying Station - noise: 100 dB(A)

■ Lifting pumps - noise: 90 dB(A)

■ Water Cutting Station (water cutting process) - noise: 85 dB(A)

 🔺Site Improvements:

To better complete the noise reduction project, the plant Affairs Department took the lead with the plating department to develop a detailed rectification plan and listed the specific points and improvement programs, carefully optimized the following plan and then formed a closed loop,. The noise is lower than 80 dB after the improvement.

Through the double evaluation of individual noise detection and contact time equivalence, the contact noise of all plating jobs is lower than 80 dB, and the plating noise reduction project is perfectly finished. Subsequently, the Company has carried out noise reduction projects for other workshops and continues to uphold the "people-oriented" concept of noise reduction to ensure that the health of employees is not affected by noise. This improvement also has great social and economic significance, creates good working conditions for the workshop staff, and is conducive to improving production efficiency.

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LV214 and USCAR Testing Standards Training

By：Kim Yang

SHANGHAI OUTLOOK

Reader

• Shanghai Outlook / Award-winning Quiz •

Which of the following is not included in Type C Value Stream Workshop?

What does the PBM principle of treating everyone with " Respect " include?

Molex Shanghai is committed to improving the working environment for its employees by continuously reducing the number of positions exposed to noise. How many decibels below the 8h equivalent sound level is a non-noise position?

What was the kickoff date of Shanghai Fusion M&O Pilot Go-live?

Dear Readers,

The answers to these four questions can be found in the above text. You can surely get full marks! We prepare a gift for 20 readers who get full marks. Scan the QR code and answer the questions now!

Your support is the biggest motivation for us to run the newsletter. We look forward to your suggestions and reply.

Scan the QR code below, choose three articles that impress you most, and give your comments.

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In order to better implement the development and testing of automotive electronics in the continuous improvement of product quality, as well as to practice the "Knowledge Sharing" of PBM, a group of 3 people from Chengdu Lab were invited to Molex Shanghai on May 10th to conduct the training and explanation of LV214 (European automotive testing standard, currently adopted by many famous automotive manufacturers), USCAR (American automotive testing standard). This event was organized by Molex Shanghai Lab, and the participants included PD, AQP, Lab and PM.

Wang Ding Qiang, Manager of Chengdu Lab, and Diana Zhang, Charles Zhang, technical experts, gave a detailed explanation on the content, testing methods requirements of the LV214 testing standard, shared the testing experience of Chengdu Lab on LV214, and answered the questions of the participants in detail.

Feedback from Eric Yao, PM Department: It was a wonderful sharing and very practical. The automotive products made by Chengdu plant are very useful for our automotive electronic application products developed in Shanghai, and the experience of Chengdu is a reference for us!

Feedback from Kim Yang of Lab Department: Scientific and accurate testing standards are crucial for product development and production. There are several automotive products under R&D and testing in Shanghai plant at present. The timing of this exchange was very appropriate, the atmosphere was active and the content was practical, which improved our understanding of automotive product testing standards, laid a quality foundation for product development and production, and provided a strong support for our future work.

Feedback from Robert Pei of PD department: This training provided us with a deeper understanding of the test standards and requirements for automotive electronics, which is of great significance for product design, improvement and failure analysis.

Moreover, other participants also said that this training had made them realize the importance and role of testing standards, which ensured the quality and reliability of products and provided important support for the sustainable development of the Molex. This LV214 testing standard training provided an important opportunity and platform for technical exchanges between Chengdu and Shanghai labs, strengthened the communication and cooperation between both parties, reflecting the virtuous circles of mutual benefit within the group, and played a positive role and significance in promoting the company's technological development and product quality improvement.

Editorial Team Introduction:

Final Reviewer: Lucy Li

Editor: Rachel Zhang

CALL FOR ARTICLES

Notice of contributions:

Topics: "Application of PBM Culture", "Plant Transformation Insights", "Job Skills Sharing"... but not limited to these. Any topics related to the company, work, and colleagues are welcomed.

The Editorial team is preparing the new edition of the Business Newsletter with great effort.

We are always looking forward to your contributions. If your article is selected for Business Newsletter, the editorial team will provide the prize for you.

Contact Person:

E-mail: rachel.zhang@molex.com

Office Address: HR Team (Rachel Zhang), 3/F, Administrative Building.

All manuscripts shall be original. Please leave your contact information.

Thank you for your reading.

Looking forward to meeting you in the next edition!

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Synergy with Advantages, 

Growth against Headwinds!