Molex Shanghai Business Newsletter | Edition 4

- AGILITY

- BREAKTHROUGH

- COLLABORATION

瞭望上海

Molex Shanghai September 2022

Issue 4 of 6

Shanghai Outlook I BUSINESS NEWSLETTER

                                                  ISSUE 4 IN 2022

Business Newsletter

Bimonthly in 2022

6 Issues in total | Issue 4

Preface

Greeting from CCS Division 

Vice President & GM, Micro Solutions BU

Shanghai

Outlook

Transformation & Innovation

04

Shanghai Fusion Project Updates

05-06

Shanghai MOS Project Updates

07-09

Insights of MOS Deployment-Cheers for the Past and Future

10

Principle Based Management

How to Promote “Principle Based Management”

Culture among Departments

11-12

“Principle Based Management Workshop” for the

Management Team in August

“Contribution Motivation” in the Principle Based Management

14-15

13

Internal Only

Plant Dynamics

Talent Development

Interaction with Readers

Foreign Employees “Living in Shanghai”Ⅱ

16-18

Career Interview | I Embrace a Magnificent Transformation

 with Molex Shanghai

19

CY23 Campus Recruitment Event Launched Formally

20

“A letter of Thanks”  from Plating Association

22

Annual Code of Conduct & Shopfloor Discipline Refresh Training

- The Code of conduct is Always On

23

Award-Winning Quiz

Call for Articles 

Long-term Service Award and Employee Perception

( June - July of 2022 )

21

Long-term Service Award Ceremony of Molex Shanghai

（January - June of 2022）

Persistence of Molex Staff in the Scorching Summer

Annual EHS Workshop for the Management in August

24

25-26

27

28

29

Issue 4 in 2022 - Greeting from CCS Division Digital Transformation & Supply

Chain Planning VP HT Leong

Greeting from CCS Division Digital Transformation & Supply 

Chain Planning VP HT Leong

A very good day to everyone:

Firstly, on behalf of the supply chain team, I would like to thank all of you for going the extra mile in successfully keeping the plant in production, ensuring employees were healthy, safe, and secure throughout the Covid-19 city shutdown months. My great appreciation to this Shanghai management team and employees.

HT Leong

HT

September 9th, 2022

I am excited that Shanghai’s digitalization transformation journey is starting to become reality this quarter. Digital transformation is about people, process, and digital tool & system. This will need you to be open to changes in the way we work and do business with our internal and external customers. We want to be operating as One Molex and is putting in new processes beside new digital tools and systems. New processes currently in deployment in the plant are Molex Operating System (MOS) for our manufacturing and operation. And global sales operation, planning & execution (GSOP&E 2.0) for our ‘’sales to delivery planning’’. These come with the objective to standardize, streamline, and simplify our processes and increase our productivity and employee experience.

 changes in the way we work and do business with our internal and external customers. We want to be operating as One Molex and is putting in new processes beside new digital tools and systems. New processes currently in deployment in the plant are Molex Operating System (MOS) for our manufacturing and operation. And global sales operation, planning & execution (GSOP&E 2.0) for our ‘’sales to delivery planning’’. These come with the objective to standardize, streamline, and simplify our processes and increase our productivity and employee experience.

Adding to this, in September we are kicking off the localization of Fusion Manufacturing and Operation (M&O) as our digital platform for manufacturing operations. All these are digital enablers for us to leverage in creating new transformational value as we get familiar in using them. For any transformation initiative to be success, it always starts with us taking ownership of the transformation in making it reality. I am sure this team will embrace this digital transformation with the same enthusiasm as you do with all the achievements you have achieved before this.

Lastly, I have full confident that Shanghai being the 1st CCS plant to deploy all the above new processes and digital systems will be the beacon for other plants to follow in their own deployments. Let us move forward with Shang ‘Hai’ Speed. 

Thank you & Best Regards to all of you.

Issue 4 in 2022 - Shanghai Fusion Project Updates by Fusion Team

Shanghai Fusion Project Updates

Production scheduling involves the development of finite production schedules. The production team may perform these schedules effectively, meanwhile considering the resources and production capacity, optimal personnel utilization rate and material availability.

▲ PSC Production Scheduling

APS tools provide a set of functions to support the balance of product demands and available resources according to the procedure, establish effective action plans and support the enterprise to advance in the strategic direction.

The entire production scheduling process of PSC covers creation of production work orders in SAP, data loading by APS from Opc and SAP (material inventory/equipment load/production calendar, etc.) Through the system’s semi-automatic scheduling process and considering all key data elements, different plans and schemes are developed and used according to business rules. Ultimately, finite production scheduling (occupied limited resources and available materials) are established in APS and the work orders are assigned in the Opc.

a total of 56 gaps. When this enterprise journal was released, Fusion M & O project has started localization design deployment in the Shanghai plant. When this volume of Newsletter published, Shanghai plant has kicked off the deployment of Fusion M&O Design Localization. Shanghai deployment team will work closely with global Fusion team for six weeks at a speed of Shanghai to analyze the global design decisions, identify the gaps between the global solution and local situation, and make a detailed implementation plan. Then in the following 2-3 months, all gaps will be addressed step by step through adjusting processes or arranging trainings. Let’s look forward to Shang “High” Speed!.

In late June, with the overall work resumption of office employees in Shanghai plant, SMEs and Key Super Users from Fusion M&O Project kicked off the Line-side Practice after completing the 6 weeks’ online Intrepid Training and Primary Practice. This was one of the important parts before Design Localization.

SMEs and Key Super Users from various departments, as the first batch of people to experience the MES (Manufacturing Execution System) which would be launched in Molex Shanghai soon, co-worked with Capability Representatives and Technology Team to simulate the production processes and scenarios in a QA system and tested the system integration. These experts who were most familiar with the condition of production front-line supported Capability Representatives and Technology Team to figure out process issues and system gaps which would effectively build up a solid foundation to launch MES in Shanghai.

▲ Fusion M&O Line-side Practice

Issue 4 in 2022 - Shanghai Fusion Project Updates by Fusion Team

The line-side practice consisted of 2 weeks’ war room practice and 4 weeks’ onsite line-side practice, involving about 60 staff members from different functional teams, covering the products of seven part numbers in four production departments, and identifying 

Shanghai MOS Project Updates

Issue 4 in 2022 - Shanghai MOS Project Updates by MOS Team

In July of the hot summer, our team was passionate and completed all tasks of workplace stabilization kaizen and daily management kaizen (WSK & DMK); completed the 2022 Production System Maturity Assessment; held a workshop on “Why We Need Value Stream Management”; and launched Type C value stream designing.

Due to the pandemic, the WSK & DMK activities, originally scheduled for May, could not be completed on time. Under the dual pressure of the pandemic and the delivery, all departments worked together to complete all WSK & DMK activities by mid-July, especially the remaining units of assembly was completed one week in advance according to the updated implementation plan, which also included the packing room and molding basement.

After the MOS was carried out for a period, we need to have a more comprehensive understanding of the progress and acceptance level of the relevant activities. In July, we launched the 2022 production system maturity assessment. All BLT members were actively involved in making an objective evaluation based on their personal understanding and cognition of MOS. Judged from the scoring results, everyone highly recognized the activities implemented in the MOS, and were increasingly confident to embrace the greater challenges of MOS in the future.

With the implementation of MOS, we have entered the FLK (flow kaizen) stage. The MOS project team and OCM organization had a workshop on the theme of “Why we need value stream management”. This workshop was held online. From the perspective of the benefits and potential risks brought by value stream management to the company’s operations, it allowed the BLT to have a more comprehensive understanding of the significance of value stream management and firmed their determination to transform the value stream management.

Issue 4 in 2022 - Shanghai MOS Project Updates by MOS Team

The Type C was the first project to adopt value stream management. The project team developed a promotion plan to make the action of members of the team more efficient by combining theoretical knowledge and practice. First, the value stream manager and team members held the value stream design (VSD) training together to make the eight principles of VSD enjoy popular support. Second, the training on Single Minute Exchange of Die (SMED) prepared for meeting the production intervals.

After a series of theoretical knowledge learning, they put what had been learned into practice, and made a detailed calculation and evaluation of pacemaker, location and size of the supermarket of each production process, and first-in first-out pipeline (FIFO), so as to make full preparation for the trial operation of new value stream management.

Next, we will carry out a 5-day trial operation of Type C value stream management mode in mid-August. The new model to drive production will bring a new experience, but it will also bring new challenges and difficulties. There will be both achievements and shortcomings, which are to be explored by the participants. We are upholding lean management and pursuing excellence and self-perfection.

 

Issue 4 in 2022 - Shanghai MOS Project Updates by MOS Team

As the 1st plant in CCS to kick off MOS deployment, Shanghai plant spent almost one and a half year to conduct MOS daily management, and finally came to the Phase 6 of Pilot Go-live! On August 25th, a ceremony was held to celebrate the kickoff of the pilot go-live.

▲ Shanghai Celebrated MOS Pilot Go-live!

Shanghai Plant BLT members, production supervisors, MOS facilitators, cell leaders and members were invited to the ceremony gathered to look back the memorable journey MOS deployment, several cell leaders/members shared their feedback for how MOS effectively helped their daily production. Loucts Zhang, Shanghai MOS deployment lead, presented a periodical result of the project, and Lucy Li, CCS Digital Transformation OCM lead, expressed appreciation to the deployment team and eager expectation to the future MOS deployment as well. In addition, CCS division lead team and global MOS deployment team delivered warm congratulations to Shanghai team virtually.

Moreover, during the ceremony, excellent cell leaders, MOS facilitators and cells were recognized. They were specially rewarded due to their great performance when operating daily management and their roles of MOS pioneers.  

The ceremony was a celebration and a conclusion of MOS journey temporarily, while it was a new start for Molex Shanghai to practice continues improvement and keep going on the digital transformation. MOS pursues perfection, MOS-Go!

One is that More Employee ownership in results. For example, based on 5S and standard work, front-line employees and front-line managers pay more attention to the output, quality, productivity, safety and other KPIs of the cell as well as the speed of problem solving.

Secondly, improve the standardized daily management system with digital enabler. Cascade huddles and visual management boards with Mevisio. Gemba Walk with EASE. KPI of global standard formula and data source. KPIs and countermeasures are recorded and demonstrated with iNexus. Use Tableau to preliminarily analyze the data of KPIs. Monthly operating meeting not only reviews the KPIs, but also focuses on the progress and results of the annual operating projects.

Thirdly, the transformation of people's mindset has improved and transformed some ways of working. The mechanism of Action cards and problem escalation chain allow us not only to focus on continuous improvement, but also to be more agile in problem solving or implementation of new solutions. Frontline employees and frontline managers are increasingly acting in a way that reflects transformation from doer to thinker. Middle and senior managers practice the transformation from traditional leader to coach through on-site timely feedback and other behaviors in huddles, Gemba walks and other daily management activities.

The next step is a transformation from the current high-volume, area-based operating model to a value-stream management operating model. We started pilot Value Stream management in August fifteenth. Shanghai plant is a pioneer in CCS, even Molex. We need to thoroughly define value from the customer's standpoint. We need to be disruptive to design the way of creating value and make them happen. We must fusion the improvement of our own operational performance with the improvement of the customer experience. I believe that on the basis of gradually improving and stable daily management, with the support of leaders of Molex , of CCS, and with the joint efforts of all Shanghai employees, although the road is difficult and difficult, we will persevere and win after win!

Issue 4 in 2022 - Insights of MOS Deployment-Cheers for the Past and Future by Loucts Zhang

Insights of MOS Deployment-Cheers for the Past and Future

Look back on the sixteen months since MOS deployment began in the end of April last year, from global and division leaders, site operations director to front line employee, both production departments and supporting teams, we participate, support, facilitate, and lead all kinds of MOS activities. We embrace change, transform ourselves together, and achieved achievements we are proud of. In August 25th, We celebrate the successes of the past, and to cheer for the journey ahead. We are excited to see the value delivered by MOS deployment in Molex Shanghai.

Operations Excellence

Manager

Loucts Zhang

As mentioned in the new Principled Based Management Framework, we now pay more attention to the hiring and retention of contribution motivated employees. You must have many questions about what the “Contribution Motivated” is. Let’s learn and internalize the connotation of “contribution motivation” and how we should apply this principle in our daily work.

First, let’s learn about “Contribution Motivated”, and Contribution Motivated people’s motivations and behaviors.

Issue 4 in 2022 -“Contribution Motivation” in the Principle Based Management by Julia Lu

“Contribution Motivation” in the Principle Based Management

The Handbook of “Brief Introduction to Principle Based Management”

1) Being Self-Aware: Recognize what they are and are not good at (reality-based view); Prefer meaningful work; Have personal values of integrity and humility; Know when they need help and ask for it, especially with compliance.

2) Striving to Realize Potential: Are lifelong learners; Define success as making a positive difference for others; Seek responsibilities that align with how they can contribute the most.

3) Seeking Mutually Beneficial Results: Are intentionally inclusive, treat everyone with respect, and collaborate and work well with others; Proactively share knowledge and ideas, provide and solicit challenge, develop knowledge networks, and build trusted relationships; Work in a mutually beneficial way to drive results for the company and key constituents to create the greatest long-term value.

4) Contributing Creatively: Demonstrate courage in dealing with the unknown and challenging situations (problems, change, new opportunities); Have grit, resilience, and can-do attitude; Always push to find new and better ways to do things; Focus on results and outcomes.

Issue 4 in 2022 -“Contribution Motivation” in the Principle Based Management by Julia Lu

Cheng Feng from PD team: “Contribution Motivated means that we need to think more about the value of individuals in the team. Whether the personal contribution can help others and the team achieve greater success and produce Mutual Benefit results. Therefore, we should have confidence that we can make more contributions rather than be content with the status quo. Keep enough curiosity / passion at work to make the most contribution.”

Liliy Yang From ME team, “Seek common success through teamwork. This may be the best embodiment of the thinking of Contribution Motivated. I think Teamwork is not only cooperation within the department, but also includes cross-department cooperation. We should work in a Mutual Benefit way, and make long-term contributions to the company.”

Through the above sharing, you must have a deeper understanding of Contribution Motivated, but what’s more important is internalization and application. If you have any question about this topic, please seek timely help from your supervisor and Business HR.

 

Let's take a look at PD, AQP and ME employees' understanding and application of Contribution Motivated:

Jason Fu from AQP team: “Contribution Motivated is to give contribution for team’s goal and vision through leveraging own professional and technical abilities. Any decision should be beneficial to team’s goal and vision rather than limited to the interests of individual or department alone.”

Issue 4 in 2022 - “Principle Based Management Workshop” for the Management Team in August by HR Team

Recently, management team organized a principled based management workshop to study and discuss the topic of “Mutual Benefit”. It is well known that “Mutual Benefit” is one of the principles of human progress. It is the process by which people and organizations continuously build capabilities that create value for others, a never-ending process that generates exponential growth.

“Principle Based Management Workshop” for the

Management Team in August

It was not the first time for management team to discuss “Mutual Benefit”. The principle has also been mentioned many times in the latest version of Principled Based Management Booklet, which indicates its importance. Hanson Zhou, from Global Strategic Procurement department, led the group to refresh the basic concepts of Mutual Benefit, and then used a real case to discuss how to form the virtuous cycle of Mutual Benefit with suppliers and create long-term values for the company.

In the case study, management team applied role-playing method, in which some played the role of Molex, and others played the role of supplier. They developed respective negotiation strategy by analyzing financial data and applying an economic thinking under the principle of Mutual Benefit. Finally, 4 management team members were invited for negotiation practice based on team aligned strategy.

Through this workshop, the management learned how to optimize the challenge process with suppliers, such as Philosophy Alignment, Price Tracking Mechanism, so that the company and suppliers can achieve win-win cooperation and form the virtuous cycle of Mutual Benefit.

CEO Charles Koch ever said, “I wish you to do your best, which is not only the secret of success, but more a good way to make your life meaningful.” This is the most classic interpretation of “Principle Based Management”, so how to make use of comparative advantages to enable employees to maximize their potential, move forward in adverse and favorable circumstances, and achieve mutual benefit between individuals and companies, which is our main purpose in promoting the learning of principle based management.

Based on this purpose, in order to let employees better 

Issue 4 in 2022 - How to Promote “Principle Based Management”

Culture among Departments by Li Zhi Gang

How to Promote “Principle Based Management”

Culture among Departments

 Automation

Sr Manager

Li Zhi Gang

 understand and apply principle based management culture in daily work, the automation department organized some “principle based management” workshops this year, learned about some main changes after the change from MBM to Principle Based Management, and the discussion focused on the vision. Through these workshops, the employees learned more deeply about the vision of the company and department, and some main changes of “Principle Based Management”, and how to apply it in the daily work.

The workshops were held in the form of actual case sharing and group discussion, involving every employee at the site. During the meeting, everyone actively participated in the discussions and expressed their views, sharing their understanding and views on Principle Based Management.

James Chen: “The company’s management framework has 

 changed from Market Based Management to Principle Based Management to promote the human progress. In my view, this is another big step forward taken by the company in its vision. In the process of continuous transformation of the company, we should also constantly innovate ourselves, so as to form mutual benefit and create the maximum value for the company.”

Issue 4 in 2022 - How to Promote “Principle Based Management”

Culture among Departments by Li Zhi Gang

Fire Xu: Applying “comparative advantage” to define employees’ duties and decision-making power can fully stimulate their motivation and unleash their work efficiency and enthusiasm. In addition, “comparative advantage” can also make the development of the company diversified, provide more information for decision-makers, and achieve the creative development of the company and the department”.

After the workshops, based on the employees’ suggestions, we have optimized our management initiative and implemented them in the daily management. For example, the automation team applied comparative advantage fully integrate with personal advantages to optimize the assignment of department’s tasks. Some employees with strong communication skills were allowed to take charge of automation projects as a project owner, and response for project management, while in the past practice, all projects were under the charge of machine designers only. Some electronic engineers and vision engineers could also take charge of the projects, which has well unleashed their personal initiative.

At present, this work job is going on smoothly. From the status of project management, this initiative has not only improved the personal communication and management skills of employees, but also functioned as a useful incentive to well enhance the employees’ work enthusiasm. In addition, the automation team also used the five dimension tools of principle based management to reorganize the standardization work and visual work of automation, clarify the subsequent work strategy and direction, and continue to follow up the actual status in the company and the department. These measures enable employees to have a deeper understanding and application of Principle Based Management, and play a positive role in promoting the daily work of the department.

Issue 4 in 2022 - Foreign Employees “Living in Shanghai”Ⅱ by Foreign Employees

Foreign Employees “Living in Shanghai”Ⅱ

Molex Shanghai Production 

 Operations Manager

In order to achieve long-term business development of the organization meanwhile meet talents’ self-actualization within the organization, CCS Division has carried out talent exchange programs in China, Japan, Korea, Malaysia and Vietnam etc.

Molex Shanghai also welcomed five CCS Division expatriates from Korea and Japan, who share some insights and experiences of working in Shanghai.

YOONHOO KIM

I was assigned to take the Molex Shanghai operation manager in August.

When i Joined company, I'm as the quality engineer and serviced several teams including Quality, GLSS and Product Engineer over 16+ years.

In Shanghai, everything is fresh for me like people, products, even social media. And the feelings are different between expatriate & business trip, but when I first met employees in Molex Shanghai, I got a good impression and I'm impressive of the inclusive culture.

I'm gradually increase  interactions among teams and looking forward to working closely with all of you!

Plating 

Tool Design Engineer

It is pleasure to meet you. My name is YOONHOO KIM(金伦煦 or YH for short) from Molex Korea and 40 years old in Korean age. I have 12 years of experience as a connector plating engineer. At first, I started work as a laser peel-off system develop engineer, but most of the time, I developed a selective plating jig and fabricated it using a 5-axis MCT and applied it to the plating site. It has been almost 5 years since I joined MXK. I have the roles of plating jig design, LASER engineering, NPI, DPE/MPE, CCS(MXSH, MXV) and MFG technical support in MXK and I supported SSB6 & ACB6 plating jig design and LASER peel-off technical support in relation to MXSH.

Park, Ki Hwan

I am falling down Shanghai life.A few days ago, I asked a teammate about the “relationship” in MXSH. He replied that regardless of age difference, the relationship in MXSH is “respect for each other who has no top or bottom”. I thought this was the driving force behind MXSH's growth and its competition advantage.

The last, I took a Chinese class for about two months before I came to Shanghai, but I am not good at it. I ask for understanding on that point. While I am in Shanghai, I will try to grow up together through the right relationship with MXSH colleagues. Thank you for your time.

Issue 4 in 2022 - Foreign Employees “Living in Shanghai”Ⅱ by Foreign Employees

Kazunori Kawa 

Stamping

Die Design & Manufacturing

Hello everyone, my name is Kazunori Kawa. I’m from Kagoshima, Japan. I used to engage in the stamping mold design at the Kagoshima plant. Therefore, I have been working on “B to B”. This is my first time working overseas, and I am a little anxious and nervous. In the Shanghai plant, there are some molds from Japan, but there are also many proprietary molds. Therefore, I think I must learn more to improve myself. Although one year is very short, I will make my own contribution to the glory of the Shanghai plant. In addition, I also want to learn Chinese well and communicate with you, thank you!

Issue 4 in 2022 - Career Interview | Foreign Employees “Living in Shanghai”Ⅱ by Foreign Employees

Matsuda, Yoshiyuki 

Hello, everyone, I’m Matsuda Yoshiyuki. I have been working in Molex for 10 years. I am a stamping mold designer. I am very glad to work with you for one year in the talent exchange project. I had never been abroad before I came to Shanghai, and when I arrived in China, I was deeply impressed by the determination to fight against the Covid-19. Life was not easy when I first came to China, but I gradually got used to this life. I was both anxious and excited about my future life. But I will try my best to make the greatest contribution in this year, thank you!

Jougasaki, Shota 

Issue 4 in 2022 - Career Interview | I Embrace a Magnificent Transformation

 with Molex Shanghai by Shi Juan

Twenty years ago, recommended by the school, I came to this strange city to join Molex. During this period, I stayed in the assembly department for 5 years, working as an operator and a production line head. I have been in electroplating department for 15 years, and I once served as an office clerk and now as the precious metal manager. Although my job has been changing, it has not weakened my enthusiasm in work. The success of every transformation is the result of my growth. It is the big family that gives me energy, support, love and care.

to the easy query with a tablet PC, 

from paper announcements that were pasted on the workshop walls and needed to be replaced regularly to enterprise WeChat which you can check at any time you want, from pungent and sultry humid environment upon entering the electroplating workshop to the bright and comfortable environment with a constant temperature, the company’s paperless, electronic, and humanized nature has made us obviously perceive the changes of 5S. Work has become convenient and environment has improved. Software has also upgraded, as the attendance check/procurement systems have been respectively upgraded three times, which are increasingly user-friendly, convenient and systematic. The currently promoted Fusion project has convinced me that Molex will have another wonderful transformation. Let’s work together. Come on, Molex !

Career Interview | I Embrace a Magnificent Transformation

 with Molex Shanghai

Shi Juan - Plating 

Precious Metal Specialist

Life can take any posture. You need to make breakthroughs. As long as you work hard, you can succeed from any start.

In Molex Shanghai, there is an employee that has been worked with the company for 20 years. Through unremitting efforts and self-realization, she has grown from a production line worker to a precious metal management specialist of the electroplating department, writing her own new legend in the new position, field and starting line...

Stamping

Die Design & Manufacturing

Hello everyone! I'm Jougasaki Shota. I’m from Kagoshima, Japan. I have two kids and I like playing baseball. I joined Japan Molex in April 2012 and was assigned to the OM department of the Kagoshima Plant. I was later assigned to the machine maintenance team, where I was engaged in machine maintenance, repair, and improvement. I have been here in China for two months. I have experienced quarantine, nucleic acid tests, the health code of Shanghai or various other things. Although I encountered trouble, all my colleagues in the Shanghai plant helped me enthusiastically. I am very moved. My first impression of the Shanghai plant is that it is a beautiful one, with advanced technology. It’s very great! In the coming year, I will work hard in the injection molding department of the Shanghai plant. I will learn a lot of knowledge, skills and Chinese. Your help will be very appreciated. Thank you.

Molding

Tech, Insert Mold

As a member of Molex, I have the  colleagues who care about me, and it makes me firmly convinced that I achieve self-actualization in the constant reform and transformation.

The same is true of the company: hardware upgrades from heavy desktop computers to pads that can be taken away easily, from paper work records of staff to the current tablet PC records, from the machines posted with paper WI

Issue 4 in 2022 - CY23 Campus Recruitment Event Launched Formally by Kim Fu

Campus Recruitment Event

Koch China has launched an autumn Campus Recruitment Event in 2023 (the online application platform opened in mid-September, and the Online Talk will be held in October), and encourage each company under the Koch Group to join.

According to the Molex Shanghai talent acquisition plan, PD, ME and production team will participate in the event. Besides selecting the candidates, we are also in the hope of enabling the students to learn more about Molex Shanghai and the Designing and Operations team of Molex Shanghai. Ray Tian from Automation team participated video recording for the Online Talk on behalf of Molex Shanghai, who shared the stories of Molex Shanghai and himself with the young job-hunters from the “Pilot” perspective.

Through this event, we wish to identify the talents who well fit us from campus, the big young talent pool, to support the organization’s long-term value creation. Meanwhile, we would like to support the young talent on their career planning and provide valuable inputs on their queries.

Please scan the QR code on the right for more open positions details. It will be appreciated if you can forward it to more friends and people. Waiting for you!

CY23 Campus Recruitment Event Launched Formally

Issue 4 in 2022 -Long-term Service Award and Employee Perception

( June - July of 2022 ) by Ye Lei

Long-term Service Award and Employee Perception

( June - July of 2022 )

They are a group of ordinary people, but they stick to their respective posts, fighting in every corner of Molex Shanghai and creating extraordinary achievements. They are the winning employees of the Long-term Service Awards in July and August 2022. They deserve praise and respect. Today, let’s learn about their story with Molex Shanghai.

 I have finished a transformation from a green hand in the workplace to a purchasing supervisor during past 15 years in Molex. Molex has created the platform for self-fulfillment for the staff, helping employees to unleash their potential. Like, the Supplier Portal project I’m participating in, I got in touch with a lot of coworkers from different countries. We Discussed and communicated with each other. The international, cross-cultural and cross-level cooperation has broadened my vision, improved my teamwork and innovation abilities. Molex Shanghai has always been committed to all kinds of transformation and innovation, , which also inspires me to keep learning and striving. I will always work hard to realize my own value and contribute my strength to the company.

As a PD engineer,1’m proud to see the products designed by me put into mass production and create long-term values for the company, such as: HDMI , DP, USB type C and FAKRA / HFM. My designs have not only improved the extensibility, but also helped reduce the cost. The trust of the company leaders and the harmonious coexistence of my colleagues allow me to concentrate on design and innovation, and I have won more than 100 product patents at home and abroad, which is not only my personal honor, but also the honor of the company. Thanks to the company’s help for my personal growth, I will design more and better products that meet customer needs, and are more extensible and reusable, and strive to create long-term values for the company.

Luo Wen Jie

Zhang Xue Hai

Principal Engineer, PD

To Molex Shanghai:

Shanghai Electroplating Association

August 23th 2022

Issue 4 in 2022 - “A letter of Thanks” from Plating Association by HR Team

“A letter of Thanks” from Plating Association

Since March of this year, in the face of unprecedented severe, complex new wave of COVID-19 outbreak, Shanghai resolutely implemented President Xi’s important instructions and the CPC Central Committee’s decisions and deployments. Under the great support of relevant central departments, the country and the people’s army, the people of Shanghai worked hard in unity and won the battle of Shanghai against the pandemic. During the pandemic, you have actively responded to the call, given full play to your professional advantages, carried forward the spirit of public benefit, forged ahead and worked tirelessly with selfless dedication, linked up social resources, interpreted the great love spirit of helping each other with concrete actions, and demonstrated your social responsibility. Shanghai Electroplating Association is an important part of the social governance system. Let's forge ahead together, move forward bravely, and contribute more to building Shanghai into a modern socialist international metropolis with a global influence sooner. Love will be everywhere with you and me. Thank you again.

Employees are the soul of an enterprise, and their behavior directly reflects the spirit and energy level of an enterprise. As our CEO Joe Nelligan says, “Acting in good faith, being honest and respectful, and implementing a good management style are essential to our culture. Every employee must read and understand the company’s code of conduct.” In this July and August, all the DL employees of the company attended Annual Code of Conduct Training” together. Organized by HR colleagues, we discussed and reviewed the relevant provisions of the workshop rules and disciplines together in the form of interactive questions and answers. It had turned the boring training content into a memorable experience. Although the training did not last long, it was very effective. The annual training this time involved a total of 663 DL employees, a total of 10 sessions, and the pass rate of on-site examinations reached 100%.

Issue 4 in 2022 - Annual Code of Conduct & Shopfloor Discipline Refresh Training

- The Code of conduct is Always On by Jolin Zhou

Annual Code of Conduct & Shopfloor Discipline Refresh Training

- The Code of conduct is Always On

After the training, we also interviewed two employees randomly to learn about their feelings. One of them, an assembly operator, said, “Only when we abide by professional ethics with dedication can the enterprise stay undefeated. The company’s development is a guarantee to our future.” Another employee interviewed was a production line leader, who said, “I must set an example to lead every employee around me, so that they can be self-disciplined and grown with the company. This code of conduct training course is the best reminder for us.”

Nothing can be accomplished without norms or standards. I believe that each employee in Molex Shanghai can consciously and strictly abide by the code of conduct and shopfloor discipline, work together in unity, so as to fully and successfully complete the work and production tasks.

The COVID-19 outbreak in Shanghai has concerned numerous people this year. At a critical moment of the pandemic prevention, Molex Shanghai learned of the need of the Electroplating Association in pandemic prevention supplies. After an internal emergency effort, Liu Yun, chairman of Molex Shanghai Trade Union, on behalf of Molex Shanghai, donated 2,000 KN 95 protective masks to the Yangpu District Representative Office of the Shanghai Charity Foundation. While creating commercial value, Molex Shanghai has always been guided by the spirit of giving back to the society and achieving mutual benefit, donated pandemic prevention supplies to the anti-pandemic fronts of communities, which highlighted the corporate social responsibility of Molex Shanghai and was well praised by Shanghai Electroplating Association.

Issue 4 in 2022 - Long-term Service Award Ceremony of Molex Shanghai 

（January - June of 2022） by HR Team

On the afternoon of August 30th, the awarding ceremony for Long-term Service Award of Molex Shanghai for the first half of 2022 was successfully held in the staff activity center on the 5th floor.

Long-term Service Award Ceremony of Molex Shanghai 

（January - June of 2022）

Time flies. While working hard in Molex Shanghai, ten years, fifteen years, twenty years, twenty-five years, have elapsed quietly. Time makes persistence valuable. We always bear in mind our mission, and stay true to our original aspiration. The trophy of a “golden figurine with a pair of wings spread” is carrying the brilliant years of everyone with Molex.

Issue 4 in 2022 -Persistence of Molex Staff in the Scorching Summer by Kevin Qiu

Persistence of Molex Staff in the Scorching Summer

Upon entering the summer of 2022, Shanghai became scorching hot. The Shanghai meteorological station has continuously issued high temperature alerts, with 46 hot days with a temperature exceeding 35℃, 28 days above 37℃, 7 days above 40℃, up to 40.9℃ at the highest. It has refreshed the meteorological record in Shanghai. The summer in 2022 must be the hottest one in history.

In order to ensure the company’s production safety, the pandemic prevention and control effort was not affected by the scorching heat. In the hottest afternoon of the day, you can see a group of nucleic acid collection volunteers dressed in a big white suit working busily with sweat all over their body. The colleagues dressed in a blue suit were scanning the nucleic acid test code on positions without air conditioning. They had to repeat the scanning for hundreds of times and each step required careful verification. Those keeping the order at the site had to stand there for a long time to guide the employees to queue up for nucleic acid test. We’ve worked hard all the time to ensure that our staff can work in a safe environment and protect the safety of their families.

At this time, a 10-year long-term service award (113 winners), 15-year long-term service award (16 winners), 20-year long-term service award (9 winners), 25-year long-term service award (6 winners) were granted. In the new year 2022, hopefully every one of you can continue to work hard with Molex Shanghai to embrace a brighter future.

After the resumption of work, the employees had to complete the daily antigen test in the plant. The volunteers distributing the antigen had to work in the hot tents for an hour a day. The antigen volunteers at the East Gate had to stand and distribute the kit to the staff. Extreme weather was frequent in summer, and the changes in the work positions and people flows during thunderstorms also caused considerable pressure to the antigen test volunteers.

As the country is paying increasing attention to ecological construction and environmental protection, most of the current environmental protection laws and regulations have become increasingly strict after a new round of intensive revision. At the meeting, we focused on how to further prevent and battle against pollution, further study the revisions of laws concerning hazardous waste and noise.

During the 14th Five-Year Plan period, China’s ecological civilization construction has entered a critical period of focusing on carbon reduction as the strategic direction, promoting pollution and carbon reduction and synergistic efficiency improvement, promoting the comprehensive green transformation of economic and social development, and shifting from quantity to quality in terms of ecological environment improvement. The training focused on interpreting related policies concerning energy conservation, emission reduction and carbon peak and neutrality, and the company is also launching various energy-saving projects internally.

Through the training, it highlighted the environmental protection themes of “everyone should participate in the creation of a green home” and “clear waters and green mountains are invaluable assets of the country”, further clarified the main responsibility of enterprises, deepened the awareness of environmental protection. We must never touch the red line and bottom line of environmental protection.

Issue 4 in 2022 -Persistence of Molex Staff in the Scorching Summer by Kevin Qiu

Annual EHS Workshop for the Management in August

In the August that has just passed, the annual EHS training for the management was launched. This year’s training content included annual EHS regulation review and outlook, energy conservation and emission reduction and renewable energy policy trend and update. This training allowed the management to deeply review the EHS regulations in the past year and envision the measures to be taken by the plant, learn about the policy orientation in time and take some targeted actions in advance.

Issue 4 in 2022 - Annual EHS Workshop for the Management in August by 

Richard Yu

In the scorching sun, the cleaning workers were cleaning fallen leaves and litter with a broom, to keep the plant clean and tidy and create a beautiful environment for the staff in the plant. Under the pandemic, their work like cleaning, disinfection, wiping and spraying may appear ordinary, but this was the very effort to safeguard our safety.

Whether it was on hot, sunny days, or on summer nights with mosquitoes flying about, the security guards insisted on patrolling inside and outside the workshops day and night. There were dozens of patrol points in the company and hundreds of surveillance images, which were under the close watch of security guards with their sharp eyes at every minute. To safeguard the safety of the staff, we have taken concrete actions rather than stay in empty words.

Look, on the company’s fire drill ground, the volunteer firefighters were staging a fire drill with the hose in the scorching sun. They were wearing protective equipment with a weight of more than 10 pounds, including firefighting suit, helmet, boots, safety belt, protective gloves. While running fast, they connected the hose, as the equipment were already soaked in sweat. The persistence of the firefighters was to safeguard the production, and ensure the safety of the plant.

In the scorching heat, the general affairs staff were never absent in each battle against virus, fighting scorching heat, guaranteeing the supply and making everyone united. In order to build Shanghai plant into the safest “flagship plant”, let’s forge ahead together.

Thanks again to all the people who persisted in the scorching heat, including nuclear acid test volunteers, colleagues in charge of nucleic acid code, staff maintaining order on the site, volunteers distributing antigens, cleaning workers, security guards, volunteer firefighters, general affairs group...All people worked tirelessly despite the scorching sun. All of you are the most beautiful people of Molex in this summer.

• Shanghai Outlook / Award-winning Quiz •

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Shanghai Outlook | Issue 4 in 2022 

BUSINESS NEWSLETTER OF MOLEX SHANGHAI

CALL FOR ARTICLES

Final Reviewer: Lucy Li

Editor: Rachel Zhang

Editorial Team Introduction:

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 fifth 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!

APS takes into account various constraints in the production

 scheduling and has to load data from SAP, including ?

How many principles are there in the value stream design?

Which of the following staff have participated in the 

Fusion M&O production line exercise?

Which of the following behaviors or performance can be 

found in those employees with “Contributive Thinking”?