Molex Shanghai E-Newsletter CY23 Volume 1

MOLEX SHANGHAI

BUSINESS NEWSLETTER

Shanghai 

Outlook

mARCH 2023 | Issue 1 of 6

Synergy with advantages, 

Growth Against Headwinds!

Internal Use Only

SHANGHAI OUTLOOK

contents

Transformation & Innovation

Shanghai Fusion M&O Project Updates

Business Newsletter

Bimonthly in 2023

6 Issues in total | Issue 1

Capability Overview of Shanghai Fusion M&O

Shanghai MOS Project Updates

Shanghai Fusion PD Project Updates

Principle Based Management

“Knowledge” Dimension Workshop of Management Team

Overview of “Contribution-Motivated” Principle 

“Contribution-Motivated” Workshop of Production Department

“Knowledge” Dimension Workshop of ME Department

聚势赋能，逆风飞扬！

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目录

contents

莫仕上海企业内刊

2023年双月刊

总6期 | 第1期

Talent Development

Molex Shanghai “Internal Facilitator” Development Program 

Career Interview | Keep Challenging and Improving!

Core Capability Team | Assembly Team

Plant Dynamics

Chinese New Year Gift

 “My Travel Story with Molex”

Interaction with Readers

Award-Winning Quiz

Call for Articles 

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contents

Internal Used Only

Internal Used Only

Business Newsletter

Bimonthly in 2023

6 Issues in total | Issue 1

Spring is a season full of hope, vitality, charm and warmth. Many things more or less imply the connotation of spring. In fact, it is not that difficult to find spring and you will surely experience it in person as long as you feel it with heart. Spring is always around us and stays in our inner heart. MOS still forges ahead with determination in this spring.

We’ve been making efforts to realize Value Stream Management, the key target of transformation for Shanghai plant, and finally we made it! As the most crucial flow design in value stream, the local Material Call System went live and was applied to the value stream of Type-C. Such a significant breakthrough ensures material distribution timeliness and reduces manual paper-based management as well as resource waste caused by information communication errors, facilitating the implementation of value stream management.

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SHANGHAI OUTLOOK

Shanghai MOS Project Updates

Upon realization of this digital system, we have reviewed and completed the update of 2023 PQPR, and finally decided to take BtB product family as the next one for value stream management, considering such factors as priority and process stability. Meanwhile, site project team has reached a consensus with the global digital team preliminarily on how to manage value streams and KPI through visual board, which will better manage our production from the perspective of value stream, thus satisfying our customers better. However, it is challenging to capture value stream KPI data if a product family corresponds to several value streams. Therefore, more efforts should be made to find a proper way through further research.

 By: Shanghai MOS Project Team 

Material requirement board

Production instruction board

Site material board

The daily management model of Shanghai plant is totally different from what it was after MOS was launched. Daily tiered huddles help solve production issues more quickly and enable the management team to master production status in real time so as to give response accurately. Despite the progress above, MOS team has never stopped making explorations, innovations and breakthroughs but tries to make production more precise, goals more clear-cut and work more efficient.

i-Nexus system

In order to better manage and realize the KPIs of Shanghai plant, MOS project team has been working on to break down site level KPIs to area level. After 4 months’ great effort from all parties, area level KPIs can be reviewed and managed through i-Nexus system. The team is working on reviewing data accuracy at present and will offer trainings to end users in the future. The new function is expected to be launched this April, please stay tuned!

SHANGHAI OUTLOOK

Simply speaking, PQMT means collecting quality data from production, controlling production process, executing quality procedures and reporting on data that exert influence on quality. It mainly includes a series of activities such as sampling plan setting, sampling inspection and records, product disposal, product deviation management, reworking and scrapping, non-conformity investigation and management, and management of statistical process control and electronic records and quality reports, etc.

PQMT（Quality Management and Tracking） 

Capbility Overview of Shanghai Fusion M&O

PQMT, an important module of MES, is focused on product quality in the entire process of those series of activities. As an indispensable part, it does ensure the smooth progress of the entire MES process quality.

By:  Shanghai Fusion M&O Team 

SHANGHAI OUTLOOK

Shanghai Fusion M&O Project Updates

In 2023, Molex Shanghai Fusion M&O Project entered the phase of UAT (User Acceptance Test). During the testing that lasted about 3 weeks, the team completed a total of 403 online testing cases by limited human resources with a 92% testing pass rate and also put forward 3 system enhancement items. As more attention was paid to user experience feedback in this phase than the previous phase of “System Integration Test”, the team also designed 50 “unhappy paths” based on daily production, nearly half of which were used for offline testing with a pass rate of 52%. Solution of remaining to-be-tested items will be determined after the discussion between the project team and the business department.

In this phase, Super Users also started to get prepared for “End User Training”, besides completing online/offline testing. The OCM team organized an “On-boarding Workshop” in late January to help Super User Pioneers understand the Fusion M&O training framework and trainers’ roles & responsibilities. At the same time, they came up with many constructive ideas for training. They also designed and prepared training materials while co-working with capability representatives for compiling test scripts. In mid-February, the “Train the Trainer Training” was successfully held with the cooperation and assistance of Fusion M&O global training team and site capability representatives. About 20 Super User Pioneers participated in activities such as “Soft Skills Training”, “Fusion M&O Capability Knowledge Training” and “Mock Session”, and eventually were certified as “Fusion M&O Trainers”.

Super Users serve as a bridge in project deployment, who would teach End Users how to use OpCenter system in the upcoming “End User Training”, and become a good teacher and helper for end users.

By: Molex Shanghai Fusion OCM Team 

SHANGHAI OUTLOOK

We have introduced Fusion PD (Fusion Product Development) in the last volume. As a key project for digital transformation of Fusion product development, it will be launched in Molex Shanghai soon.

Shanghai Fusion PD Project Updates

Molex Chengdu launched Fusion PD in October 2021. He shared with Shanghai’s colleagues profoundly on relevant issues such as “What is Fusion PD?”, “Initial demonstration of Fusion PD’s modules”, “Preparations for importing Fusion PD”, and “Experience sharing”.

As work related to MSBU/PSBU Fusion PD is about to kick off, Anson Yin, the project leader, invited Ken Jin, the leader of Chengdu Fusion PD, to share relevant experience with Molex Shanghai PM team, PJM team, PD team, QA team, ME team and Lab team.

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As we all know, Fusion M&O project has been kicked off in Shanghai, and work related to Fusion PD will also be carried out soon. As a pioneering team, Chengdu PD Team shared with us their experience and I really benefited a lot from the sharing.

Fusion PD worked on the following four modules. I understand them based on our automation-related work.

1. Requirement Management (RM): Accurately convert the voice of the customer into various functional parameters on the PD side, ensure that the development team reaches a consensus on project goals and deliverables, and ensure the requirements can be tracked. Different product development engineers may have different understandings of requirements, but with the integrated platform, all engineers could reach a consensus finally based on standard process. Our automation department’s requirement management is to clarify the specific machine to make our products more competitive. Actually, we do need such demand the requirement management to reach a consensus on final deliverables.

2. Change Control Management (CCM): The process of ensuring that any changes in the operation of the project are fully evaluated and managed. If we could perform do a good job of CCM, abnormal machine issue can be quickly solved and normal production can be resumed by finding mutation points.

3. EBOM Management (Engineering Bill of Materials): This kind of electronic data management can not only pass on good experience, and also enable others to quickly develop similar projects in a short period of time.

Fusion’s standardized development process make it easier for developers to understand and execute, thus reducing unnecessary communication and errors, and increasing improving development efficiency.

Thank Chengdu Team very much for its the sharing, which gave us a clearer understanding of Fusion PDOverall, Fusion will make it more consistent and effective for all Molex product designers to work in terms of way and content, and make it easier for product designers to collaborate across Molex plants and departments around the world. It solves the different system and process problems that our engineers currently face in different factories. Through this sharing, we know that Team Center System would be used for global product design. This system integrates the development process of the entire project from the initial design input to the final test completion and supports monitoring and recording of each process. It helps us review project development process, manage the relevant development documents, and more importantly, ensure the development of our new projects, and reduce the possibility of mistakes. We also learnt that Team Center had integrated the product test application and report system and drawings and documents releasing function. It will be more convenient and faster for product designers. Finally, I hope Fusion Team Center system can be applied to our business unit soon. Of course, I also hope the entire system could become better based on the latest PDP, and cover most of the work of product designersThank you!

ME Team-James Chen

PD Team-Chen Feng 

Here' re some ideas of two participants after the sharing:

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SHANGHAI OUTLOOK

By: Shanghai Fusion PD Project Team

Attention is paid to the five main functions in order to lay a solid foundation for product development. Details about these functions will be described in subsequent chapters and final trainings. We’re trying to make transformation from present to future status.

On January 17th, Molex Shanghai Management Team organized the first PBM workshop in 2023. Simon Shen and Samuel Cai facilitated the workshop themed by “Knowledge” from PBM 5 dimensions, and the management team discussed the following aspects in depth in the 2 hours’ workshop.

“Knowledge” Dimension Workshop of Management Team

By: Julia Lu

1. Transformation from “Knowledge Process” of MBM to “Knowledge” Dimension of PBM. It was underlined that more attention should be paid to principle instead of process, system or tool applied.

2. Key principles that need to be learnt and applied in “Knowledge” dimension.

On the basis of practical cases, Simon and Samuel also led management team to discuss the two key principles related to “Knowledge” in depth: “Innovation: identifying and closing gaps” and “Challenge and scientific method”. The management team shared the business realities of different departments, gaps among different objectives and proposals that may help eliminate the gaps. As for “Challenge and scientific method”, the team learnt the importance of reverse falsification, pursuit of truth, courage to challenge, etc. as well as the qualities and tactics required for coping with the challenges.

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“Contribution Motivated” Workshop of Production Department

By: Jolin Zhou

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One of the goals of culture development for Molex Shanghai in 2023 is to promote PBM among production engineers and front-line employees, the management team of production departments and HR jointly discussed and decided the approach of "storytelling" to convey the significance and rich connotation of PBM culture to employees.

Following the open idea that “everyone can be the spokesman of PBM”, first session of PBM workshop in production departments was officially held on January 13th.

In consideration of the influence of post-epidemic, the workshop was organized online, 40 supervisors and engineers actively involved in discussion on the topic of “contribution-motivated” with high enthusiasm in the entire workshop. KH Park, Molex Shanghai Operations Manager, liberally shared his personal understandings on this topic and the case he experienced in Korea in the opening so as to help all participants to understand this concept. We also took Mirror Mezz product defects occurring recently as a real case to explore new solutions from different angles, and think from the perspective of the other party, rather than complaining about other departments blindly. 

SHANGHAI OUTLOOK

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Then all participants folded the “self-assessment” into a paper plane and made it fly with a loud slogan of “letting go fly with contribution motivation”. Paper planes flew from fingertips and went higher with beautiful expectations!

In the workshop, all participants not only practiced the principle of “Stop, Think, Ask” but also became fully aware of that we would reach a consensus on the very important basic links in occupational values, as long as our “contribution-motivated” mindset is similar, whatever our background or seniority.

On February 28th, production supervisor of Plating Bao Jun and HR Jolin Zhou led 34 production technicians to experience a “contribution-motivated” cultural journey together. During the session, each group was assigned for one module of “motivation and behavior” and worked together to identify different features of “People who are contribution motivated…” and “People who are deficiency motivated…”. All groups also made self-reflection and self-assessment in below 4 dimensions.

1. Being Self-Aware

2. Striving to Realize Potential

3. Seeking Mutually Beneficial Results

4. Contributing Creatively

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In the workshop, technicians who were introverted and cautious in daily work also elaborated the results of group discussion bravely. This is just the start of practice, just like what we mentioned in workshop: “Demonstrate courage in dealing with the unknown and challenging situations” and “Proactively share knowledge and ideas”. Really appreciate all the members and specially thanks to our production department managers and supervisors, who worked together to hold such a wonderful workshop and give us a chance to know how technicians think of the PBM culture. Each of the participants knew themselves differently and their partners through games and interactions, such as group brainstorming and collaboration in the workshop. It making front-line employees fully know the “high-end” culture advancing actually starts from our daily work and life.

On the afternoon of February 22nd, the first ME PBM Workshop themed by “Knowledge” dimension was kicked off formally, facilitated by two supervisors Payne Wu and Simon Shen. The rest of 10 ME supervisors and 12 senior employees also participated in the discussion.

Through the interpretation of “Knowledge”, the participants well knew that ME actively embraced innovation and that the mindset of “closing gap” means realizing preset targets by challenge-goal-setting and initiating innovations constantly so as to improve business performance gradually.

Considering the effectiveness of knowledge transmission, ME team divided the nearly 100 employees into two groups based on the team’s organizational structure when developing PBM culture. Group 1 consists of supervisors and senior employees and Group 2 consists of the rest of employees. Then ME team integrated work characteristics of each group into PBM workshop to promote their respective growth together.

“Knowledge” Dimension Workshop of ME Department

By: Simon Shen

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SHANGHAI OUTLOOK

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Scientific thinking method really brings a difference; scene reconstruction is well matched with proper examples, which attracted our active participation.

Examples are appropriate and suitable and easy to attract conversation. I think there was too much theoretical knowledge in the 1st part and more examples and scenes would be better.

This workshop is a good pilot for ME team’s PBM promotion. Several rounds of team discussions and interactions in the process highly attracted all participants. Deep discussion is significant. I think the effect is quite good.

Participants’ feedback also fully implies that this workshop obviously internalizes all participants’ cognition upon PBM. Here’s how several colleagues commented on this workshop:

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ME will extend the PBM sharing by Group 1 employees for Group 2 later. Let's expect such a sharing activity will yield outcome fully and continuously and hope more and more employees enjoy their own PBM journey.

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Have you ever thought of your life purpose and what really motivates you?

Overview of “Contribution-Motivated” Principle 

By: HR Team

If you do not focus on contribution, you may:

✔ Measure your own success by comparing with others (money, social status, etc.).

✔ Lack professional ethics and evade responsibility easily.

✔ Accept unhelpful criticism.

If you focus on contribution, you will:

✔ Become enthusiastic and active in work.

✔ Define success as making a difference.

✔ Seek responsibilities that maximize your contribution.

✔ Look for work that you find meaningful.

It was mentioned particularly in the latest PBM Booklet that KOCH tries to seek employees who have the following characteristics: contribution-motivated, have a talent that will help us succeed and are committed to our framework. Let’s keep exploring the very important “contribution-motivated” principle, and we believe each of us has a life of self-actualization. But how can we get started? Firstly, please be fully motivated to make contribution. Once you are motivated by contribution, you will try to discover, develop and use your innate abilities and improve others’ life by helping them in order to obtain your success. You will be motivated by getting results creatively. Just as said by Charles Koch, “when you are motivated by contributions, you will know what endowments you have and how to utilize them to make changes.”

Contribution-motivated people will try to become a good partner and seek mutually beneficial solution together with their partners. They establish a relationship of trust, seek different opinions and listen to, accept and respect everyone who works together with them and are eager to do whatever they can to help their team succeed. Many things in life, including work, are full of challenges. So how do you face this reality? When you are contribution-motivated, you will realize how to use your talent creatively. For example, engineer may never create or sell a painting, but can find a creative method to maintain or improve production by taking advantage of their talents. A salesman may never apply for a role in a local theater company but can improve customer’s experience and business results by utilizing his talent for cooperating with customers.

Always bear in mind: “Contribution-motivated” principle can motivate you to seek better method to create values, whatever your achievements today.

SHANGHAI OUTLOOK

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SHANGHAI OUTLOOK

What is “Facilitator”? Facilitator can help teams improve their operation efficiency and pool the wisdom and power of all to achieve comprehensive effect. Facilitator assists teams in getting rid of a discussion where consensus cannot be reached, and dealing with different opinions at meetings and drives teams to reach a consensus. Facilitator aims to enable participant to find a solution to problems and make commitment and action plan.

To boost PBM culture promotion, knowledge sharing, driving transformation, etc. within the enterprise, Molex Shanghai Internal Facilitator Development Program was formally launched with the energetic support from Molex Shanghai Management Team! The program will be divided into three phases:

Phase 1 Kick-off Workshop, organized by HR, was successfully held on February 15th. In the workshop, Molex Shanghai Internal Facilitator Team members discussed such questions as “What good looks like for internal facilitator team?”, “What’s current gaps of the team?” and “How to help team realize objectives better?”. Team vision was worked out during the session: help business teams organize and lead efficient learning, cultural seminar, and business meeting and make significant achievements.

Molex Shanghai “Internal Facilitator” Development Program 

By: Ye Lei

After all the activities in the 1st phase, HR is seeking appropriate external learning resources and will try to kick off the 2nd phase in Q2, to help internal facilitator team become more professional and support business departments to improve their efficiency at different meetings in real sense and create values for the company. 

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Hello, everyone! I’m Payne Wu from ME Department and my Chinese name is Wu Jian li. It is a pleasure for me to share my growth here in Molex.

Working on manufacturing process for a dozen years, I want to share the knowledge that could be learnt in the company instead of the number of products that Molex launches successfully or how much I know about processing technique. I think knowledge is the most important of all for me because it could help me do everything with ease in work and life. The knowledge means the logic to analyze and solve problems. Any problem occurs for a reason. To avoid problem occurring repeatedly, we must solve it fundamentally and completely. There are many modes and methods available but any of them is feasible if its logic is correct.

Career Interview |

Keep Challenging and Improving!

 By: Payne Wu

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How time flies! I’ve been working in Molex for 11 years. I’m responsible for design and management related to Assembly process. From the very beginning of antenna products to current, I have been responsible for the manufacturing process of dozens of products. Because different processes are used for different products, I’ve met countless difficulties and challenges but finally realized mass production of the products. From these experiences, I am not only creating values for the company but also realizing self-growth.

SHANGHAI OUTLOOK

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SHANGHAI OUTLOOK

In next phase, it planned to learn and utilize facilitation skills to pool the wisdom and power of all and stimulate creativity, in order to obviously improve organization intelligence, help the team to reach a consensus, and implement it.

I was complete novice at this industry and knew nothing except for some experience in assembly process. I knew their weaknesses slowly after understanding their products rapidly: It had no complete process flow and standard operation just as Shanghai plant had and no staff and method for process improvement; product scrap rate was high and efficiency was low. Then I began to summarize their problems: Start with key products and make them know the procedures that Shanghai plant needs to finish from new product to mass production, including process document preparation, production data collection, reason analysis and improvement of defective products and capacity and efficiency improvement, etc. Thanks to the knowledge I had learnt in Shanghai, I was recognized by Kunshan plant colleagues and supervisors within only 3 months. 

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Molex Shanghai Assembly Department is an energetic and enthusiastic family, whose members are from all corners of the country, fully exert their strengths, and complement each other’s advantages with high team cooperation capacity and favorable tacit understandings. It is a big department with a total of 405 persons. Mainly composed of Auto Pin Insertion Machine Workshop on the 3rd floor and SMT Workshop on the 4th floor, the Assembly Department is furnished with 107 auto production lines, four semi-auto production lines, 10 UTIX lines, 179 online 2D and 3D image detection machines and 107 automatic package machines, with products sold in such industries as home appliance, mobile phone, data center, networking, high-performance computer and storage server. Members of the Assembly Department include two parts: production team and maintenance team.

Murphy Miao, a senior production manager of Assembly Department, has been serving Molex for 26 years since 1997. Working as a wire harness technician at the very beginning, Murphy is a very senior, experienced and passionate supervisor, who once served as assembly technician, molding planner, warehouse supervisor, logistics manager, and assembly manager.

By: Murphy Miao

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SHANGHAI OUTLOOK

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After coming back to Shanghai from Kunshan when my task there was fulfilled, I was assigned one more challenging project – Mirror Mezz. I needed to lead MPE team to undertake more responsibilities. Mirror Mezz, one of the most important projects of Shanghai plant, ranked 1st in Shanghai in terms of scrap amount. We set a more challenging goal: improve its QAP from 3.51% to 1% in 2023. I firmly believe we will achieve this goal with the joint efforts of our team. 

Last, I’d like to share with all of you an English proverb I like very much: “If you dream it, you can do it!”. Let’s work hard together! Keep Challenging and Improving!

Maintenance team of Assembly Department: It has 8 engineers particularly responsible for equipment maintenance (including special equipment such as LDS&SMT), 3 engineers particularly responsible for electronic control vision, 2 engineers particularly for test equipment and 10 technicians who should coordinate and assist in engineers’ daily equipment maintenance, mold maintenance, commissioning, PLC, vision program change and optimization and spare parts management. The entire team consists of 23 persons, who are responsible for ensuring normal operation of the production line and play a crucial role in realizing target production plan and rendering of products required by customers in terms of both quality and quantity. All members of Assembly Maintenance team bring forth the following requirements for themselves: Performing post responsibility, highlighting pragmatism and innovation and trying to build a first-rate team. Age hierarchical distribution of team members is relatively reasonable and most of members are at the age of 40 or so, a golden age with rich working experience. Of course, the team also includes well-experienced senior engineers and passionate post-90s workers.

Production team of Assembly Department: Production team consists of 381 persons in total at present, including 1 supervisor, 7 foremen, 29 cell leaders, 48 technicians and 296 front-line production workers. They are mainly responsible for production and operation, new product trial manufacturing, employee training and management, onsite production management, as well as improvement of production efficiency and quality. Key management members are senior employees with average seniority of above 15 years as well as rich front-line management experience, with efficient and continuous production capacity and could ensure punctual delivery to customers. We’ll still fulfill our duties in daily work, seek for constant improvement and forge ahead by shouldering our holy missions and responsibilities.

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Chinese New Year, a traditional Chinese festival, is one of the most important festivals in the year to Chinese people. On this very special occasion, Molex Shanghai and Union prepared a Chinese New Year gift for each employee, to extend wholehearted thanks to them for their contribution and support to Molex Shanghai!

Chinese New Year Gift

By: Angel Yan

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Each team worked closely and intensively to make sure the gifts could reach employees upon their return to work after the Chinese New Year. When leaving company on January 30, employees queued voluntarily, with smile on their faces, chatting happily with each other. Each of them felt the company’s care and love as well as sense of happiness of being Molex employee while receiving the gift.

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“My Travel Story with Molex”

By：Rachel Zhang

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2023 Molex Shanghai Employee Outing Program began on March 1st and will end on October 31st. Outing activity, as a key platform for promoting cross-functional friendship, is popular among employees!

There should be some wonderful moments worth recording, such as the joy of reaching the mountain top together, appreciation of splendid sceneries, and sincere feeling sharing among colleagues.

Some travel for going farther, some for meeting more friends, some for relaxation from busy schedule, some for seeking for themselves truly and some others for leaving unforgettable memory. What’s the meaning of your travel?

Look forward to your sharing!

We are now collecting "My Travel Story with Molex” since this volume of E-newsletter. Here’re the specific requirements:

My Travel Story with Molex

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Target Participants：

Molex Shanghai Employees

1. Focusing on the theme of “My Travel Story with Molex”, in the form of story + photo.

2. Closely related to the theme and well matched with corresponding photos 

(Number of words not limited).

3. All photos should be with positive meaning and at least one photo is required for each work.

Activity Duration:

March 27, 2023 – November 15, 2023

Scan the QR code for submission

Evaluation and Reward:

Before the publication of the current volume of Molex Shanghai E-Newsletter, we will select and publish the eligible works of “My Travel Story with Molex”, and present the author with one gift card.

Looking forward to your travel story!

SHANGHAI OUTLOOK

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SHANGHAI OUTLOOK

Growth against Headwinds!

Reader

• Shanghai Outlook / Award-winning Quiz •

What is the step before PQMT (Quality Management and Tracking)

 in the manufacturing process?

In i-Nexus system, how often is OEE/POEE updated in regional KPIs?

What are the main products of Molex Shanghai Assembly Department?

Which of the followings are the characteristics of people dedicated to contribution?

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.

Editorial Team Introduction:

Final Reviewer: Lucy Li

Editor: Rachel Zhang

CALL FOR ARTICLES

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.

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, 

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