Molex Shanghai Business Newsletter | Edition1

Shanghai Outlook

Molex Shanghai | March 2022

6 Issues in Total | Issue 1

Molex Shanghai 

Business Newsletter

Issue 1 in 2022

- aGILITY

- BREAKTHROUGH

- COLLABORATION

Business Newsletter

Bimonthly in 2022

6 Issues in total | Issue 1

Preface

Greeting To All Molex Shanghai Staff

Transformation and Innovation

MBM Culture

Reflection of MBM Guiding Principle -“Transformation”  

Molex Shanghai Management Team MBM Workshop

Shanghai Outlook

06-07

08-09

10

11-12

13-14

15-16

04-05

Molex Shanghai Operating System (MOS) Updates

Employee's Insights after MOS Project Pilot

First Session of "Red is Good" Workshop

Molex Shanghai Fusion Project Updates

PD Team: Always on the Road of Transformation

AQP & Lab Team : Innovation & Transformation Starts from the Heart

Plant Dynamics

Molex Internship Program Sharing

Interaction with Readers 

Award-winning Quiz 

Call for Articles 

Talent Development

CY21 Best Customer Focus Team-- Materials Supply Assurance Team 

Quarterly Business Update Meeting

Monthly Skip-level Meeting

Chinese New Year’s Teams Building Recap

Chinese New Year’s Employee Celebrations

2022 Employee Club Calendar

Molex Shanghai Won PMI "A-class Supplier"

Computer Donation Charity Activity

32

33

WeChat Classroom 

How to Write RR&E

MBM Go! On-line Self-Learning Tool

30

31

20

21

22

23

24

25

26

27

28\

29

Internal Only 

A brand new journey of digital transformation.

Birds are singing for the approaching New Year,

let's bid farewell to the old and usher in the new!

As time goes by, a new year is coming. On the occasion of bidding farewell to the old and ushering in the new, Business Newsletter is published, representing the opening of a new chapter in Molex Shanghai.

As an enterprise journal of Molex Shanghai, Business Newsletter serves as a platform for the Company to publicize and a medium for the employees to communicate, to build the Company's image and corporate culture, to gather energy and to contribute to the Company's

development. Business Newsletter is also a platform to publicize the Company's policies, introduce the Company's dynamics, interpret the Company's philosophy, and set up examples of the Company; meanwhile, it is also a place for us to exchange ideas and show our talents.

In 2021, we turned crises into opportunities and made breakthroughs against the trend, not only achieving record results, but also preparing for the launch of digital transformation in various activities in 2022. In 2022, Molex Shanghai embarks on a new journey.

 Operations Director

Issue 1  in 2022 - Greeting To All Molex Shanghai Staff by Julia Huang

We take "agility, breakthrough, collaboration" as the key words this year; cultivate a MBM-guided employee team and focus on customer needs, to achieve continuous improvement in performance. In a critical year for digital transformation, we push Fusion Project to carry out a series of transformation collaboration in various fields: MOS project for process first; MES focusing on execution tools; PLM for product lifecycle management; GSOP based on supply chain management; and OCM with organizational change as the core. The launch of these activities will continue to empower our employees, build a digital talent team, and achieve the vision of building CCS flagship factories with digital transformation.

During the epidemic period, we are building an iron wall to prevent and control the epidemic, with the primary task of ensuring the health and safety of our employees. Every employee of Molex Shanghai will make contributions in his/her own position, and create value for customers with the combined strength of responsibility and accountability. We take the opportunity of the publication of Business Newsletter to open the prologue of the vigorous development and write a new chapter for Molex Shanghai.

In the beautiful spring, I congratulate Business Newsletter on its founding, and hope that it will become a spiritual home for employees, a bridge to spread corporate culture and an important platform to demonstrate the value of innovation. I wish Business Newsletter would become better and better with the participation of all Molex Shanghai employees !

Julia Huang

March 28, 2022

Issue 1  in 2022 - Greeting To All Molex Shanghai Staff by Julia Huang

Looking back on the nearly one-year journey since MOS started to be promoted

in Molex Shanghai at the end of April 2021, with the care and support of the

leaders of CCS Division, the MOS promotion team at the headquarters, the

MOS coach and other leaders, and with the active participation and cooperation

of all employees from operation directors to operators, we have initially

established a systematic new daily management system. We believe that in the

near future, under the solid foundation of mature daily management system,

comprehensive value stream management will bring more profits to the Company

and more benefits to the employees, realizing a virtuous circle of mutual benefit.

The MOS promotion begins with two leading value stream and corresponding

two production cells (Stamping Cell 2, Assembly Cell 3), and then expands to

all 24 production cells, five working areas and 100 value streamof the Company.

MOS promotion includes three progressive improvement activities: workplace

stability Kaizen (WSK), daily management Kaizen (DMK) and flow Kaizen

(FLK). Among them, WSK and DMK belong to daily management system, and

FLK belongs to value stream management.

So far, we have completed the WSK and DMK of two leading production cells

and corresponding working areas (Stamping and Assembly), and the WSK and

DMK of other production cells and corresponding working areas are steadily

advancing. The daily management system at the factory level is also under

construction, and the full WSK and DMK of the factory are expected to be

completed by mid-May.

Issue 1 in 2022 - Molex Shanghai Operating System Updates by Loucts Zhang

In the production cells and working areas where WSK and DMK have been

completed, we have completed red card operations, not only realizing further

improvement of 5S on the worksite, but also laying a foundation for standard

work. The development and implementation of the standard work are combined

with the implementation of the Mevisio system at all levels, from production cells

to the working area to the whole factory, achieving a closed-loop from tracking key

performance indicators at all levels to incidents and then to reason analysis and

improvement measures. We hold a brief meeting once a day at all levels and

everyone is involved in the business goals, and the process of collaborating,

solving problems, and identifying opportunities to support those goals becomes

smoother.

We have made a lot of achievements in the promotion of MOS, but we still have

some problems to solve. First, the new daily management system duplicates the

current daily management system; second, Mevisio does not fully meet

expectations; third, there is no clear picture of the relationship between production

system maturity and key performance indicators. These are our focus in the

follow-up promotion of MOS. I believe that these problems will be solved one by

one with the cooperation of all of us!

In the last 11 months of MOS promotion, we have had confusion, controversy,

sweat, output, and... With the support and care of our leaders and the joint efforts

of all of us, we have achieved outstanding results! The road is arduous and long,

but the future is bright. Let us forge ahead!

Issue 1 in 2022 - Molex Shanghai Operating System Updates by Loucts Zhang

Issue 1  in 2022 -Employee's Insights after MOS Project Pilot by Huang Xiaofeng

Production Supervisor of

Stamping Department

Huang Xiaofeng

Previous practice: take-over and hand-over cleaning, cleaning three times a

week, maintenance, and management by the line leader.

Current practice: take over and check the situation of the previous shift, point out

the deficiencies and let them improve, then conduct a review. Maintain

production line 5S consciously during production, stop the personnel who violate

the regulations in time, and maintain their own production areas as their homes.

We praise the employees who find problems so as to arouse their enthusiasm of

employees. The thinking modes of employees are changing and hidden dangers

will be raised.

Previous practice: Employees dare not express their views, afraid of exposing

problems and being questioned.

Current practice: Through encouragement and guidance, employees can raise

their own problems and factors that affect the production of others.

Stamping & Assembly

At the Cell Huddle Meeting 

Previous practice: Operators clean the site, each line leader shifts to check the existing problems, and each line leader manages more than 20 machines so that they have no time to check at shift. Objectives are not clear and criteria are not specific.

Current practice: The line leader arranges operators to inspect each machine. The standard photos are clear, and each employee checks according to the 5S standard. Finally, each employee publishes the check results and the problems found at the Cell Huddle meeting.

In the stamping workshop, an operator proposed at the cell Huddle meeting that when repairing the 50# automatic machine, the repair personnel entered the machine to repair the machine while the machine is running, and the safety risk was very high, which needed to be stopped immediately and rectification shall be proposed.

Generally speaking, after the execution of MOS, in the continuous training and

edification, employees can find out safety problems outside the production and deem the Cell Huddle meeting as their home, as well as give full play to the entrepreneurship.

Issue 1  in 2022 -Employee's Insights after MOS Project Pilot by Huang Xiaofeng

Issue 1 in 2022 - First Session of "Red is Good" Workshop by OCM Team

The first session of "Red is Good" workshop, as part of driving a shift in thinking in

MOS deployments were recently successfully conducted in Molex

Shanghai Factory. The MOS project team of Shanghai Factory and the global OCM team have cooperated to design a customized workshop suitable for Shanghai Factory.

A total of 24 employees participated in the workshop on February 21, which

covered the concept and importance of "Red is Good", reviewed the actual cases of Shanghai Factory, combined with group discussions, sharing of individual gains/action plans. In the workshop, participants provided very positive feedback on the concept of "Red is Good". They understood the need for a change in transformational thinking and were encouraged to apply the concept to their daily work. For this workshop, participants really enjoyed the interactive discussions, true case studies, and sharing of individual gains/action plans to drive the ultimate behavior change and deep application.

implementation of the workshop participants' action plans and provide resources to remove barriers as they apply "Red is Good". The workshop will be extended to all department managers, regional managers, supervisors, engineers, and cell heads, with 180 employees invited to participate in "Red is Good" discussions over the next few months.

M&O Project Team conducted a series of knowledge sharing and communication meeting in January and February. The core members of the project introduced to the management team the deployment process, future planning and resource needs of the project since its launch. After discussion, L2 members (local capability problem solving experts) and the first batch of L3 members (superusers) of M&O Project were identified. L2 and L3 members will play a very important role in the testing and promotion of MES, especially L3 members, who will not only be the first to experience MES, but also provide production site situations and requirements to the project team during the follow-up project preparation, localized design and testing phase, assist in data collection related activities, and help the project team train and develop more superusers and end users. Each department manager (Production Department/ Manufacturing Engineering Department/ Quality Department/ Materials Department) will also organize communication meetings within each department to inform L2 and L3 members about the project and the RR&Es that they will take on the role. 

Issue 1 in 2022 - Molex Shanghai Fusion Project Updates by Fusion Project Team

Fusion is a journey through the lifecycle of digital products, and the manufacturing execution system (MES) is an important part of Fusion. MES is an application system for modeling, tracking, controlling and providing visual presentation of the actual production process.

 At present, the project team has started to use Fusion Project training system Intrepid to conduct primary training for L2 and L3 members, and carry out activities such as line-side exercises and data collection.

In early March, Readiness Assessment, another key activity deployed by M&O Project led by the Business Division's project team, was initiated. The purpose of this activity is to understand the current state of Shanghai Factory in terms of digital capabilities, production and manufacturing models, human thinking, hardware, and equipment, and to analyze the key issues/gaps, in order to make full preparations for the next localized design activities.

Issue 1 in 2022 - Molex Shanghai Fusion Project Updates by Fusion Projec Team

Fusion Mental Model:

People, Process, Technology

Issue 1 in 2022 - PD Team: Always on the Road of Transformation by Qin Zixuan

Mechanical, thermal property and

electrical simulation

Antenna far-field mode

simulation

PD Team of Molex Shanghai consists of MSBU and PSBU, with 22 R&D

personnel. 35 new products were released in 2021, and the turnover of

potential products exceeded USD 173 million. In the increasingly fierce

competition, PD Team is facing many challenges. The team always adheres

to vertical exploration of technical depth, horizontal expansion of product

breadth, and continuously seeks breakthroughs, and walks on the road of

transformation.

Technology is the core of a product. For connectors, mechanical property is the basis of a product. 3D structure design, stress analysis, tolerance analysis, and the analysis of forward force, insertion and extraction force and retentivity provide guarantee for the mechanical property of the product. On this basis, PD Team continuously improves its design capabilities. At present, it possesses the capabilities of high-speed transmission design analysis, magnetic force design analysis, finite element analysis and so on.

Products are the result of technology. Nowadays, a single product line can no

longer meet the increasingly complex needs of users. Based on the technology and

pursuing transformation, PD Team makes breakthroughs from 0 to 1 in multiple

products. In MSBU, the team independently developed ENDs products, realizing

the magnetic type non-polar charging technology and making charging more

convenient; the team developed FAKRA series connectors, which are used for

automatic driving camera system. The floating structure reduces manufacturing

costs and the risk of poor contact for users; in antenna products, the team designed

external and built-in antenna and MID products, which are applied to automotive,

consumer electronics and high-end camera reflection devices. The multi-route

antenna box series provides powerful support for user integrated system design. In

terms of PSBU, the team has independently developed the Mega Fit with the largest

current carrying capacity of 25A and the Nano Fit series with the smallest size,

greatly expanding the applicable environment of FIT series.

PD Team of Molex Shanghai aims to optimize the design process and improve

the product competitiveness, develops the technical ability as the method, and

pays attention to the personal development of team members. It firmly follows

the road of transformation.

Expansion of Product Line

Issue 1 in 2022 - PD Team: Always on the Road of Transformation by Qin Zixuan

Based on changes in the external environment and its own development requirements, the Company has been committed to the transformation of its business, vision, and culture. In this context, Shanghai Factory is also actively transforming to meet the Company's future development needs. As part of Shanghai Factory, AQP& Lab Team is also trying to transform and create more value at a lower cost.

spontaneity from everyone's thought change and transformation; we start spontaneously with the change and transformation of each person's mind; The construction of the MBM culture of the Company has played a fundamental role in promoting the transformation. Rounds of in-depth training from the supervisors to the grass-roots staff, as well as continuous publicity and practice by the management through various opportunities, have enabled the AQP& Lab Team to gradually unify its thinking and understanding of problems and to greatly improve its efficiency, which is the basis for change and transformation. With a unified mind, each person's potential was exploited, and we were able to complete all the refueling certification tests on time in 2021, and could measure 280,000 dimensions in November. In the global Molex Lab, we creatively completed the MM automatic test project.

The shift comes from the pressure of our brother departments to innovate and improve our efficiency, which has had an invisible impact on individuals/teams. Thus, our

Issue 1 in 2022 -  Innovation & Transformation Starts From The Heart by :

Kim Yang  & Jason FU

AQP&Lab Team

 Starts from the Heart

AQP& Lab 2022 Vision  Workshop

AQP&Lab Team

Another shift stems from the importance of effective communication. We make full

use only several minutes of the morning meeting to exchange, where managers will

clarify the purpose for the unity of understanding. We adhere to the sense of being

master, invite the Company's management and relevant cooperation teams to

discuss, summarize the gains and losses of AQP&Lab Team in 2021, and actively

seek for changes and breakthroughs.

The initiative to change, constantly striving for perfection, and self-improvement

activities are a microcosm of our pursuit of excellence and self-challenge, and also

a true reflection of AQP&Lab Team's actively responding to Shanghai Factory's

vision to become a CCS flagship factory. We will persist in building AQP&Lab

into a flagship team of CCS Division, put people first, apply the concept of MBM,

and work hard to build a professional, cooperative, dedicated and efficient

AQP&Lab team from the heart, so as to contribute our own strength for the perfect

transformation of Shanghai Factory.

In general, the recognition from the thought and the deep heart is the foundation of

communication and change. We will treat our customers with less "doubt", but

handle our own professional with more "doubt", and put our strength in the place

where we can make efforts. I wish our company forge ahead with the vigor and

vitality of the tiger and all departments unite this year!

Issue 1 in 2022 -  Innovation & Transformation Starts From The Heart by :

Kim Yang  & Jason FU

Issue 1  in 2022 - Reflection of MBM Guiding Principle -“Transformation by Peter Li

Fusion Project and

ME Team Leader

Peter Li

 -“Transformation

In this context, as an employee of the Company, your role must also be affected,

such as the way of work, the service mode, and so on.

Why does such a change occur? We have to talk about "creative destruction" (destructive creation), which is one of the basic characteristics of a free and open society. The theory of MBM is based on the theory of a free and open society. It means that new products, methods, ideas, services, and technologies are constantly emerging to destroy the old. Consumers can choose the products and services they deem best, and producers must constantly improve their production processes and methods, otherwise, they will be eliminated by creative alternatives proposed by competitors. Creative destruction often leads to the change of jobs, certain occupations even disappeared. (for example substitute driving, translating, etc.)

First of all, I'd like to ask you a question: In the

past 5-10 years, what changes in industry, profession, market or the world have affected us?

In 2005, when I just entered Molex Shanghai, most of the product inspection work needed to be judged by human eyes, and the quality inspection was unstable when the labor intensity was high at night or when people were sleepy. At that time, what we did was machine vision, that is, the repetitive high-precision inspection was given to the machine to judge. Now, 100% of the Company's assembly line is equipped with a machine vision inspection station,

and the factory even begins to use AI technology for

appearance inspection and classification. Technology is changing the human world at an unprecedented speed.

So how should we, as individuals or enterprises, respond to the creative destruction

and constant changes in the external environment? The guiding principle

"transformation" - the guiding principle of MBM, will help us. Transformation:

promotes personal and corporate transformation. We should continuously explore,

develop, and apply visions, strategies, methods, and products that enable us to create the greatest value. Through continuous personal transformation, we are able to drive the necessary business transformation to create a virtuous cycle of mutual benefit. This process of continuous growth and development empowers the enterprise with a reputation for helping people improve their lives. It also creates more opportunities for each employee to contribute, which is key to continued transformation and increased self-realization.

How should employees practice "transformation"? First, you should start with

transforming your mindset. No matter what area you are in, how successful and how

professional you are, you must have the mindset of "I can change and progress". This

is the starting point. Each of us must develop new knowledge and skills to keep pace

with the rapid changes taking place around us.

The same is true for the Company. No matter how well the Company operates, if the

spirit of continuous improvement and permanent transformation is not maintained, it

will be sifted out. The Company must find new and better ways to create value for

customers. Just doing what we've been doing is not enough to keep us alive, let alone

thrive. As a member of the Fusion Project of Shanghai Factory, I know the importance

of transformation for the Company, especially for the status quo that needs to be

changed. Digital transformation is a very important project for the Company. It can be

said that any part of the transformation of the Company will affect every employee,

and your working style or role will change. I hope you will embrace change. You

should not only transform yourself but also help the company transform.

Issue 1  in 2022 - Reflection of MBM Guiding Principle -“Transformation by Peter Li

The management of the Company organized a workshop on the vision dimension on January 21, in which the management discussed and shared a number of issues on vision in depth. For example, what are the benefits of an effective vision for the Company and employees? How to effectively develop a shared vision for departments or teams? How to form a shared vision across departments and avoid pitfalls in the development of vision?

After the workshop, many department managers said that they had learned a lot about the thinking modes and tools of the vision dimension and that they would apply to their daily management.

Liu Yun from Manufacturing Services Department shared, "In the past few weeks, I have read a lot of internal and external learning materials and books about vision development, which enables me to have a new understanding of the vision dimension. Meanwhile, a discussion on this topic allowed me to hear different opinions and suggestions, and the whole process benefited me a lot. "

Eric Ye from AQP& Lab shared, "I learned that the process of developing and implementing an effective vision involves five interdependent elements. Capacity assessment, developing perspectives, identifying opportunities and gaps, and linking to effective action, measurement, finding, review, and revision. 

Steven Song from Stamping Department shared, "The process of vision development cannot just stop at the management level. Their ideas and suggestions are often very valuable." 

The new year has already begun, and I believe your department has conducted a vision discussion and development for the new year and formed a shared vision. If you are unclear about the vision of the department, please take the initiative to discuss it with your supervisor or department manager.

Issue 1  in 2022 - Molex Shanghai Management Team MBM Workshop by Julia Lu

 MBM Workshop

Issue 1 in 2022 - Molex Internship Program Sharing by Angel Yan

在莫仕实习了大半年了，不仅学习到了很多连接器相关的知识，更重要的是让自己的心态有了很大的转变,自己应该由一个学生的身份转变到一个工人或者社会人的身份。这里的氛围积极向上，温馨和谐，给人一种大家庭的感觉，师傅们乐于传授知识和经验，很好交流沟通，几乎是有问必答，工友们也是遇到困难都会互帮互助。在生活上遇到一些不便，也会有人帮忙解决，让人真的很安心舒适。所以非常感谢莫仕给了我这么一次实习的机会，让我有了一次美好体验的成长

I have been an intern at Molex for half a year, and the

culture of Molex makes me willing to work here for a

long time. During the internship, we can become familiar with each department of the Company in turn according to

the process, so that we avoid a single boring learning

mode. Practicing in each department enables interns to

learn the appropriate knowledge, and each intern can

have a two-way choice depending on his/her interests. In this period of plating, masters are devoted to teaching knowledge and leaders are also very concerned about me, so that I constantly get self-improvement. I have not only learned knowledge but also felt like home. I am very happy to join the family of Molex - Plating.

After practicing in Molex for more than half a year, I have

not only learned a lot of connector-related knowledge in

Molex, but also changed my mind. I realize that I should

change from a student's identity to a social people's

identity. The atmosphere here is positive, warm, and

harmonious, making us feel that we live in a big family.

Masters who almost answer all the questions are willing to

impart knowledge and experience, and it is easy to

communicate with them. Workmates will help each other

out of difficulty. For some inconveniences in daily life,

others will also help to solve, so that we feel really

comfortable. Thanks to Molex for giving me such an

internship opportunity, which allows me to have a good

experience of growth!

For the long-term echelon building of human resources of the Company, Molex started the production intern training project in 2021. After many discussions with local universities, and layers of screening, a batch of excellent interns stood out and began their summer internship life in Molex in July. Let's listen to our intern representatives' internship feelings. We wish every intern in Molex a full harvest, successfully complete the transformation from the ivory tower to social people, and finally, become a member of the Molex family to start a new chapter!

Managers often need to make formal presentations to their superiors in stressful meetings. How to deliver in a logical and methodical manner within a limited time? In order to help managers further improve their logical work reportability, Molex Shanghai HR Team specifically invited an external training teacher to conduct a ''Impactful and Persuasive Business Reporting Skills'' Workshop in the Shangri-La Training Classroom in February 2022.

The external trainer held the seminar in four modules, namely "audience-centered thinking mode", "logical systematic narrative framework ", "structure and content of PPT" and "attract the attention of the audience" through the case study, group discussion, model presentation, and practice. Through the course, trainees will improve their logical reporting ideas; use a logical narrative structure to design a PPT's structure that clearly presents ideas; give a logical speech, highlight the focus

and illustrate a point concisely in presentations.

After the course, the managers of Molex Shanghai shared what they had learned

within the department as soon as possible, and applied the logical work reporting

method to the actual work.

In the future, the HR Team will also obtain the actual training needs of employees to design and carry out training and hopes that everyone will share the benefits of training.

Issue 1 in 2022 -''Impactful and Persuasive Business Reporting Skills'' Workshop by Ye Lei

Issue 1 in 2022 -  CY21 Best Customer Focus Team - Materials Supply Assurance Team by HR Team

Materials Supply Assurance Team

Molex Shanghai Supply Assurance Team is a multi-functional team that is including Sourcing, Purchasing, Production, Planning, SSP, PD, QA, laboratory, etc.

Due to the impact of the global COVID19 epidemic, Molex Shanghai suffered a serious materials supply shortage in the past year. The team proactively took various effective actions to alleviate the impact of materials shortage and ensure the production demands as well the customer needs. The two most important projects are the metal BCP projects for DDR and PMI products, and the resin LCP BCP projects for Fit, I pass, e-cigarettes, Btb, etc. Molex Shanghai was caught in a severe material shortage due to the decline in the global supply of Japanese raw material companies. In these cases, the team immediately launched the material switching BCP program, and it took only 1-2 months to complete the regular 3-6 months verification process, including the UL safety certification in the United States. This solved the urgent needs of lacking materials and ensured the product supply to the greatest extent and avoided the great business loss.

All team members actively practice the MBM principles and exerted the initiative and entrepreneurial spirit in this project. Congratulations to the team on making these great contributions and efforts to the company!

Issue 1 in 2022 - Quarterly Business Update Meeting by HR Team

The Fourth Quarterly Business Update Meeting in 2021 was successfully held on February 25. Three communication meetings on February 21, 23, and 25 covered all three shifts and more than 600 DL Employees at the production line.

As one of the important communication channels of Molex Shanghai, the Quarterly Business Update Meeting is expected to be shared with you in the next quarter!

Joe Nelligan, CEO of Molex, introduced the global business situation of Molex in the past year through a video; Production Managers Steven Song and Liu Gang, and Jasper Lei, Material Manager of Molex Shanghai Plant, as management representatives, shared the business briefing for the fourth quarter of the factory; Shaw Song, representative of the plant's digital transformation Organizational Change Management (OCM) project team, reviewed project progress and forecast follow-up plans; Jerry Li, EHS Manager, summarized the safety accidents and epidemic prevention and control in the factory.

On February 24, 2022, Molex Shanghai kicked off the 2022 first Skip-level Meeting with the theme of "Transformation of Molex Shanghai". 14 colleagues from four departments: AQP& Lab, ME, PD, and QA were invited to participate in the meeting. Meanwhile, Julia Huang, Operations Director; Loucts Zhang, Leader of MOS Project; Robin Wu, Fusion Project member, were invited to the site to answer questions about the transformation.

The meeting was organized in the form of  workshop to discuss:

- What is MOS Project in your eyes?

- Do you have any questions or feelings after Project deployment?

- As for transformation, what resources are needed in addition to existing resources?

During the workshop, for Fusion & MOS transformation topic, the cooperation of each part and the impact on the work had a lively discussion, and the reply and question tracking of the responsible person was obtained. In addition, the skip-level meeting with the theme of transformation for DL employees will be held in April according to the situation of the epidemic. For details, you can follow Molex Shanghai's announcement.

Issue1 in 2022 - Monthly Skip-level Meeting by Rachel Zhang

跨级别员工沟通会合影

Issue 1 in 2022 - Chinese New Year’s Teams Building Recap  by HR Team

Due to the  COVID -19 situation in Shanghai, it is not appropriate to arrange large-scale events. Thus, the management team of Molex Shanghai decided not to hold an annual meeting at the plant level at the end of 2021. However, in order to enable the departments to still hold the department-level annual activities, the Company decided to give the departments more flexibility in the form of activities and scheduling, to enhance team and cross-team cooperation.

Different departments also showed a variety of activities. PD and PM team building jointly designed indoor counter-strike. Colleagues' relationships are closer during team building. For AQP& Lab team, there were online interactions to enhance the bond between each other. HR department experienced a hot "talk show" in their spare time, and the humorous contents impressed everyone deeply. ME Team experienced trampoline sports, while the dinner party designed a series of interactive links, full of the lively atmosphere. The annual activities of the Assembly Department were wonderful, and the bosses showed their talents, sang songs, and danced in succession, which can be called a talent show!

Team building activities provide good communication and exchange platform and enhance the mutual feelings and collision of ideas, laying a good foundation for teamwork!

Write "Blessing"

("福" in Chinese Character).

Issue 1 in 2022 - Chinese New Year’s Employee Celebrations by HR Team

On the 24th day of the twelfth month of the

lunar calendar, it is a long-standing custom 

for Chinese people to welcome the New Year by writing and pasting the word "福". The Employee Activity Center of Molex Shanghai welcomed the activity of "Blessings in Molex,welcome the New Year".

To celebrate the Year of Tiger, Molex

Shanghai prepared a traditional Chinese

sports pitch-pot for all employees, where

everybody showcased their skills.

Employees hang their Year's blessings on

the Company's green plants in the form of

"福" cards. It means good fortune and

happiness.

On February 10th,2022, the second wave of new year activities launched! Four rounds of lucky draws for the Year of Tiger were held every half hour, with Murphy Miao, Liu Gang, Steven Song, Forest Liu, and Peter Li of the management team, as well as Julia Huang, Operations Director of Molex Shanghai, having a lucky draw at the staff canteen. A total of 210 lucky employees won lucky prizes, welcoming a good start in the Year of Tiger!

With the strong support of Molex Shanghai's management team, the Calendar of  2022 Molex Shanghai Employee Club  Activities has been officially launched! We encourage our employees to actively participate in leisure activities that are conducive to their physical and psychological health after work.

Issue 1 in 2022 - 2022 Employee Club Annual Calendar by HR Team

At present, Molex Shanghai has 11 employee clubs, including WBC, YPG, Badminton Club, Table Tennis Club, Basketball Club, Bicycle Club, Cultural Recreation Club, and Basketball (Kunshan) Branch, Swimming Club, Fishing Club, and E-Sports Club. In addition to the daily activities of the above-mentioned associations, we will open various competitions for all employees this year, and we welcome all employees to participate in the competitions. Please keep an eye on the WeChat account of Molex Shanghai for specific registration and competition rules.

In the belief of providing zero defects, a dedicated quality improvement team, led by Julia Huang, Operations Director of  Molex Shanghai, was set up in 2021, consisting of sales, quality, technical and manufacturing staff, product design, and key suppliers. The team understands the pain points of problems fed back by customers in a timely manner, builds excellent customer relationships, knows about customer needs, and identifies and improves any potential risks and opportunities for continued customer satisfaction. Through its own professional knowledge, timely and effective feedback, to solve customers' problems, the team wins customers' trust. Its effective communication obtains customers' satisfaction.

Issue 1 in 2022 - Molex Shanghai Won PMI "A-class Supplier" by Jessica Huang

In February 2022, we received a good report on

the quality performance from the customer PMI:

Through the  efforts of the Shanghai team in

the past year, we have improved the quality to

achieve the goal of zero defects. PMI evaluates

Molex Shanghai as an A-class supplier (quality

score improved from 67.5% to 92.5%), which

will win more opportunities for Molex Shanghai.

Molex Shanghai has been cooperating with PMI

since 2018 and PMI's business accounted for

13.5% of Molex Shanghai's turnover in 2021.

Issue 1  in 2022 - Computer Donation Charity Activity by HR Team

Molex Shanghai has an employee who has been supporting children in poor mountainous areas for four years. Therefore, Molex Shanghai also wanted to take this opportunity to deliver warmth. After contacting the school teachers, and learning about the local teaching difficulties, Molex Shanghai decided to donate 20 laptops to children there. At the same time, the office software of the computers has been installed for teachers to prepare daily teaching material.

After the communication, the IT colleagues sorted out second-hand desktops that were idle in the warehouse and carried out formatting and office software installation. Finally, these computers and accessories were delivered to the mountains by courier in early 2022.

The donated computers were distributed sequentially to teachers in schools

with electronic teaching needs, making the teaching style more digital. Teachers expressed their sincere thanks to Molex Shanghai through WeChat. 

Molex Shanghai's social responsibility has been driving all employees. All Molex people will continue to forge ahead, make down-to-earth efforts, practice corporate social responsibility, and continue to do a good job in every product, with practical actions to give back to society!

Issue 1 in 2022 -  How to Write RR&E by HR Team

Two months have passed in 2022. Have you discussed RR&E of the new year with your supervisor and completed the writing of individual RR&E?

RR&E refers to role, responsibility, and expectation. It is a tool to help you and your supervisor identify the most you can do for the business. The role defines your position or your personal role, responsibility identifies the relevant responsibilities you need to assume for each role, and requirement describes the results you want to achieve for each role.

That you and your supervisor discuss RR&E will help: Link your work to the group vision, establish responsibilities and accountabilities assumed by you, align individual skills and interests with the needs of the Company, promote frequent, open, and honest feedback with the supervisor, identify key areas of individual contribution, and develop RR&E summary documents, i.e., concise organization of RR&E discussions.

If you haven't started the RR&E process yet, start as soon as you can!

Issue 1  in 2022 - MBM On-line Self Learning Tool by HR Team

Good news! The Chinese version of "MBM Go!" was officially launched at the end of February 2022.

MBM Go! An online autonomous learning tool replaces the 2-day MBM introductory course. The English version of MBM Go! was opened to all Molex employees two years ago.

MBM Go has a total of nine learning modules, each with video, animation and interactive exercises. You can start your MBM online learning at any time and anywhere. A simple explanation of MBM will help you learn MBM more flexibly and efficiently. At the end of each learning module, there are two parts, "GO-DO's Practice" and "Reward Content". The former guides you on how to apply the knowledge of each learning module. The latter is an advanced learning material that helps you take your learning to a higher level.

Through our introduction, I believe you can't wait to start the MBM learning journey. Please click MBM-Go! for more information.

Shanghai Outlook / Award-winning Quiz  

What are the three keywords for Molex Shanghai this year?

What are the first two levels of MES system experience?

What are the three types of progressive MOS improvement activities?

What is the latest score by PMI on Molex Shanghai's  supplier quality?

Dear readers, the answers to the above four questions can be found in the previous articles. I believe you with sharp-sighted eyes will be able to get full marks! We have prepared a special gift for readers with 100 scores. Scan the code quickly to answer the questions, and select your favorite 3 articles!

Our biggest motive power is your kind trust and support. We are looking forward to hearing your voices, thanks!

Business Newsletter of Molex Shanghai, issue 1 in 2022

Business Newsletter of Molex Shanghai

Call for Articles

Editor: Rachel Zhang

Editorial Team Introduction

Notice of contributions:

Topics: "Application of MBM Culture", "Plant Transformation Insights", "Job Skills Sharing", "Fight the Epidemic together"... but not limited to these. Any topics related to the company, work, and colleagues are welcomed.

The Editorial team is preparing the second issue of the Business Newsletter with great effort. 

We are always looking forward to your contributions. If your article is selected for Business Newsletter, the editorial team will provide the prize for you.

E-mail: rachel.zhang@molex.com

Office Address: HR Team (Rachel Zhang), 3/F, Administrative Building.

All manuscripts shall be original. Please leave your contact information.

Thank you for your reading.

Looking forward to meeting you in the next Issue!

Editor: Carol Zhou

Final Reviewer: Lucy Li