Molex Shanghai E-newsletter Volume 6

MOLEX SHANGHAI

BUSINESS NEWSLETTER

SHANGHAI

OUTLOOK

January 2024 | ISSUE 6 OF 6

Connection as One Molex

Collaboration for Transformation

Internal Use Only

contents

TRANSFORMATION & INNOVATION

Shanghai Fusion M&O Project Updates

Business Newsletter

Bimonthly in 2023

6 Issues in total | Issue 6

Shanghai MOS Project Updates

Shanghai Fusion PD Project Updates

PRINCIPLE BASED MANAGEMENT

PBM Workshop Highlights

聚势赋能，逆风飞扬！

04

05

06

07-08

09

Production Internship Program Updates

 Career Interview | Results Award Series

TALENT DEVELOPMENT

CY24 Shanghai & Kunshan Business Strategy & Culture Plan Workshop

10

13

14

15

Supervisor Development Program Updates

Management Team "CCS New Vision" Workshop

Internal Use Only

"Compliance" Workshop

11

Sharing of "Economic Thinking" Principle

12

16

November-December Long Service Award

Core Capability Team | Quality Team

17

目录

contents

莫仕上海企业内刊

2023年双月刊

总6期 | 第1期

PLANT DYNAMICS

CY24 CCS AOP Meeting

Pressure Releasing Program - OH Card

INTERACTION WITH READERS

Award-Winning Quiz

Call for Articles 

18-19

21

24

25

Internal Use Only

20

EHS December Gemba Walk

21

Christmas Celebration Event

22

"Integrity Enterprise" Award

23

Employee Club Activities

contents

Business Newsletter

Bimonthly in 2023

6 Issues in total | Issue 6

SHANGHAI OUTLOOK

Shanghai Fusion PD Project Updates

By: Shanghai Fusion PD Project Team

4

Meet Eric Yao, Shanghai Fusion PD Capability Representative

The US Fusion PD team conducted BSP 1 in English at the beginning of November 2023, while members of other sites observed the entire business process simulation. After a series of preparations such as nominating clickers and applying for accesses, the Japanese, Korean, Singaporean and Chinese teams simultaneously conducted BSP 2 with their own languages in early December, all Chinese team members participated in the four-day event. Candidates were given the experience of "clicking a button" and were familiar with the business processes of Polarion and Teamcenter during the project development process by the simulations of real business roles.

In April 2022, I was invited by the Shanghai Fusion PD deployment team to join them as RM (Requirement Management) capability leader to help the Fusion PD project go live smoothly in Shanghai plant.

During the initial period, I mainly participated in the global Fusion related trainings and communication activities regarding the project development process in Shanghai.

In May 2023, Fusion PD project was officially kicked off in Shanghai plant. As part of the deployment team, I was actively participated in the "End-to-End Process Walk", "Three Capability Integration Workshop" and " Fit Gap Session ", working with the CCS Fusion PD team to develop a To-Be process.

Since October 2023, I have been working as a RM Requirement Management capability leader to learn more about the Teamcenter and Polarion systems. In the future, I will continue to work with the Shanghai Fusion PD team to ensure the project go live smoothly in the plant and support to the training for China Product Management members.

In order to speed up the deployment of the Fusion PD project and provide super users and trainers with hands-on experience of the Polarion and Teamcenter applications, the CCS Fusion PD team, together with the global technical team, designed the "BSP-Business Simulation Practice" event.

Shanghai Fusion M&O Project Updates

After half a year of exploration and efforts, the digitalization project has been successfully launched in Assembly department. Production lines on the 3rd floor are in the first implementation phase of the digital transformation. Through the tireless efforts of the team, we have achieved key goals such as increased productivity and improved quality management. This successful experience has laid a solid foundation for us to deal with the production lines with complex processes on the 4th floor in the future.

We discussed the features of the products on the 4th floor in depth in November and December, and worked out action plans and strategies.

For the important MM product, the existing production process is too complicated. After several rounds of discussion between the project team and the production team, none of the existing solutions were able to achieve the functionality needed for production. The entire production process will be optimized to simplify the process through discussion between Automation and Production. Therefore, we will continue to discuss go-live of Opcenter for MM products after the process optimization.

For the Frame series products, the existing program is generally in line with the process in general, and will go live in January as a whole.

The digital team will work on building the digital eco-systems in Shanghai plant, including the optimization of the combination of material flow and physical flow of the system to improve productivity; the integration and upgrading of digital tools, such as visual boards, the standardization of modeling data on existing digital platforms, and the promotion of "digitally-driven business", which means deploying digitalization for daily management and driving efficient communication and decision-making.

By: Molex Shanghai M&O Project Team 

SHANGHAI OUTLOOK

For the Frame series products, the existing program is generally in line with the process in general, and will go live in January as a whole.

The digital team will work on building the digital eco-systems in Shanghai plant, including the optimization of the combination of material flow and physical flow of the system to improve productivity; the integration and upgrading of digital tools, such as visual boards, the standardization of modeling data on existing digital platforms, and the promotion of "digitally-driven business", which means deploying digitalization for daily management and driving efficient communication and decision-making.

MM Value Stream Management was implemented as scheduled, although we encountered some new challenges in the process, such as how to define shared and dedicated resources, whether to utilize FIFO (Fast-in-Fast-out) lane or supermarkets, and FIFO lane size design. After continuous in-depth research and discussion among team members, we gained a clearer understanding under the guidance of global OE team, updated the future Value Stream Map, and considered and re-designed the FIFO lane size in multiple dimensions. On December 25th, 2023, we finally had our first trial run of MM Value Stream Management, in Assembly line #3, included two finished material numbers and downstream components.

Shanghai MOS Project Updates

 By: Shanghai MOS Project Team 

The purposes of the Mirror Mezz value stream trial run are as follows:

→ Verify that the current FIFO pipeline size can meet the requirements;

→ Whether the design of assembly material distribution to the line side is reasonable and whether there is any risk of line stoppage;

→ Whether there are any other issues that have not been considered in the Future Value Stream Map.

To this end, we communicated and aligned with all stakeholders on the operational mode and upgraded the call system to match the requirements of the Assembly materials to be delivered to the line side. After a 2-week trial run, the system generally worked as expected. The new findings also laid the foundation for a better operation of the future Value Stream Map in the future.

MOS is always improving and the digital system is constantly being updated to be more user-friendly for all the users. In November 2023, Mevisio was newly upgraded and related trainings were conducted:

♦ Optimize and reduce findings of 5S audit;

♦ Add Gemba Walk solution;

♦ Update cell visual boards: remove "D" and change the default color of the visualization for security;

♦Add Daily Management Analysis (DMA) function.

MOS is always on the way forward. We will continue to upgrade standard work and leader standard work and application, thoroughly practice on-site Gemba Walk management, and flexibly apply the concept of Value Stream to achieve more efficient operation management.

SHANGHAI OUTLOOK

PBM Workshop Highlights

 By: Molex Shanghai Emlpoyees

7

In December 2023, I was honored to attend the ME PBM workshop, in which the key topic was "Challenge", changing from MBM "Challenge Process" to PBM "Challenge". Previously, my understanding of "Challenge" was that if I had a very good idea or someone else's idea conflicted with mine, then I had to argue with them to prove that there was nothing wrong with my idea. However, after the workshop, I think the core of the "Challenge" is to constantly question and provide constructive criticism, and then find better ways and means by brainstorming together, instead of arguing about the right and wrong, and we should not be afraid of the right or wrong, because without the wrong, there will be no possibility for improvement. I really hope that we can work with humility and respect to fight for what is right, and that we can develop a healthy competition mechanism, so that we can work together to make progress. As one of my very favorite phrases in the principle of Challenge says, "Challenges provide an opportunity to learn, not a means of stifling others' ideas or showing yourself off ". High-quality challenges always require courage and a willingness to actively seek out different perspectives, no matter what role we are taking in the company, making “Challenge” a daily part of our way of working, which is crucial for our long-term success.

ME PBM Workshop

Participant: Yan Chen

From November to December, there were 9 PBM workshops (Production-2, ME-2, Quality -1, Supply Chain-1, BLT-1) including more than 200 participants, on topics such as "Economic Thinking", "Five Dimensions", "Virtuous Cycle of Mutual Benefits", "Challenge", etc. We invite some of the participants to share their insights and positive impacts on their work and life after attending the PBM workshop.

SHANGHAI OUTLOOK

8

I was honored to be the facilitator of PBM workshop for Production teams in December on the topic of "Virtuous Cycle of Mutual Benefits".

At the beginning, participants shared their understanding of mutual benefit through drawing, and then had an in-depth discussion on four aspects: the role of employees, becoming a preferred partner, continuous transformation, and the root causes of failure, and discussed mutual benefit around us with real cases from the company. Everyone participated actively and provided a lot of insights.

By participating in the PBM workshop in different roles, I have gained different benefits. I believe that all mutual benefits need to be based on a virtuous cycle, so that we can continue to create value for customers and the company. I will utilize the concept of virtuous cycle of mutual benefits more in my future work to help the employees realize themselves so that they can become the preferred partner of their "customers".

I have gained a lot from participating in the PBM workshop of Quality Team. I would like to share my experience in two aspects: firstly, the personal gain; and secondly, the gain of the company and the team.

Firstly, as a member of the Quality Team, I have a deeper understanding of the Virtuous Cycle of Mutual Benefits; the 5 Dimensions of Vision, Virtue and Talent, Knowledge, Comparative Advantage, and Motivation. I think that integrating these ideas into my daily work can help me grow in my job.

Secondly, from the perspective of the company and team. Through the PBM discussion and learning, the Quality team can quickly organize confirmation, discussion and timely decision, no matter it is from the customer or any abnormalities or emergencies in the production process, which shows that Molex Shanghai is a professional team with high efficiency. The team leaders would also discuss career planning with us and encourage us to learn more about new knowledge and accept new challenges. For example, some colleagues share their knowledge as Facilitators, and some colleagues participate in the learning session, which not only maintains the team's vitality, but also expands the scope of their own work, and saves the company's costs, which really practices the virtuous cycle of mutual benefits.

Quality PBM Workshop

Participant: Yu Zhen Ying

Production PBM Workshop

Facilitator: Simon Gong

SHANGHAI OUTLOOK

On November 30th, the management team successfully held the 2024 Business Strategy & Culture Plan Workshop for Molex Shanghai & Kunshan in Kunshan plant by taking advantage of the plant shutdown day. This workshop was designed, prepared and organized by the HR Department, with the main purpose of providing an opportunity for the Shanghai and Kunshan plants to share their business strategies and goals for 2024, and to discuss and formulate the new year culture advancing plans at the site and department levels, as culture advancing has always been a very important part of helping us to achieve our business strategies. We also invited Chieko Yamamoto, Senior PBM Director, and Cynthia Cao, Senior PBM Consultant, to participate in this workshop.

CY24 Shanghai & Kunshan Business Strategy & Culture Plan Workshop

 By: Julia Lu

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- Failed to cover all employees, such as front-line employees;

- Supervisors' coach and feedback to employees needs to be further improved;

- In-depth application of PBM principles and 5 Dimensions to assist in solving business issues.

- Promoted PBM culture to more levels of employees;

- Built up a team of internal Facilitators;

- Leveraged online learning resources;

- Daily application of the PBM tool (Decision Making Framework, 5 Dimensions).

Based on the above discussion, the management team has agreed on a series of important strategies for the culture advancing in 2024, such as the role modeling of supervisors, building a more diversified and inclusive internal working environment, proactively applying PBM to solve business problems, and creating more opportunities and platforms for employees to share and discuss PBM, etc.

We hope that each employee can learn and practice PBM anytime, anywhere in the new year, and want you to be all that you can be!

SHANGHAI OUTLOOK

I believe everyone know that CCS has updated the division Vision and Strategies in Q4 2023, and what exactly has changed and why? With these questions in mind, on November 22nd, 2023, Molex Shanghai management team had a conversation with Chieko Yamamoto, Senior PBM Director, on the topic of the "CCS New Vision".

Following Chieko's facilitation, the participants reviewed the purpose of setting a vision through reviewing the GOC and CCS visions, and then discussed some of the confusions of the CCS new vision, such as how to define "cutting edge", or "leading interconnect company in the industry", and in which specific areas to invest in "capability transformation".

Another important part of the workshop was to discuss how to effectively connect the division vision with the plant vision, departmental goals and individual RR&E. Furthermore, plant management team members shared with each other how they, as department heads, can lead their teams to better contribute to the CCS division.

For more information on the CCS new Vision, please click on the link to watch a video by Brain Hauge, Vice President of CCS.

Management Team "CCS New Vision" Workshop

 By: HR Team

10

SHANGHAI OUTLOOK

"Compliance" has always been one of the most important principles in PBM culture, requiring us to "comply with all laws and regulations". Molex is committed to conducting all affairs lawfully and always acting with integrity. This commitment extends throughout our global organization, no matter where in the world we do business. Our employees have a responsibility and are expected to hold themselves to the highest legal and ethical standards. This commitment to integrity and lawfulness requires sound judgment, critical thinking and the courage to do the right thing.

On November 7th, we invited Sylvia Zhang from our Global Commercial Compliance team to conduct a Compliance Workshop in Molex Shanghai to support management team to reinforce the Molex compliance requirements. Through the discussion of numerous case studies, participants learned how to properly practice "Compliance", and in particular to "Stop, Think and Ask" when faced with confusion.

Participants also learned through some typical cases that all Koch employees a clear responsibility and must have the courage to ask questions and raise concerns about compliance or ethical behavior. When you know of, or suspect, a possible violation, you have a responsibility to report, in good faith, that information to your supervisor. If, for any reason, you feel uncomfortable reporting issues to your supervisor, or if you believe your supervisor has not appropriately addressed an issue, you have other options. If you are uncertain whether your own conduct is proper, ask for help from any of the options available to you.

We also plan to expand the in-depth study of "Compliance" to Kunshan plant as well as to our ongoing Supervisor Development Program in Shanghai, and we will continue to work with the Compliance team to hold more discussions on this topic.

"Compliance" Workshop

 By: HR Team

11

SHANGHAI OUTLOOK

Stop, think, ask 

When making decisions, we should also utilize marginal analysis thinking, which can help us determine the relative magnitude of the benefits and costs that a decision can provide, thus better guiding us to make the optimal decision.

We should also pay attention to sunk costs. In our work, we often encounter unrecoverable costs or unprofitable operations, and we should avoid continuing to invest in or subsidize unprofitable assets or activities because of sunk costs.

Considering the complexity of Molex products and customers, how to invest the limited time and resources of all parties involved in the company in current and future affairs, and ensure the effective achievement of the interests of the company and its customers, it is necessary to analyze the importance of these tasks, the scope of influence, the resources invested, the benefits generated, and other types of factors involved in the economic thinking.

For example, when sales are booming, the sales team communicates customer requirements to fully meet customer expectations, the purchasing and supply team actively facilitates supplier deliveries, and the plant maximizes the use of available capacity and manpower and actively plans for capacity development.

However, in the case of high requirements for customer satisfaction, limited time, relatively fixed resource preparation cycle, capacity allocation and limited supply of other "scarce" resources, the service departments of the company need to analyze and retrieve the business parts that are the most urgent in these requirements, the most able to promote the realization of customer value, maximize the effective use of the production and delivery capacity of suppliers, and maximize the efficiency of the use of the company's cash flow. Then, each department should identify and filter out the human and material resources that have been invested, reduce ineffective duplication of investment, control the waste caused by overproduction of resources in one type of product, enhance the marginal benefits of input costs (to meet different customer requirements), and ultimately try to gain the recognition of related parties from upstream and downstream to collaborate to complete these business plans and reach the financial goals.

Therefore, good economic thinking can not only guide us to make correct decisions, but also contribute to improving efficiency and creating greater value. Both individuals and teams can use economic thinking to optimize resource allocation, reduce costs and improve efficiency.

In conclusion, good economic thinking is of great importance to our work and life.

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Sharing of "Economic Thinking" Principle

By: Eric Miao

We often face the problem of scarce resources in our work. For example, a project may require a large amount of human, material and financial resources, but these resources are limited. At this point, we need to apply economic thinking to rationally allocate and utilize resources to ensure that the project can achieve maximum benefits. We also need to take into account the opportunity cost, which is the highest-value alternative that is given up in making a choice.

As well as the scarcity of resources, there is often a trade-off between costs and benefits involved in our work. Whether it is an individual or an organization, we need to consider the costs while also focusing on the benefits, which involve not only monetary costs and benefits, but also other costs and benefits such as time and energy.

SHANGHAI OUTLOOK

After the official launch of the Supervisor Development Program in October, the second workshop was also successfully organized on December 20th, 2023, with the theme of Performance Management. The results of the supervisor survey show that performance management is one of the challenging tasks that Molex Shanghai supervisors encounter when performing their responsibilities. HR Department has carefully designed this workshop, taking into account the difficulties and pain points collected in the survey, as well as the practical issues encountered in their daily work.

Julia Huang, Senior Operations Director of Shanghai Plant, was invited to participate in this workshop again, and also shared the vision and strategy of Shanghai Plant in 2024, and hoped that all supervisors would integrate team performance with the plant vision and strategy, and employee performance with the team vision and strategy, and conduct performance management from top to bottom. Hansen Zhou, Senior Supply Base MGT Manager, shared his insights as a supervisor in employee performance management and his practical experience in building a high-performance team. During the 2-hour workshop, through group discussion, knowledge sharing and case study, all the supervisors who participated in this event were encouraged to understand that performance management is a task that needs to be carried out on an ongoing basis and can be realized through effective performance management tools and methods.

We hope that all the supervisors who participated in this workshop can apply the tools and methods they learned to their daily supervisor responsibilities and improve the performance of their teams and the potential of their employees through performance management, so as to truly realize the mutual benefits for both the company and the employees!

Supervisor Development Program Updates

 By: HR Team

13

SHANGHAI OUTLOOK

14

 Career Interview | Results Award Series

 By: Ange Yang

I'm Ange Yang from the Operational Excellence Team, and I'm always willing to accept and experience the challenges in life that make me grow and improve. I've been with Molex for more than eight years, and I've experienced the role change from Industrial Engineering to Lean Black Belt, and I've also led some key projects, which made me achieve a lot.

Like most of my colleagues, I have been engaged in jobs that are related to my major or in a certain pattern, stable but lack of innovation. Until April 2021, a new opportunity arose, Molex Shanghai was about to implement MOS, a member who dared to face challenges and had a sense of transformation to support the work of the project leader was required. Despite the difficulties, I took on this brand-new task without hesitation, and I believed I could do it well. After a period of integration and learning, under the guidance of leaders and coaches, as well as the support of colleagues, I gradually built up my confidence and started a series of work:

In August 2022, the project was successfully went live in Shanghai plant. This project made me know how to make project planning, coordinate resources, utilize limited resources efficiently, establish team cohesion, what's more important was that I broke the psychological barrier, stepped out of the comfort zone, and kept self-reflecting.

I am grateful to Molex for giving me the opportunity and trust, so that I can work with my brave and lovely partners, and be more courageous and confident to face every challenge in the future.

■ Developed detailed deployment plans for each phase of MOS implementation and tracked progress to ensure that the pilot cell went live on schedule;

■ Led several rounds of MOS skill and knowledge training and workshops covering employees at all levels;

■ Co-led and took responsibility for the deployment of the pilot VSM;

■ Summarized the successful experience of MOS and shared it with other plants.

SHANGHAI OUTLOOK

The 2024 Production Internship Program was officially launched in October last year, and the first group of interns joined the company at the beginning of November. In the past 2 months, the buddies appointed by the production departments taught the interns step by step including process flow, production equipment, mold measurement and other related knowledge. The buddies combined both theoretical knowledge with practice so that every intern could have a deeper understanding. During the implementation of the program, the HR Department also organized a skip level meeting for interns to collect their feedback and suggestions and make timely improvements in order to contribute to the smooth development of them. 

Let's share the comments from the interns.

Production Internship Program Updates

 By: Angel Yan

13

During the past two months of internship in Molex, I learned the production process of Stamping and the operation procedures of related equipment. During the learning process, the buddies offered me very valuable assistance and guidance. They not only taught me rich knowledge and experience in technology, but also guided me personally in actual operation so that I could better understand and apply what I learned, while patiently answering my questions and sharing their insights in work. I am very grateful to Molex for giving me this rare internship opportunity to grow up in such a harmonious and positive atmosphere, so that I can explore and learn more knowledge, and continue to make progress in practice.

15

Stamping Intern

Gu Jiajie

Within nearly two months of internship at Molex, I had the honor to learn a lot of valuable experience and knowledge. The buddies who guided me not only possessed rigorous working attitude and professional knowledge reserve, but also were very kind, answered every professional question for us patiently, and also taught us a lot of practical skills and experience. By following their guidance and coach, we all practiced our hands-on skills. My internship buddies and I also worked closely with each other to help and support each other. Through this internship opportunity at Molex, I have not only improved my technical skills, but also my teamwork and communication skills. I will continue to keep learning and improving to be fully prepared for my future work.

Stamping Intern

 Ding Yijun

SHANGHAI OUTLOOK

Every Molex people stick to their mission with the original intention. There is a group of employees at Molex who have been working hard for decades, contributing to the development of Molex with their youth.

We are very honored to announce the list of Molex Long Service Award for November-December 2023. There are 30 employees from different departments honored with this award. We invited two employees to share their experience of working in Molex Shanghai.

November-December Long Service Award

 By: Yang Lei & Zhang Xiu Xiu

Yang Lei

Time flies, and I have already spent twenty years with Molex Shanghai plant. I am very grateful to Molex for providing me with a platform to share this twenty-year journey with all of you.

In these twenty years, I am surrounded by partners in constant change, some colleagues retired, some colleagues got a new job, as well as new colleagues joined us, but I am glad that I have always been with you.

In these twenty years, I have deeply experienced the changes and development of the company. With the progress of science and technology, from the initial paper work to the current digital era, from manual operation to the current automated production, the way of work has changed dramatically, but also prompted me to continue to learn new skills to keep pace with the times.

In these twenty years, I have understood the importance of career planning. During the years I have been working for Molex, I have always kept a learning attitude and improved my career plan. The ups and downs of my career have made me more mature and resilient.

In these twenty years, I have understood the importance of teamwork. Both individual and collective achievements are inseparable from close teamwork. Through working with colleagues of different specialties, I have learned to listen, communicate and coordinate, and I always believe in the power of the team and play my own advantages and roles in the team.

In these twenty years, I have witnessed the splendor of Molex Shanghai, and I am looking forward to making progress together with the changing Molex Shanghai.

Automation

Zhang Xiuxiu

Molding

Hello everyone, I joined the Automation Department at Molex in 2013. During my 10 years working in Molex, I have developed from a technician to the current Automation engineer, from the freshly graduated student to a professional who manages the project progress and assists in solving various issues. Molex has provided me with a good working environment and atmosphere where I have the opportunity to learn and work with excellent colleagues, which has contributed to my rapid growth and progress.

When I first started in project management, I was very apprehensive. I did not know whether I could complete such a difficult task, but my leaders and colleagues gave me the greatest trust and support. When I encountered difficulties, they warmly encouraged me and discussed solutions with me, so that I could handle various issues of the project with ease. The Shanghai ME team manages projects through the digitization software Jira. With the support of my colleagues, I quickly mastered the skills of operating Jira, and later on, I learned how to use Power BI to complete the management, statistics, classification and other tasks of the project. I really like the working atmosphere of the department and my current work, and I deeply appreciate the support of the team, which also makes me strictly require myself to make rapid progress to keep up with the development of our team.

My ten years with Molex have been the best time of my life and the fastest growth I have ever experienced. I firmly believe that a drop of water never dries up when it is put into the sea, and a person is most powerful when it integrates itself with the collective. I would like to express my heartfelt thanks to Molex Shanghai and my excellent colleagues.

I will work harder in the future to learn and improve my skills, and create more value for the company with practical actions.

16

SHANGHAI OUTLOOK

Molex Shanghai Quality Department takes "Customer First" and "Zero Defect" as the top objectives, keeps "Continuous Improvement" in mind, and integrates "Capability Breakthrough" into daily life. Based on the main theme of mutual care and improvement, the Quality Department is exploring the PBM culture in depth, and ultimately realizing the new blueprint of high quality, low complaints, and customer satisfaction.

There are 6 teams in Quality Department, including about 100 employees.

Core Capability Team | Quality Team

By: Quality Team

Testing Lab: The team works closely in the process of new product development, actively assists in continuous product improvement, and effectively responds to the validation of customer feedback. It not only provides professional testing results, but also actively challenges new requirements and uses new technologies to provide excellent and stable services for new product development, customer complaints and engineering verification.

Advanced Quality Planning: Actively seeking its own transformation under the diversity of market changes: added soft mold supplier control, listed advanced planning lean action plan.

Quality Management System: The team has been committed to the creation and maintenance of quality systems, and has realized the construction of product systems for different industries such as consumer electronics, medical, automotive, datacom, etc., to respond to the requirements of customers in different industries, and is required to lead or participate in the more than 30 customer or third-party audits every year.

Manufacturing Quality: The team utilizes its comparative advantages to achieve rapid transformation, with bold and innovative team members who work closely with the Production departments and conducts realistic process audits to provide opportunities for improvement in manufacturing quality, subsequent quality improvement, and customer satisfaction.

Regional Supplier Quality: With the goal of reducing customer complaints and obtaining customer recognition, the team needs to liaise closely with internal and external teams, set out clear objectives and designate action plans that can be practically implemented.

Global Customer Quality Team: The team is actively responding to the change and transformation, using its rich experience in communicating with customers to build a bridge with other quality teams for timely and effective cooperation with customers for Shanghai plant.

17

SHANGHAI OUTLOOK

Molex Shanghai Quality Department is taking a new look to achieve the quality goal of zero defects, motivating and embracing challenges to create a better future.

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CY24 CCS AOP Meeting

By: KH Park

CY24 CCS AOP (Annual Operations Planning）Meeting was held in Molex Shanghai for 3 days from December 11th to 13th.

CCS AOP meeting is held at the end of every year to discuss and share the business result of this year and  the strategies of next year from all plants, MEs, and BUs

There have been many internal and external VIP visits since the COVID releasing, but this time was a very large and important meeting attended by all key management members of CCS.

The main meeting agenda was PBM session, CCS New vision & Strategy and a MXSH Plant tour participated by each BU, CCS ME, CCS operation strategy group and all plant representatives. 

During the meeting, Shanghai ME, Shanghai/Kunshan/Poland plant readiness have all been presented to all participants.

For each business strategy, each plant had a corresponding challenge, specific items were discussed in great depth, and takeaways were also addressed.

1. Safety First - to improve safety awareness, we need to resume Tool Box meeting and we are also preparing it.

2. Central Packing & Au Recovery System - Shanghai is the benchmarking model for other plants.

3. Manual Sorting Elimination - a challenge for some specific plants.

4. Training Program by HR & OpEx - aim to strengthen people's capability.

SHANGHAI OUTLOOK

19

Regarding the line tour, we have recently received good feedback from many VIPs and visitors, and so, to reflect the high expectations of CCS plant managers,  several on-site reviews were conducted. Even until Sunday night (the day before the AOP meeting), the meeting room set-up and tour route were finally confirmed.

We got positive feedback on the collaboration between Operations and ME, active employee engagement, internalization and E2E approach.

In particular, we shared our new layout optimization plan and also received good feedback from the management team and plant managers. Layout optimization plan: Molding, Assembly 4F, internal W/H integration and removal of component racks in shopfloor.

It was an opportunity to share next year's strategies among each plant and function, also helped to  solidify mutual benchmarking and strategies through alignment and challenges.

Lastly, share with you some of JH Lee's comments about strategy and mental model change: plan to execution capability is important, while with Entrepreneurship; transformation equals teamwork, this requires a mindset change and finally changing culture is the real transformation.

SHANGHAI OUTLOOK

20

By: Richard Yu

The dual prevention mechanism has been formally incorporated into the amended Work Safety Law of the People's Republic of China, in which a number of articles set out specific requirements for the construction of the dual prevention mechanism:

What is "dual prevention"? The first prevention is to control the risk well and prevent the hidden danger of the risk control measures, and the second prevention is to detect and manage the hidden danger of the risk control measures in time to prevent the accident.

On December 22, 2023, EHS organized a monthly Gemba Walk for all department heads. Through on-site inspections, this EHS inspection is an all-round process to identify the hidden dangers of each department in terms of equipment characteristics, process conditions, types of chemicals, special equipment and risk points of contractors' safety. Moreover, employee interviews were conducted to better understand the safety management awareness of the grassroots and the needs of the employees to work safely.

During the Gemba Walk, a total of 38 items were identified for improvement, which were categorized as occupational health management, chemical management, environmental management, equipment safety, electrical safety, fire safety, contractor safety, and other unsafe behaviors. We found that there is a lack of occupational health management and electrical safety. The information on new risk points and hazard sources is supplemented and improved, and EHS will promote the continuous improvement of each department in the follow-up tracking.

In order to better cope with the challenges brought about by the rapid transformation of the plant, we have implemented the double prevention work of safety risk grading management and hidden danger investigation and management. We need to accurately understand the phrase "put safety risk management and control in front of hidden dangers, and hidden danger investigation and management in front of accidents". Some employees think that after the emergence of a hidden danger of bad control, then the risk is transformed into a hidden danger, and the risk no longer exists. This is untrue. Risks and hidden dangers are not progressive and substitutive; hidden dangers may appear if risks are not well-controlled, and then risks do not disappear, but become greater. If hidden dangers cannot be managed in time, accidents are likely to occur, which means that from the existence of hazardous substances and energy to the moment before an accident occurs, the risk exists regardless of whether there are hidden dangers in the control measures or not.

01. Article 4 requires that "Production and operation units must comply with this Law and other laws and regulations on work safety ...... Build a dual prevention mechanism for safety risk classification and control and hidden trouble detection and management ...... "

2. Article 21 requirements: "The primary person in charge of a business entity shall have the following duties in the work safety of the business entity: (V) organize to establish and implement the double prevention mechanism of safety risk grading management and hidden trouble checking, supervising and inspecting the work safety of the business entity to eliminate hidden risks of work safety accidents on time;".

SHANGHAI OUTLOOK

21

"Integrity Enterprise" Award

The WGQ Free Trade Zone Administration has awarded Molex Shanghai "Integrity Enterprise" to continue to promote the integrity of enterprises, to build credit as the basis for a new type of regulatory mechanism to carry out reform practices, as well as to collaborate in the supervision of enterprises in the area!

Molex Shanghai, as a flagship enterprise of integrity in the free trade zone, will bring a series of conveniences in the import and export, customs clearance, tax rating, talent requisition, and other aspects and will continue to enjoy the benefits in the future. Integrity is gradually becoming the assets and savings of Molex Shanghai.

 By: HR Team

Integrity is not only the foundation of each of our employees but also the company culture that Molex Shanghai has always been adhering to. As mentioned in the theme of Molex Shanghai 2024, the premise of collaboration is integrity. In the future, integrity and win-win cooperation will continue to bring new opportunities for the development of Molex Shanghai!

SHANGHAI OUTLOOK

EHS December Gemba Walk

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Christmas Celebration Event

By: HR Team

The lobby of the Molex Shanghai Administration Building and Production Building were particularly beautiful in December. Christmas decorations were displayed at the entrance, attracting colleagues to stop and take photos!

We also set up the street sign "I'm Waiting for You at Molex", and a huge silver and white color Christmas tree and other decorations embellished the Molex Shanghai, making it even more eye-catching!

We also prepared a series of surprise Christmas events on Christmas Day, December 25th! The "Santa Claus" dressed up by Julia Huang, Senior Operations Director of Molex Shanghai, Liu Yun, Senior Manager of Manufacturing Services, and Murphy Miao, Senior Manager of Assembly, were also invited to take photos with colleagues to record this wonderful moment. Colleagues wearing red elements also received an extra Christmas gift; in employee canteen, "Santa Claus" carried bags of sweet candies, sharing happiness and joy with colleagues, bringing warmth to everyone in this cold winter!

SHANGHAI OUTLOOK

23

Pressure 

Releasing Program - OH Card

By: Rachel Zhang

In collaboration with ICAS Employee Care Program, Molex Shanghai has organized 3 sessions of mental care activities - OH Card in CY24 Q4. This novel event attracted a lot of guesses from colleagues. Is OH card a tarot card? Is it useful to use cards to relieve stress? The name of this course is so creative!

Let's find out what is OH Card?

The concept of OH card comes from the theory of the subconscious mind in psychology, which aims to stimulate the subconscious mind of an individual by randomly combining picture cards with word cards to help the individual explore his/her own inner world. A standard set of Psychological OH Cards consists of two types of cards: Image Cards and Guidance Cards.

Image Cards: Image cards depict various scenes, people, animals, objects, natural phenomena, etc. with the purpose of triggering and stimulating imagination and creativity.

Guidance Cards: Guidance cards are printed with individual words, which can be nouns, verbs, adjectives, adverbs, or even phrases, with the purpose of guiding and deepening the understanding and interpretation of the images.

Image cards and guidance cards represent different symbols and meanings, and their combinations can generate different associations and emotional responses. 88 image cards and 88 guidance cards are used in the OH cards, with a total of 7,744 possible combinations.

After learning how to play OH cards and with the guidance from the facilitator, we embarked on a journey of exploring our true thoughts through the interesting subconscious projection of spiritual cards. During the two-hour event, we experienced the funny storytelling session and a touching self-analysis step. After the course, there was also a gratitude session "a letter to colleagues", which allowed participants to express their appreciation after actively listening to the sharing of partners around them... The two hours of the pressure-releasing event went by in a flash, and the feedback from the participants after the session was that it was a relaxing interaction that gave them a new direction to feel stabilized and self-acceptance.

The OH Card is not only a card, but also a key to open your heart. It conveys positive energy and healing power through well-designed patterns and words, giving you comfort and encouragement. OH Card will not give you any standard answer, because the answer is always in your heart, and it will only lead you to personally examine your truest thoughts. Please stay tuned as we continue to introduce such innovative events in the future!

SHANGHAI OUTLOOK

24

Employee Club Activities

As one of employee clubs with long history in Molex Shanghai, the Badminton Club has always been committed to the principle of meeting friends through badminton. Molex Shanghai Badminton Club is a platform for communication, and the weekly activities allow the club members to improve their skills. In addition to regular activities, the Club irregularly organizes internal cross department badminton matches to enrich the activities of the Club. Moreover, the Club has participated in several competitions organized by WGQ FTZ Union, achieving excellent results. Through badminton, we connect with each other, improve our skills, expand our circle of friends, and stay healthy.

♦ Molex Shanghai Badminton Club

♦Molex Shanghai Fishing Club

By: Employee Clubs

On November 12th, 2023, Molex Shanghai Fishing Club participated in the "Kingston Cup" Employee Fishing Competition. "Kingston Cup" is a large-scale outdoor activity organized by the Administrative Committee of Shanghai Free Trade Zone and co-organized by Kingston Company, aiming at enriching the spare time life of the employees and promoting the sustainable development of the employees' sports and fitness activities. This is the second time for Molex Shanghai Fishing Club to participate in the competition. In this competition, our members showed their fishing talent, and the team with 9 members won 6 honors. We would like to thank all the participants for their great performance!

Every Tuesday evening 18:00 - 20:00

#Molex Shanghai Badminton Club invites you to join us and enjoy the sport!

Contact Person Lily Dong

Contact Person: Cai Jianhua

SHANGHAI OUTLOOK

Reader

• Shanghai Outlook / Award-winning Quiz •

What are the changes of this upgraded Mevisio ?

Which of the following idioms can reflect sunk costs?

As an enterprise of integrity in the free trade zone, in what aspects will Molex Shanghai bring convenience or benefits?

Which teams are included in the Quality Department of Molex Shanghai?

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.

25

Collaboration for Transformation,

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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Connection as One Molex！