Satellite View Chengdu- NO. 65

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Molex Headlines

P04/09

Stride, Into Our Future

Where Love Blooms, Home Shines

Greater China Energy Summit

Share Challenges, Exchange Technology

Challeanges, Sharing, Strategies, Direction

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PBM Sharing

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Sharing, Co-Creation, Win-Win

My Story with PBM 

A Special PBM Sharing

09-19

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contents

Empower Supervisor for Greater Success

Talent Development and Inspire Success

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Digital Transformation

Digital Transformation Drive Value Creation

Towards New Heights

MOS 2.0 Leads A New Chapter

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Quality & EHS Column

Quality Create Value

Energy Saving and Carbon Reduction

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MXCD Thinktank Institute Introduction

MXCD Thinktank Institute Annual Party

Offline Knowledge Salon 

Front-line Supervisor Capability Improvement

Team Award

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Talent Development

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Business Result Sharing

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2023 Business Update

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Fun Team Building, Connecting You and Me

High-tech Craftsman

Warm Up the Winter, Cheer Up the New Year

Annual Dinner Celebration

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Activity Sharing

Stride, Into Our Future

The year 2024 has arrived, and we are going to write another new chapter together. Here I’d like to take this chance to wish our dear colleagues all a happy new year, good health and family happiness!

New Year Greetings from Winson Li

This is the fourth time I write a New Year's message, and if we take four years as a cycle, I would say that the past four years have certainly been very memorable and successful for us. Counting the past, we have experienced a lot together. We were united in our resolve to fight against the epidemic for three years. We pursued excellence, data explorations and practical explorations helped increase our profitability by 25%. We were disciplined and constantly set higher standards for ourselves, and together we hit a record high again. Some might say it’s due to the successful implementation of individual projects, but I would like to emphasize that behind one successful project after another, there's been a dramatic change in the mindset of each and every one of us.

Mindset change, Innovations, and Transformations

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Molex Headlines

Creating a win-win model for both employees and the company (co-creation), and continuously increasing profitability (20%) by improving our own operational capabilities will be the challenges we will face together in the next four years. We will continue to make a series of transformations in organizational structure, division of labor, KPI setting, and operation mode according to our business needs, and all the transformations will focus on the following purposes:

The management team will independently form a new team, on the basis of business needs and respecting employees' willingness, breaking down the boundaries of departments and teams, to realize the free flow of talents within the company. We need the chemical reaction to be extended from department and team scope to the whole plant scope. We hope that our chemical reaction will be more intense, and the teamwork with breaking down the organizational boundaries will generate more energy and achieve the synergy effect of 1+1 being greater than 2.

Break the rule of division of labor based on department, position, work content and decision-making power, and create exclusive RR&Es based on business needs and comparative advantages of each employee, combining decision-making power and responsibility. This will maximize the value of employees and promote the long-term development of the company.

Every contributor's ability can be seen and recognized. Use digital tools to create more competency indicators to guide employees and supervisors in advance or in real time, and help supervisors think about how to drive business by improving employee competency and transforming it into value.

Implement MOS version 2.0 to continuously improve management efficiency at all levels, focus on value streams. Continuously improve the efficiency of materials, data, and equipment in the value stream.

It is the bursting and intertwining of the mindsets, innovations and transformations, that brought us a different manifestation of the results, and this is the truly powerful business driving force.

The road ahead is long and obstructive, I hope to continue to go forward with you to explore a new mode of operation, even if we are not clear about the road ahead, we can still choose to be our best selves: to think, to take action, to meet, to explore, no matter how easy it is to do so or whether it's a head-butt, every change is like a flame of hope, burning to meet the sunset of every day. I can see success beckoning us to join hands for the next four years!

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Molex Headlines

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Molex Headlines

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Molex Headlines

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Molex Headlines

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Molex Headlines

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TSBU DESIGN CENTER

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Digital Transformation

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Digital Transformation

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Quality & EHS Column

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Quality & EHS Column

Talent Development

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Talent Development

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Talent Development

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Talent Development

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Talent Development

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Molding material supply optimization project

The team has always persisted in the departmental strategy of de-cluttering, synergizing, precise execution, and intelligent molding, and has continued to look for improvement opportunities in the material supply chain. From the first phase of automated material supply logic development and people transformation, to the second phase of layout optimization, and experimental exploration of AGV solutions, and then to the third phase of scope expansion ...... We have been working hard to try and explore new ways and new tools, and by continuing to empower our employees. We have significantly improved the efficiency of material preparation and transfer, which is expected to bring more than $100,000 per year to the company!

TEAM AWARD

Talent Development

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New Mold Runner Weight Optimization Project

In the past year, the Tooling Development Department has carried out some actions to optimize the new molds costs and molding manufacturing costs. The runner weight has been identified as having opportunities to optimize in this process. After the establishment of the team, members discussed and defined the strategy and process about how to optimize the runner weight in the new mold development process, studying how to use the mold flow analysis tool to evaluate the feasibility and risk of the weight reduction to ensure the success rate, created the database after testing verification. In 2023, we had optimized the runner weight for 25set new molds. In the future, this process and method will be used in the new mold to optimize the weight of the feed, which will continue to bring benefits to the company.

TEAM AWARD

Talent Development

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Safety sensor insert molding line development

TEAM AWARD

The team through a number of technological innovations, such as connecting rod driving slider with cylinder, recyclable magnet adsorption carrier, carrier cyclic feeding module with side pressure and high-speed moving carrier with linear motor and so on, successfully developed and upgraded the original terminal, screw manual implantation line to the automatic process line on the existing machine, upgraded the 4 cavities mold to 8 cavities mold, elevated cycle time from the original 25s to 22s, while reduced 5 operators, the overall helped the product LGM increase from the original 17% to 32%.

Talent Development

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Stamping MM Ratio Improvement Team

TEAM AWARD

When faced the problem that machine man ratio was at low level, this team made the first move and thought creatively, seeking the breakthrough solution in production management, by collaboration, standardization, digitalization, automation and optimizing organization.This team continuously enriched the employees’ skillset, motivated and inspired their working enthusiasm, and fully explored employees’ potential.

Through the team’s great efforts, finally this team enhanced the man machine ratio from 1.43 per month to 1.78 per month, effectively improved by 25%.

Talent Development

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UD8 Capacity Extension project

TEAM AWARD

Since the application module of our customer has gained new market share in China electric vehicle field, causing the customer's demand for UD8 to surge by 113% from 2022 to 2023. Thus we initiated the UD8 capacity expansion project in the face of the severe pressure of supply shortage and to avoid the risk of customer's line down. To meet the customer's supply demand in the fastest way, with the support of the management, the project team, by prioritizing resource allocation and working day and night, achieved the good result of fast submitting PPAP, which shortened the lead time by 50% vs normal, and increasing the overall production capacity by 44% within 2 months, which satisfied the customer's demand and was highly recognized by the customer, realizing mutual benefit for both Molex and the customer.

YTD BUSINESS UPDATE

2023 MOLEX CHENGDU 

（ JAN - DEC )

4

2.32%

103

5.8%

2.22%

3.8

1.5

Remark: * Indicates the increase or decrease for this KPI compared to same perid last year.

INCIDENTS

QN

COPQ/COGS

 %

*GROSS

PROFIT %

(change)

*MARGIN ATTAINMENT (change)

*ASSET PRODUCTIVITY (change)

*People Productivity (change)

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Business Result Update

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"Satellite View Chengdu" Editorial Board

Internal information, please do not reproduce.

：

：

:

Mark Zhao

Yue Lu \ Javen Jin \ Julia Deng \ Linda Liu  \ Rui Tang

Elias  Huang

Editor in Chief

Editorial Board 

Proofreading