Molex Shanghai E-newsletter CY23 Volume 2

MOLEX SHANGHAI

BUSINESS NEWSLETTER

SHANGHAI

OUTLOOK

MAy 2023 | ISSUE 2 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 2

Shanghai MOS Project Updates

Shanghai Fusion PD Project Updates

PRINCIPLE BASED MANAGEMENT

March - April PBM Workshop Highlights

Overview of “Challenge Process” Principle 

聚势赋能，逆风飞扬！

04-05

06

07

08-09

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Career Interview | Learning & Transformation

Molex Shanghai Foreign Employees Perception  2.0

Core Capability Team | Stamping Team

TALENT DEVELOPMENT

Talent Management Seminar

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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

PLANT DYNAMICS

GOC Team Visited Molex Shanghai Plant

 “My Travel Story with Molex”①

INTERACTION WITH READERS

Award-Winning Quiz

Call for Articles 

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Internal Used Only

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March International Women's Day Series Activity

"Code of Conduct" and " Respectful Workplace" Training

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Shanghai Team helped Kunshan Plant to Complete 

IATF16949 Quality System Certification

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Molex Shanghai won the title of "Shanghai Harmonious 

Labor Relations Standard Enterprise"

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New Decoration of Molex Home

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contents

Business Newsletter

Bimonthly in 2023

6 Issues in total | Issue 2

Internal Used Only

The annual ring is the wrinkle that records time, and each circle of ripples retains the glittering growth; the progress is the hooked blade that carves the ideal, which is carved by the knife and embodies the unforgettable impression. Shanghai MOS has entered a new stage, and Area KPIs have been launched, and the team organized leadership workshop for how to remove barriers.

As an important part of Area Huddle, our Area KPIs were officially launched in mid-April. Its launch means that our manual maintenance of Area KPIs will be replaced, which will help us to manage the timeliness and systematization of data. The management attaches great importance to the launch of this function, mail to tell everyone why Area KPIs are needed, how Area KPIs are functional and how to operate. For end users, we have special training to not only let them understand the definition and calculation logic of relevant performance indicators but also let them learn how to set monthly goals and weekly goals in i-Nexus, how to create improvement projects and annotations so that the status of Area KPIs and countermeasures are clearly visible. We also require Area KPI responsible persons to pay attention to the performance of indicators to ensure that Area KPIs can be achieved.

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SHANGHAI OUTLOOK

Shanghai MOS Project Updates

There are still a lot of things to do after the Area KPI is launched. Next, we will continue to work hard to remove the barriers to the implementation of MOS Area KPI, continuously optimize the data acquisition process and the accuracy of data, guide the responsible persons of KPI in each area to maintain the goal, and start using it at the meeting of each area.

"barriers" will not only be encountered when we implement new things, but also when something runs for a long time. Shanghai plant MOS standardized daily management has been fully implemented for nine months, and various departments have formed their own unique management mode, but are there some hidden "barriers" in the process that we are unaware of?

 By: Shanghai MOS Project Team 

So on March 14th, under the facilitation of MOS coach Justus Wang, a leadership workshop with the theme of "Removing Barriers" was successfully held at Shanghai.

We started the workshop with a video simulating the area huddle. After watching the video, the representatives of the plant management team and the MOS team reflected on the barriers caused by the "leader" in the video. Then, through the role-play of the "Area Leader," "Production Manager" and "Director," we explored which barriers were caused by unconscious role setting.

At the end of the workshop, the participants also developed an action plan based on the principle of "Start, Stop, Continue" and committed to pay attention to and try to remove barriers in the ongoing daily management activities of MOS.

At this point, participants found that they often unconsciously think and act in terms of "Persecutor," "Victim" and "Rescuer" because of their job position, and barriers arise. So, changing thinking and treating the same thing as a "Challenger," "Creator" or "Coach" may have different results. Consciously changing thinking patterns and promoting role changes is uneasy, but we encourage "leaders" to try to change.

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SHANGHAI OUTLOOK

Shanghai Fusion M&O Project Updates

As the pilot go-live is getting closer and closer, the Shanghai Plant Fusion M&O team also ushered in the last big milestone - simulation.

This simulation covered all production departments. We generated 60 work orders and applied the OpCenter system to the manufacturing operations of 7 series of products. The success rate of the final simulation test was 100%. At the same time, the number of people participating in the simulation also greatly exceeded that of the previous rounds of testing. More than 200 front-line employees from the Production Department, Materials Department and Quality Department experienced the new system in their actual work.

In order to enable the front-line employees and end users of the new system to become proficient in the system functions during the simulation, the team of Fusion M&O trainers, consisting of super user pioneers, has invested a lot of effort in the development of training materials and conducted dozens of end user training sessions in the past two months, with about 250 employees participating.

By: Molex Shanghai Fusion OCM Team 

The super users carefully introduced the Fusion M&O capability overview and OpCenter system to the front-line employees, led them through the simulation on the TC52 mobile device, patiently answered the questions raised by the end users, and continuously optimized the training materials based on their feedback. The efficient training activities of the super users were also one of the foundations for the successful completion of the simulation of the project.

By the time this issue is published, the Fusion M&O project has entered the next major milestone, "pilot go-live", and Shang "High" Speed will not stop moving forward. Let's look forward to the digital transformation that Fusion M&O will bring to Molex Shanghai.

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SHANGHAI OUTLOOK

RM - Requirements Management means that we collect and manage customer or other requirements VOCs with the systematic tool POLARION, which upgrades the current disparate processes and tools, isolated data and systems, to a future centralized and structured knowledge base to systematically and efficiently collect, define and manage customer requirements.

Through RM requirements management, the relevant stakeholders in the process can clearly understand the specific needs of customers and reduce the loss of information in communication. This process mainly includes:

At present, the Shanghai Fusion PD team is actively preparing the digital transformation project of product development. We actively participate in the regular project meetings to share and exchange ideas, as well as invite pioneers such as "Chengdu Plant" to share best practices for us. In addition, we are actively building teams and recruiting for the project, and our Capability Representatives are actively learning about Fusion PD to provide "ammunition" for the project. In this issue, we will introduce the capability of Requirements Management by Eric Yao (PM team).

Shanghai Fusion PD Project Updates

By: Shanghai Fusion PD Project Team

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RM - Requirements Management

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SHANGHAI OUTLOOK

A typical overview of RM and related processes is shown on the right:

This includes creating RMs to closing CRs and Release CO.

In the workshop, employees of all departments had a deeper understanding of the "management philosophy of the Virtuous Cycles of Mutual Benefit" and how to use the "Virtuous Cycles of Mutual Benefit" in their daily work to create more effective value for the company and continuously achieve self-realization. After participating in the work case analysis and discussion, everyone also deeply understood how to use the "Virtuous Cycles of Mutual Benefit" to create more valuable contributions to the company.

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March - April PBM Workshop Highlights

By: Molex Shanghai Emloyee

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Molex Shanghai Management Team PBM Workshop

   2023\4\20

The Molex Shanghai Management Team conducted a new round of PBM workshops on April 20th. Liu Yun and Jasper Lei led the management team as facilitators and discussed one of the responsibilities of a supervisor: help each employee increasingly 

As we all know, the in-depth application of PBM has driven continuously the success of the company and its employees. Fundamentally, PBM aims to help the company and employees establish a Virtuous Cycles of Mutual Benefit and achieve tangible results through systematic application.

In order to better understand and apply the Virtuous Cycles with the assistance of BHR, the Finance Department, Plant Affairs Department and Operation Excellence Department jointly held a workshop on "How to Better Apply the Virtuous Cycles of Mutual Benefit in the Workplace".

   2023\3\17

Finance, Plant Affairs and Operation Excellence DepartmentPBM Workshop

self-actualize. In the workshop, the management team closely linked with ongoing "Supervisor Essentials Series" part 1 to further explore and learn: coaching and doing, helping others realize their potential and working together with employee to leverage their gifts in a mutually beneficial way.

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ME Team PBM Workshop

   2023\3\22

In the workshop, June Ren facilitated everyone to a group discussion through the case of "Xiaofang and Xiaoyuan invite friends to dinner", so that we can all have a deeper understanding of the meaning and purpose of the concept of "Comparative Advantage". For employees, we need to give full play to their talents and fully leverage company resources to maximize value creation for the company; for supervisors, we need to maximize the net value created by the team or unit through optimal configuration. Then through the case analysis of "Producing Milk Powder or Bread" and the subsequent group discussion and examples, we learned what "opportunity cost" and "absolute advantage" are, and at the same time, we had a deeper understanding of the practical application of "Comparative Advantage" in work.

The promotion of PBM culture continued to heat up in the Production Department. Following the engineer special session in January, the technical worker sessions in February and March were even more booming. In the just-concluded workshop with the theme of "Contribution Motivated", the group competition format made everyone full of energy. The usually low-key and introverted setters also bravely expressed their views on "Contribution Motivated". The reporting session was even more amazing. The clear and logical writing of the group members, together with the vivid and concrete explanation, were achieved the same level performance of the engineers and supervisors, and we could feel that everyone had a deep understanding of the topic. 

The guests also were surprised that the technicians, who are usually quiet, could not imagine that they could talk about culture with great ideas. We are glad that through our efforts, the seeds of PBM culture have taken root in the hearts of everyone in the Production Department, just like the slogan we shouted at the sharing session: Let's contribute as power, let's work together to get stronger!

   2023\3-4

Production Team PBM Workshop

Next, Robbie Qian explained to us the content of RR&E to ensure that our own "role" is the main purpose of RR&E. It's not just a matter of filling out a form and giving a general description of the daily tasks, but of employees considering their own skills/interests/abilities, actively discussing their ideas with their supervisors, and developing a common understanding with them about their personal responsibilities and work priorities in order to help us make the most of RR&E. Robbie then went on to explain the concept of "responsibilities" so that we could avoid some common mistakes and challenges in defining our own responsibilities later on, and explained how roles/responsibilities/requirements are actually used in the workplace and how to better define and describe them for ourselves.

SHANGHAI OUTLOOK

SHANGHAI OUTLOOK

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The challenge process is one of the important principles in the knowledge dimension of PBM. We define the challenge process as: making full use of existing knowledge, constantly questioning, brainstorming, and finding better ways and methods. The following are some examples of using challenge process.

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Overview of “Challenge Process” Principle 

By: Julia Lu

We need to believe that no matter how good the status quo is, there is always a better way of doing things and the potential for improvement. While we can gain some of the knowledge we need to make decisions from reports and formal assessment tools, there is much more. In practice, we cannot rely on these methods alone. Meanwhile, making better decisions and acquiring new knowledge and skills often require the cooperation and contribution of people with different knowledge, perspectives, skills and backgrounds. As individuals, we also benefit from actively participating in decision-making rather than passively following orders and gaining a sense of accomplishment. The goal of the challenge process is to enhance innovation, improve working methods, processes and decisions, and create greater value. No one person, no matter how capable or energetic, can have all the necessary expertise. Therefore, we need to focus the relevant knowledge and insights of everyone in the team.

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Talent Management Seminar

By: HR Team

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The Shanghai Plant has been committed to creating an environment in which each employee can realize themselves and develop their own potential. In this process, supervisors play a very important role. They need to understand the individual differences of employees, guide employees and give development opportunities to fulfill the duties of supervisors. In order to help the plant's management team further enhance the awareness and ability of talent management. On March 8th, the Human Resources Department specially invited a lecturer from external training company to organize a seminar on "talent management".

The seminar helped the management to learn the knowledge and tools about talent motivation, development and retention through cases, group discussions, role plays, scenarios, demonstrations, exercises, assessments, and psychological tools. For example:

1) For how supervisors should understand the personality characteristics of employees, the external lecturer specially explained the DISC tool to help the management to understand the personality and comparative advantages of team members through daily observation, so as to make the team cooperate well and improve efficiency.

2) For how to tap the motivation of employees and give incentives, we learned the use of talent motivation instructions, and the concept of connecting PBM to stimulate motivation dimension based on individual differences.

3) The instructor also instructed us how to conduct effective career interviews with employees as supervisors, using career interviewing techniques and asking effective questions to understand employees' ideas and plans for their own development and whether they can be linked to the company's business needs.

Next, the management team will apply the knowledge and tools learned to the work, expecting our employees to benefit from it, and working with supervisors to continuously improve the level of self-realization.

SHANGHAI OUTLOOK

SHANGHAI OUTLOOK

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Career Interview | Learning & Transformation

By：Terry Lu

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Molex Shanghai Foreign Employees Perception 2.0

By：Molex Shanghai Foreign Employees

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As we all know, human resources have become an important resource for the development of enterprises. It is very fortunate that three of our Japanese talents came to the Shanghai Plant through the talent exchange program within CCS to provide in-depth guidance and practical exchanges on our production processes such as Molding, Stamping, Mold Design, etc.

Talent exchange programs are fundamentally conducive to "making the best use of each person's talents", giving full play to each person's strengths, so as to better tap employees' endowments and realize the comparative advantages of individuals and teams in the continuous change of the organization, and fully "do their best". Only when talents flow like water can they spread fresh ideas, knowledge and energy, and maximize the release of talents' inherent potentials.

By the end of June this year, Jougasaki San and Kawa San will have successfully completed the one-year project and return to Japan. According to business needs, Matsuda San will continue to strongly support the mold design related work in the Shanghai Plant. We are very grateful for their hard work and also thank the colleagues who quietly helped them in the production line. Let's listen to the real feelings and gains of the three Japanese colleagues in this year's talent exchange program.

It's been almost a year since I came to Shanghai.

Although I felt uneasy about living in Shanghai amid the COVID-19, I got through it very well with the support of my colleagues.

Shanghai plant has many good improvements for us to learn from, and the way the team works together to solve mold problems and the automation of production equipment are very admirable.

In terms of daily life, Shanghai and Japanese culture are very similar, which makes me feel very intimate, but I am still not used to very spicy food.

My return to Japan is not the end, but a new beginning. When I go back, I will deepen the exchange and cooperation between Japanese and Shanghai factories, and contribute my share to this.

Time flies, but I'm grateful to have met you!

Kazunori Kawa  

Stamping 

Die Design Engineer

Hi, I'm Terry Lu from Plant Supply Planning Team. I joined Molex Shanghai in February 2011, responsible for the production planning of the Assembly Team. In my 12 years of working at Molex, there have been 2 major changes and choices that have benefited me so far.

From 2011 to 2018, the first 7 years allowed me to familiarize myself with most connector products, learn to skillfully schedule production, work with teams in various departments, and communicate flexibly with project managers/product managers/customers, but I still wanted to take on bigger challenges.

An opportunity in 2018 changed my role. The expansion of GSOP changed me from a production planner to a plant supply planner, from a planner responsible for Assembly only to a supply planner responsible for the Shanghai plant. The end-to-end supply planning needs to consider many factors such as plant capacity/manpower/availability/inventory level/logistics and transportation, so this transformation made me learn to develop and drive our supply plan from end to end with a higher, further, and more comprehensive strategic vision. In addition, the end-to-end planning has made me realize the importance of teamwork across the supply chain, especially in the past 3 years when external factors such as epidemics/war in Russia and Ukraine have led to shortages/price hikes, logistics and transportation problems, etc.

In 2021, I joined the digital transformation project - Fusion and worked as the Shanghai local Capability Representative of the Production Scheduling-PSC, mainly responsible for the construction of the Advanced Production Schedule system in Shanghai, local customized requirements design, system debugging, testing, and finally landing. The APS system is relatively new to me, and I have no project management experience, so I was very uneasy at the beginning of the whole project. Later, through some APS information I found online and the information shared by Siemens business analysts, coupled with the communication with other plant capacity representatives, I slowly adapted to this project and gradually became more comfortable with it. My biggest gains during this period were gaining new knowledge, project management experience, and developing the ability to collaborate and coordinate with other plant capability representatives through business/solution sharing.

The company's changes in recent years, always introducing new ideas and systems. In terms of supply chain, we have Salesforce/Kinaxis/SCC/Fusion systems, which are related to the future digital transformation. We need to learn more knowledge and skills to support future changes, so that even if the future position changes, we can accept new business; dare to take the first step, learn from the change, and meet the change in learning.

SHANGHAI OUTLOOK

SHANGHAI OUTLOOK

Matsuda Yoshiyuki

Stamping 

Die Design Engineer

Hello! I'm Matsuda from Japan, and I'm glad to have the opportunity to work and exchange with you in Shanghai.

Since last July, we have also encountered some challenges due to the epidemic. For example, the plane landed in Kunming for quarantine instead of flying directly to Shanghai. However, under the care of the company and colleagues, although the process was a little hard, everything passed safely.

During this period, I was very impressed that when I was responsible for the design of the new PMI terminal mold in December last year, after two design reviews by the Shanghai and Japanese teams, I was close to completing the goal of delivering the design drawings at the end of the month. Unfortunately, at the end of the same month, I was also infected by the epidemic and felt unwell. However, the planned delivery date could not be changed. So I encouraged myself to complete the design delivery on time while fighting with COVID-19.

I was very grateful and happy to be invited to spend an unforgettable Chinese New Year in my friend's hometown, especially when I met many new colleagues and Chinese friends in my daily life!

I will continue to work in Shanghai for another year. I will work harder to learn Chinese, and under the guidance of my supervisor, I will actively share knowledge and exchange, participate in challenging new projects, and look forward to making better personal contributions!

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Jougasaki Shota

Molding

Technician

Hello everyone, I am Jougasaki.

I've been in Shanghai for almost a year now and I'm getting a little bit used to life here.I spent my first three months at the Shanghai plant helping with the start-up of UTIX in the Assembly Department.

There were daily repairs and adjustments there, and my work was busy but I was full of energy.

The staff at the Shanghai plant are very skilled and I have had many opportunities to learn from them, which is very rewarding.

After that, I was transferred to the Injection Molding Department and learned the maintenance of the injection molding machine and the adjustment of the machine and peripheral equipment, which was a good experience.

Communication was very difficult, but I visited famous tourist spots like Beijing and Suzhou and had a very good time. Although there is not much time left in the exchange program, in the future I will continue to learn about the machines and equipment I have no experience with, modify the equipment I am in charge of, actively share my knowledge and communicate with my colleagues, grow and go back to the Japanese plant for better self-realization.

The Stamping Department is the first manufacturing department of Molex Shanghai, which was established in 1995. It mainly produces automatic high-speed and precision stamping die products. Although there are only 70 people in the Stamping Department, everyone can give full play to their specialties and work hard for the common development of the company.

The Stamping Department is led by Steven Song, a senior production manager with 24 years working experience in the company. The management and technical support team consists of 6 people. They are mainly responsible for the customization and control of the development goals, production indicators and the direction of improvement and innovation of the customization team. At the same time, they also provide technical guidance for die machines.

Stamping Production Team: At present, the production team has about 40 people, and the team management members have more than 15 years of work experience, mainly responsible for production operations, ensuring quality and timely delivery of customer orders, as well as people development and training, and constantly improving innovation to create maximum value for customers and society.

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Core Capability Team | Stamping Team

By：Huang Xiaofen

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Stamping Tooling Team: The tooling team now has a total of more than 20 people, led by senior tooling technicians, mainly responsible for the maintenance and replacement of tools. The team is the technical guarantee of the Stamping Department and strongly supports the better completion of the department's objective.

Stamping Machine Maintenance Team: Although there are only a few people, the machine maintenance team undertakes all the machine repair, maintenance and technological innovation tasks of the department, and is a high-energy and efficient elite team. In order to improve the degree of automation, the machine maintance  team cooperates with suppliers to jointly develop automatic reclaimers, which greatly improves production efficiency and reduces the labor intensity of operators.

SHANGHAI OUTLOOK

SHANGHAI OUTLOOK

There are 69 stamping machines with processing capacity of 50-1800SPM, tonnage of 3-60Ton, and 400 sets of die equipment. The Stamping Department has two characteristics of "high precision" (BTB high precision terminal, product spacing is very small, product size is controlled by mu level, requiring senior tooling team members to maintain, which is a very difficult mold) and "high speed" (the maximum speed of the product reaches 1800 punches per minute, and the maximum output of 5.5 billion products per month).

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GOC Team Visited Molex Shanghai Plant

By：KH Park

In early April, GOC team (JH Lee, CK Ryu, Pete Lassen, GG Lee, Joel Eurich, Aradhana Das) visited Shanghai. We shared Molex Shanghai's business status and various of transformations (PBM, Layout, TOP, ME, Plating, Supply chain), and introduced changes during plant tour. JH Lee shared GOC's vision and priorities during the townhall meeting with employees and it was a really valuable time to understand what GOC and key matters under a highly open atmosphere.

The first time we knew about the GOC visiting plan was in February, due to the influence of Covid, visits from abroad has been very limited. 

Furthermore, our plant was planned as the first visiting site among all the six Chinese sites planned and it came to pretty big meaning & pressure. For me, I started working in Shanghai last September and there was still something new, but during preparation, we have become confident and proud of our transformations.

It was a one-day visit, but the preparation and its process were valuable experiences and a meaningful time to confirm and define our transformation journey and details. Especially right before the visit, we had a line tour every day with the relevant team, and CK reviewed it together. In the wrap-up meeting, all VPs gave fabulous praise for our transformation journey: changes in the mindset, many automation projects, especially the Shanghai team learned quickly and improve it again in its own way; shopfloor was bright, the transformation of the Plating was amazing, and Keep sample room, capability & talent innovations. In fact, through the layout change, we secured 4,600㎡ compared to 2017 with logistics flow optimization; TOP has achieved 60+ projects, and 50M+ USD savings to date with integrated synergy as the company-wide project program.

JH commented: under the clear vision, Shanghai transformed in various areas, and he could feel humble for transformation and confidence through facial expressions in greetings with employees. In addition, in the Q2 GOC townhall meeting, Shanghai's transformation was introduced to other entities as one of the most success stories.

GOC stands for Global Operations Capability, a newly announced organization in September last year and was effective on January 1st, 2023. GOC will support our manufacturing operations across Molex, as part of our ongoing transformation to create more value and better align around the principle of division of labor by Comparative Advantage, Mutual Benefit. Through new organization, we look forward to accelerating transformation, transforming Culture, and developing talents.

In addition, as part of this transformation, each of the Global Shared Plants has become part of the division. CCS : India, Nogales(US) DSS: Dongguan, Guadalajara(Mexico) TIS: Philippines.

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 “My Travel Story with Molex”①

With the end of the epidemic, we can finally go on a trip! Thank the company for giving us annual benefits! In order to enrich the life of employees and enhance the friendship between colleagues, our team specially organized a two-day tour of Yuyao, Zhejiang, so that everyone can stay away from city and feel the beauty of the natural scenery! The first day we climbed Fuzhi Mountain, although there were small interludes in the middle, it did not affect everyone's enthusiasm at all! In the evening, we had a bonfire party to have fun and get high together! The next day we toured Danshan Chishui and everyone had a blast!

- ME Tang Chunjuan

Zhujiajiao is one of the four famous historical and cultural towns in Shanghai, also it was shortlisted as one of the top 50 most beautiful small towns, colleagues all wanted to experience the ancient town, and colleagues were attracted by the beautiful scenery and food, the most interesting thing is that the guide asked us to gather at two o'clock, but some colleagues got lost, with the help of colleagues sending location, calling video, sending SMS, and many others, we finally waited until three o'clock to gather everyone together.

SHANGHAI OUTLOOK

SHANGHAI OUTLOOK

By：HR Team

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We ended the unforgettable two-day Moganshan tour in sweat and laughter. Looking at the photos, we couldn't help but sigh: the tour was worthwhile, not only connecting the staff's feelings and narrowing the distance between colleagues but more importantly, such activity allows everyone to gather together and reach the same place at the same time.

The trip was tiring but still cheerful and left us with a perfect memory!

It is best to be in the prime of life.

It is best to walk with sunshine and love!

The first issue of "My Molex Travel Stories" features four distinctive journeys, which are all the more meaningful because of you. Thank you for sharing, we look forward to more travel stories from colleagues. All published authors will receive a gift card, so why not scan the code right now?

The happy laughters and cheerful voices are always unforgettable, and the green water and red flowers are always suitable. The water of Xixi Wetland nourishes a lush green, and the beauty of Hangzhou attracts many tourists in all directions. The arrow of time shoots through the haziness, a beam of light soaks the heart, and the clouds and smokes that cannot be grasped are verdant. Enjoy the endless prosperity of the mountains. Look back again, remember the past, and move forward bravely!

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March International Women's Day Series Activity

By：Rachel Zhang

March is the month of spring. In the annual Goddess Day (International Women's Day), Molex Shanghai Human Resources Department has prepared a series of Goddess Day activities, aiming to bring a bright, happy and healthy International Goddess Day for all Goddesses!

For Goddess Day in March, Molex Shanghai and the Labor Union prepared a gift box for all employees, wishing everyone a happy holiday!

On the occasion of lunch on March 8th, the company prepared red date, lotus seed and tremella soup for the dining staff, indicating: sweet and happy holiday. It received praise from colleagues! 🙂

March 17th, Molex Shanghai launched the Taking Love "Bag" Home - Goddess Month activity. 42 colleagues from 13 departments participated in it. Our colleagues started an immersive creative journey. Some of them reproduced big-name bags on site; some copied the classic paintings of artists; some prepared samples to depict... Showing colorful and gorgeous works, the activity site was very lively.

A total of 25 "goddesses" and "gods" who completed the on-site creation participated in the online likes activity, after a week of fierce competition, the top ten partners were given a beautiful skin care gift box. This activity has come to a successful end, and we look forward to seeing you again next year!

SHANGHAI OUTLOOK

SHANGHAI OUTLOOK

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"Code of Conduct" and " Respectful Workplace" Training

By：HR Team

Molex takes the requirement of compliance with the law very seriously. It is the responsibility of all employees to aware and understand the requirements of compliance and identify those factors and risks that may lead to violations. Only by complying with regulations and being a good guardian can we create real value for society.

As a mandatory training course for all employees, Molex launched the updated training courses on the Code of Conduct and the Respectful Workplace in March 2023.

With the continuous enhancement of Kunshan plant's capabilities, how to further reduce the rate of defective products and improve the quality of products has become the key to the company's further development. To this end, the plant operation and quality team decided to solve the existing quality issues by leveraging the existing mature quality system. How to certify the strict IATF16949 system successfully became a key challenge for the Kunshan team. Fortunately, the relevant teams of Shanghai plant (including Quality, Manufacturing Engineering, Manufacturing Services, Sourcing, Materials and Human Resources departments etc.) bring matured quality system operation experience to assist the Kunshan team in the establishment of required quality system and the certification of IATF16949.

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IATF16949 Quality System Certification

By：Kim Fu

Starting from setting up the project plan and project team, conducting internal and external training, pilot running the quality system, conducting internal audits to identify problem points, to conducting external audits and certifications and rectifying problem points, the Shanghai team spared no effort to share best practices to help the Kunshan team cope with related issues. With the joint efforts of the Shanghai and Kunshan teams, the Kunshan plant began to run IATF16949 Quality System began in an orderly and smooth manner, and finally passed the audit certification.

During the preparation and certification of IATF1694, the Shanghai and Kunshan teams shared training resources, knowledge and experience to deal with tough external audits. The Shanghai team members also found that some issues in the Kunshan plant may also appear in the Shanghai plant. After discussion and implementation with the Kunshan team, similar issues in the Shanghai factory were also effectively solved. The Shanghai team members’s knowledge and capability are also further enhance when assisting the Kunshan team to complete the system certification process, which will ultimately help to optimize the relevant processes and systems in the Shanghai plant more effectively as well.

The success of the IATF16949 Quality System Certification is a rare practical exercise for the project team members of the Shanghai and Kunshan plants to learn from each other, and it also brings a lot of inspiration to the two teams in the operation of the quality system. We will expect more cooperation between multiple teams of the two plants to achieve greater success with virtuous cycles of mutual benefit moving forward.

Code of Conduct

✔ Our Guiding Principles and Employee Code of Conduct emphasize the fundamental expectations of treating each individual with respect, honesty, and sensitivity.

✔ Help everyone make decisions with laws, regulations, and ethical standards, with an emphasis on avoiding risks that could cause the most serious harm.

Respectful Workplace

If you have access to MolexEDU and the course has already appeared in your MolexEDU learning plan on March 27th, you are required to complete the training within 45 days of receiving the training notification.

For those employees who are without MolexEDU access, the HR and the Operations team have coordinated to arrange employees to participate in on-site training according to the production plan since April, and all on-site training is expected to be completed in early May.

We appreciate your support in completing this importing training and thank you for your commitment to our shared values of respect and inclusion for all employees. When you think something may be inconsistent with company principles or any laws or regulations, please STOP, THINK, and ASK.

SHANGHAI OUTLOOK

SHANGHAI OUTLOOK

✔ Strive to ensure that every employee recognizes and connects to the importance we place on inclusion and diversity

✔ Ensure that all employees understand Molex’s commitment to providing a respectful workplace for everyone and help employees understand their responsibilities and the company's expectations.

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Shanghai Harmonious Labor Relations Standard Enterprise

By: HR Team

Recently, in the "Shanghai Harmonious Labor Relations Creation Activity", jointly organized by Shanghai Human Resources and Social Security Bureau, Shanghai Federation of Trade Unions, Shanghai Federation of Enterprises (Entrepreneurs Association) and Shanghai Federation of Industry and Commerce, Molex once again won the title of "Shanghai Harmonious Labor Relations Standard Enterprise".

In 2016, Molex won the title of "Shanghai Harmonious Labor Relations Standard Enterprise" for the first time. The Human Resources and Social Security Bureau, together with the labor relations tripartite agencies, conducts a review every three years to check the basic situation of the enterprise, labor dispute arbitration, labor supervision, social security, employee satisfaction and other indicators, and issues a nameplate to the enterprises that pass the review.

This year is the third consecutive time that Molex has won this award since 2016. This honor not only represents the government's recognition of the company's activities to promote the establishment of harmonious and stable labor relations, but also reflects the company's practice of corporate values, concern and respect for employees and helping them to achieve success. In the future, we will continue to consciously comply with labor protection laws and regulations, fill in shortcomings and strengthen weaknesses, continuously improve management and use a principle-based approach to help create long-term value for employees, the organization and society.

The criteria of the whole evaluation consisted of 70 indicators, which are composed of six parts: normative indicators (employment management, working hours and welfare, social security, etc.), constructive indicators (trade union system, labor disputes, etc.), developmental indicators (salary and welfare, employee training, cultural construction, etc.), perceptive indicators (employee satisfaction), score reduction indicators and one-vote veto indicators. The labor relations status of enterprises is evaluated using a point system, and enterprises with a comprehensive evaluation of 70 points or more are considered "standard harmonious enterprises".

In the Year of the Rabbit, a professional landscaping company has designed and installed lovely rabbit lights in the landscape green belt of the main access road for employees. The lights are charged by solar energy during the day and flash colorful lights at night. The rabbit lights not only provide lighting for the night shift staff, but also add a lot of fun with their cute shape, and the staff have come forward to take photos to record the vibrant spring scene.

Since the introduction of the "Class B" policy for COVID-19, the employee canteen has also eliminated the requirement of social distance during meals, allowing employees to communicate freely face to face and chat about their daily life after work. The Employee Center has also reopened to staff, allowing employees to conduct reading, fitness, and leisure activities in the Staff Center. The Shangri-La conference room has also been renovated to provide a brighter environment, comfortable temperature, and more convenient facilities for employees attending training and meetings.

Within our homes, changes are quietly taking place in corners that are not readily apparent. Such as weekly air conditioner filter disinfection and air vent cleaning, monthly carpet cleaning in the shoe changing area and floor waxing in the public area, new honor certificates and trophies and awards on display, newly installed bulletin boards outside the restaurant, company vision boards posted in the break room pantry, the newly renovated Fusion employee training room, new fly lights and pest control stickers indoors, and new sunshades for visitors.

The beautiful home of Molex needs to be maintained by you and me together!

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New Decoration of Molex Home

By：Kevin Qiu

Spring returns to the earth, all things revive, spring flowers bloom, birds and flowers. This is the scenery in the popular "Spring Day" written by Zhu Xi, a poet of the Song Dynasty, and this pleasant spring landscape is being staged in Molex Home.

In the 9,000㎡ greening, there are 28 different varieties of large trees, 295 trees, 25 spherical shrubs, and 2,400㎡ small shrubs. There are flowers blooming all year round in the plant area, and the lawn area is more than 4,000㎡. There is also an exclusive green space with the company's logo hidden in our home. In addition to the water treatment workshop, more than 100 square meters of greening were added last year. To improve the greening area of the company, the gas outdoor near the east gate has recently been planned to add and upgrade greening.

SHANGHAI OUTLOOK

SHANGHAI OUTLOOK

Reader

• Shanghai Outlook / Award-winning Quiz •

Shanghai MOS implementation has entered a new stage, 

which indicators have been launched online?

Through Requirements Management, the process of letting stakeholders in the process understand the specific needs of customers includes?

As mentioned in the "Code of Conduct" and "Respectful Workplace" training, there are a few resources and channels through which the receptionist can listen to you and help you resolve issues or concerns, including?

What is the main goal of the challenge process?

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!

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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!