Molex Shanghai Business Newsletter | Issue 3

Shanghai Outlook

Shanghai Outlook I BUSINESS NEWSLETTER

                                                  ISSUE 3 IN 2022

Molex Shanghai I July 2022

Issue 3 of 6

- AGILITY

- BREAKTHROUGH

- COLLABORATION

Business Newsletter

Bimonthly in 2022

6 Issues in total | Issue 3

Preface

Wishes from CCS Division Operation VP CK Ryu

Shanghai

Outlook

Internal Only

Transformation & Innovation

04

Shanghai Fusion Project Updates

05-06

Shanghai MOS Project Updates

07-08

Employees’ Insights of MOS Deployment

09-10

Role and Process Framework for Global GSOP&E

11

Model Shop Team of Molex Shanghai

Responds Quickly to the Release of New Products with High Quality

12-13

Plant Dynamics

28

29

PBM Culture

Talent Development

Interaction with Readers 

Inspiration on "Principled Entrepreneurship"

14

PBM Workshop for Management Team in June

15

PBM “Principle Based Management”

16

Career Interview | Foreign Employees “Living in Shanghai”

17-19

Career Interview | I Embrace a Magnificent Transformation with Molex Shanghai

20

Online Training Reflection of “How to Ask Questions Effectively” 

21

Molex Shanghai Full Resumption 

22-25

“Cloud” Employee Activity Summary

26

WeChat Classroom 

Molex Shanghai is Building a Green, Low-carbon Factory

Promoting Energy Saving & Emission Reduction and Boosting

Green Manufacture

27

Award-Winning Quiz

Call for Articles 

29

30

28

Issue 3 in 2022 - Wishes from CCS Division Operation VP CK Ryu

Wishes from CCS Division Operation VP CK Ryu

Dear my friends in Molex Shanghai,

News on Shanghai uplift lockdown starting  June.1st 2022 came in as relief and happy moments.

  I would like to express my congratulations to all Molex Shanghai`s employees, you have worked hard.

  Molex Shanghai team has displayed your spirit of team effort in handling an 'acid test' situation where all come together at once,sustainability not on 'poster' but real practice.

Decision-making under uncertainty, quickly turns massive amounts of visibility and operational data into focus, actionable insights, effectively manage disruption and communicate status.

This is the quality of comparative advantage and resiliency.

While we are seeing a strong recovery by Molex Shanghai in all aspects of operational indicators, return to growth and anticipating `the new normal`,

  I would like to encourage all of you to continue deepening your understanding of MBM (now PBM) .

你们辛苦了!

Thank You!

CCS DIVISION

Operation VP

CK Ryu

CK

June.5th, 2022

Issue 3 in 2022 - Shanghai Fusion Project Updates by Fusion Team

Shanghai Fusion Project Updates

Literally, MPD stands for Manufacture Process Definition, which mainly covers the using, learning and management of incoming data such as bills of materials and workflows, and defining of manufacture process. MPD governs how manufacturing related data is received, defined, and consumed in MES. It ensures that all data required to manufacture a product is available for consumption by the production process.

▲ Manufacture Process Definition (MPD)

MPD mainly defines products, bill of material, workflow and corresponding data, sets up the label definition, and connects products, workflows and bills of materials in the MES. Based on these main activities, MPD can be divided into six sub-processes, which include Manage Products and Product Family, Manage Parts & BOMs, Manage Production Process, Manage Automations, Manage Labeling Data and Manage Production Resources.

Managing Products and Product Family starts from introducing new products, including product setting, selection of product series, designating the alternative product, executing the version change, and selecting the production line and attaching the needed documents.

Managing Parts& BOMs is end-to-end. According to product definition, the version of bill of material is received and the material list is set in the order. The main activity of this sub-process is to verify the bill of material received for the execution of a work order.

Managing Production Process, the main activity is to define the workflow in the MES according to the production process.

Managing Automations can be seen as a supplement to the production process, which is mainly responsible for defining how to manage production parameters. Of course, Manage Labeling Data is also for assisting production. The resources defined in the Manage Production Resources include human resource, equipment and tool.

The Design Localization of Fusion M&O project deployment in Shanghai plan has been postponed to this September due to the pandemic lockdown, which means that the team have more time to prepare for early deployment.

This May, as most SMEs and Key Super Users were working from home, we considered it a right time for these core members to learn about the modeling method and the operation of MES system, so we developed a special Intrepid (Fusion Transformation Online Learning System) Self-learning Plan and invited 48 SMEs and Key Super Users to spend one hour per day in learning M&O/MES basic knowledge in the Intrepid System. In a period of six weeks (from May 16 to June 24), they had to try to master the fundamental knowledge of other Capabilities while finishing the mandatory courses of their own Capability.

Besides, each Capability Representative would assign primary practices to help the SMEs and Key Super Users to apply what’s learned in the simulation test in time. Furthermore, in the weekly Q & A session, questions regarding MES operation or process raised by SMEs and Key Super Users would be answered by the Capability Representatives and Tech. Team.

The 6-week self-learning project was concluded, about 94% of the members had finished 100% of the learning objectives (some members failed to finish the learning tasks due to the training access), and about 69% of the members had even finished 200% of learning tasks.

Currently, these SMEs and Key Super Users are participating in the Lineside Practice. We believe that the knowledge acquired from the Intrepid learning platform will surely help them better understand the MES system and deeply involve in the following project deployment.

Intrepid (Fusion Transformation Online Learning System) Self-learning Plan

Issue 3 in 2022 - Shanghai Fusion Project Updates by Fusion Team

Shanghai MOS Project Updates

In May as we bid farewell to spring and ushered in the summer, the progress of Molex Shanghai MOS deployment slowed down to a certain extent due to the pandemic, but everybody forged ahead against the difficulties and achieved a good progress.

Seven Value Stream teams overcome the difficulty that they could not be personally work on-site and collected related data and updated the current Value Stream chart again. The colleagues from the Operation Excellence department applied Flexsism to simulate the seven Value Stream so that the planar Value Stream chart could become dynamic with the aid of computer software and visually simulate the status of material and information flows and the existing areas for improvement. Of course, it was just a beginning when we made an attempt to apply Flexsism in MOS. We are convinced that in the near future, we will combine Flexsism with MOS and MES to make a bigger achievement in Digital Twin.

1) Guided by the light conditions of Day by Hour every two hours, through auxiliary analysis of Power BI, it sets up the action cards and applies the tracking mechanism of action cards and finishes the related improvement measures. For example, currently limited by manpower, action cards are set up based on the red light status every four or six hours;

The promotion of MOS cannot be made without the aid of digital tools. For the Mevisio that has been released, with the constant update of the system and based on the demands of each production department, we reviewed the data source and exhibition logic of Mevisio and raised suggestions on optimization so that digital tools can be applied more efficiently in the daily management. Taking the creation of action cards as an example, by analyzing the Cell Visual Board, we refined the creation rules to assist the production department to enhance the daily management level, whose basic rules are as following.

Issue 3 in 2022 - Shanghai MOS Project Updates by Loucts Zhang & Sky Zhang

2) In response to the limitation of MII itself, for the failure to capture more causes of poor quality and corresponding data, if the red light is on, an action card shall be set up based on the data of other existing sources. In the case of Review Day by Hour every four to six hours, if the output is affected by quality issue, it shall also set up an action card in terms of quality.

We invited representatives of Molex Chengdu MOS Deployment Team to hold an online sharing session on the application of Mevisio, where we introduced our experience in the application of Mevisio and the problems to be solved for each other. For example, starting from the Day by Hour board, we achieved a cell stabilization state through the tracking and control mechanism of action cards.

In the mid-May, we held the first Monthly Operation Review Meeting  (MOR). With the effort of the management, the meeting was held successfully online against the difficulties, where the person in charge of each KPI shared the fulfillment of related indicators and analyzed the causes of failure to fulfill the indicators and put forward the improvement action plan. The related management introduced the progress of the strategy projects corresponding to KPI. The start of the MOR made the objectives more explicit and the actions more concrete. The standardized MOR meeting was vital to the “operation” of the first ring in MOS.

The fifth phase of MOS deployment was Flow Improvement (FLK, Flow Kaizen). For this purpose, we organized four reading and sharing sessions on lean management of value flow, namely “Learning to Observe”, “Creating Continuous Flow”, “Making Materials Flow” and “Level Production”. We planned to apply such knowledge in the practice along with the team members involved in the flow improvement.

We have been in action all the time. Next, we will follow our deployment plan of MOS and effectively apply Mevisio to guide our daily management, followed by a series of activities such as management by gemba walks, the adoption of ASE system and the launch of FLK. Before we succeed, we still have to work hard together.

Thanks for your attention and support. We’re convinced that MOS will take us to a wonderful journey of transformation. We will embrace the ray of victory.

Issue 3 in 2022 - Shanghai Mos Project Updates by Loucts Zhang & Sky Zhang

Issue 3 in 2022 - - Employees’ Insights of MOS Deployment by Shaw Song

Employees’ Insights of MOS Deployment

What activities have you ever participated in the MOS project?

Shu Jin Lan (Assembly): Workplace Stabilization Kaizen Training and Red Tagging.

Zhen Chao (Molding): Workplace Stabilization Kaizen Training, 5Why Training, Red Tagging, and Cell Huddle.

Jiang Xian Chun (Plating): 5S Audit Training, Workplace Stabilization Kaizen Training, Red Tagging, and Cell Huddle.

Zhang Yu Lei (Stamping): Cell Huddle, Red Tagging and Gemba Walk.

Shu Jin Lan (Assembly): The Number Game in the Workplace Stabilization Kaizen Training has taken me to a journey of changes from disorderly to orderly.

Zhen Chao (Molding): It is the Cell Huddle. All stakeholders of the cell join the huddle and when encountering a problem, we are able to find the responsible person directly, which has enhanced the efficiency of problem-solving.

Jiang Xian Chun (Plating): The Cell Huddle allows us to discover the problem quickly and follow up the action in a real-time manner.

Zhang Yu Lei (Stamping): The Red Tagging which is organized in the onsite shopfloor offers a chance for front-line employees to take the initiative to discover improvement areas.

Shu Jin Lan 

(Assembly)

Zhen Chao (from Molding)

Jiang Xian Chun (Plating)

Zhang Yu Lei (Stamping)

The MOS project has been carried out in the Shanghai factory for a period. In the two previous issues of newsletter, we invited two supervisors of the leading areas to share their experience and understanding. This time, let’s listen to the feelings of the cell leader and employees working in the production front line about the MOS project’s operation.

Shu Jin Lan (Assembly): I’ve learned the basic knowledge of 5S and the benefits of workplace stabilization kaizen.

Zhen Chao (from Molding): The Visual Board allows me to clarify the production target and plan, and understand the responsibilities of related stakeholders.

Jiang Xian Chun (from Plating): The team has the chance to discover, discuss and deal with the problems together.

Zhang Yu Lei (from Stamping): I have understood the definition of standards and how standards are developed in the Red Tagging.

Shu Jin Lan (Assembly): We have strictly followed the 5S standard in daily work and our workplace has become more cleaner and orderly.

Zhen Chao (Molding): The deployment of MOS has fully enhanced the safety, quality, productivity and daily management. Especially the 5S and daily management can be carried out by utilizing the Visual Board, which has greatly enhanced the work efficiency.

Jiang Xian Chun (Plating): When we discovered unstandardized products, we would create an action card in time and discuss with the person responsible to solve the problem quickly.

Zhang Yu Lei (Stamping): Previously, the tools were arranged in a mess on the workstation. After the Red Tagging, we developed some standards, so as to make the shopfloor more tidy and allow us to retrieve tools more conveniently.

Shu Jin Lan (Assembly): Our target has been unified, employees’ skill and knowledge has been improved and the production efficiency has been enhanced.

Zhen Chao (Molding): The Visual Board allows us to follow up the production status and target in time so as to avoid the missing or disruption of information caused by the past production meetings passed down from level to level.

Jiang Xian Chun (Plating): The team could think and discuss together in an increasingly relaxing atmosphere, so the work efficiency is improved.

Zhang Yu Lei (Stamping): The cell’s work efficiency has been improved from 80%+ to 90%+. The problems raised at the Cell Huddle can be assigned to a specific person in charge in time.

Issue 3 in 2022 - - Employees’ Insights of MOS Deployment by Shaw Song

Issue 3 in 2022 -  Role and Process Framework for Global GSOP&E by Qiu Wei

Supply Planning Leader

Qiu Wei

Role and Process Framework for Global GSOP&E

The Global GSOP&E Organization must be reformed in order to realize the global planning, which demands for foresight and planning of reform management and the globalization of responsibility in process, assessment score and technology. In addition, the process of Global S&OP starts from the product strategy development and customers’ potential demands, and then enters the processes of demand planning, inventory planning and supply planning, which will be carried out after being approved by the Global S&OP Team. All actions involve the interaction and compliance between the regional and global personnel.

Comparison of current and future processes of global S&OP team structure

Nowadays there are certain differences in the ways of each business division and department to manage GSOP&E and define roles. In order to support the approved global process, we hereby define the duties of future roles to support the unified global process. For the specific process, please refer to the contents as shown in the figure below.

Model Shop Team of Molex Shanghai

Responds Quickly to the Release of New Products with a High Quality

From conceptual design to the release of the connector, how to fully and effectively verify the new scheme and how to reduce the cost risk caused by the scheme modification to the largest extent are questions we must pay attention to before the release of each new product. Model Shop is an important part of Shanghai PD Department. The core idea of Model Shop is to turn a product from a concept to a real object efficiently with a high quality and a low cost.

Quick Response: From conceptual design to small-batch trial production. A complete design and production process of a new product takes a long time. When facing urgent demands of users for samples, we are often stretched. Model Shop department covers a complete development architecture including Molding, Stamping, Assembly, Manufaturing, and Quality, covering key processing steps in the production of connectors. Basically, small-batch trial production of samples can be finished in 4-6 weeks. Its agile development process has well shortened the delivery cycle of samples and enhanced the users’ satisfaction degree.

Cost Optimization: From design scheme to manufacture feasibility analysis to small-batch trial production. There are many uncertain factors in the process of realizing the new scheme. Even though the finite element analysis technology develops rapidly now, in the face of complex and diverse influential factors and actual using environment, it still has its own limitation. If it were not fully verified, once the scheme is changed, it will cause a high cost of time and money. At the stage of new product design, Model Shop was actively involved to provide strong support for the 

Issue 3 in 2022 - Model Shop Team of Molex Shanghai by Eric Zhou & Qin Zixuan

From Point to Plane: From supporting Shanghai only to serving the global. Since its establishment in 2002, Model Shop has developed a series of products ranging from traditional connectors such as Battery, Sim Card, Camera Socket, Display Pot and Type C to the current HNB&PI series E-cigarette connector, FPC, BTB and Fakra...From supporting new product development in Shanghai at the beginning to serving the global business: Its product series range from American PSBU FIT and Edge Card series to Singapore’s Micro Beam and DDR4&DDR5 and then to Japan’s Floating BTB and BMS FPC, which is a reflection of the constant improvement of Model Shop’s engineering capacity as well as the result of the practice of MBM principle.

Model Shop (Shanghai) has always insisted on taking as its own mission to satisfy the customers’ demands and studying to seek transformation, and boosting the release of new products with high-quality, quick response.

Issue 3 in 2022 - Model Shop Team of Molex Shanghai by Eric Zhou & Qin Zixuan

manufacture feasibility of design scheme, and provide important practical basis for the optimization of design, which can effectively cut the design failure cost. At the stage of small-batch trial production, the accumulated precious experience and data are full verification of the design scheme, which can help fix the design scheme with a relatively low cost and provide reference for mass production process.

You must have received the message sent by Charles Koch, president of Koch Industries to all employees, Koch has updated our framework and Koch’s Vision. This includes changing the name of our framework from Market-Based Management® to Principle Based Management.

Then how can we know what contents in the framework have been changed? Why do these changes happen? What should we do now? If you start to read Principle Based Management booklet, you should have already learned or will soon learn:

Our framework has changed from the previous dimensions of Vision, Virtue and Talent, Knowledge Process, Decision Rights and Incentive to another five dimensions of Vision, Virtue and Talent, Knowledge, Comparative Advantage and Motivation.

Meanwhile, in the dimension of Virtue and Talent, our Guiding Principle has also changed accordingly.

Koch New Vision is to succeed long term by applying proven principles of human progress to help people improve their lives.

For these changes, six suggestions on how to start to take action right now. Believe in yourself, seek mutual benefit, embrace changes, be open, build personal knowledge and seek help.

Hopefully, you can embrace and internalize those changes while continuing to learn the “Principle Based Management”. In the third quarter, we will also open more discussions. Please keep tuned. If you have any questions, please discuss it with your supervisor or BHR in time.

Issue 3 in 2022 - Principle Based Management (PBM) by HR Team

Principle Based Management (PBM)

The Handbook of “Principle Based Management”

Issue 3 in 2022 - PBM Workshop for Management Team in June by Julia Lu

This June, Molex Shanghai Plant held two PBM workshops. We also tried a new way. The participants have been changed from BLT, to both BLT and employee representatives have been involved in the discussion and learning of PBM topics. Such an attempt allows us to constantly push the PBM culture down to employees so that more employees can be involved in the learning, internalization and application of PBM.

PBM Workshop for Management Team in June

The workshops held in June covered two topics, namely “Principled Entrepreneurship” and “Contribution Mindset”. The one of "Principled Entrepreneurship" made us realize that we should practice the basic principles of PBM from multiple aspects, such as practicing the idea of mutual benefits, creating superior value for customers and society and becoming a preferred partner.

"Contribution Mindset" was a very new topic to everyone which BLT and employee representatives had a deep discussion on it. When talking about applying a "Contribution Mindset" to better launch cooperation across departments, participants mentioned the importance of a Shared Vision for inter-department cooperation. We should take the initiative to think of whether we can help other departments realize the vision. It’s also a way to contribute to others through mutual benefit. In July, the plant continued the discussion on PBM topics. More employees were invited to participate in the discussion.

On June 16th, Molex Shanghai organized a workshop on PBM principle -- “Principled Entrepreneurship”, which was attended by the company’s management and some middle-level management in the discussion. In the two-hour workshop, we introduced the power of the principle “Principled Entrepreneurship”, which is taken as the guiding start for our behaviors, namely to provide valuable products and services with a sense of accountability, help people improve their life and consume less resources. We discussed what were behaviors of “Principled Entrepreneurship”, namely practicing the idea of mutual benefit, creating outstanding values for customers and society, and creating value for the company; helping Koch Industries become a preferred partner among customers, employees, suppliers, communities and other related important institutions. More importantly, through discussion of multiple actual cases and sharing of personal experience, we helped each participant understand how to apply initiative, judgement and economic thinking, and the company’s risk management concept in their daily work to better practice this principle. Every participant also realized that practicing this principle could help the company and society create more values, and increase their personal value.

Issue 3 in 2022 - Inspiration on "Principled Entrepreneurship" by Steven Song

Inspiration on "Principled Entrepreneurship"

Molex Shanghai

 Stamping 

Senior Manager

Steven Song

The PBM workshop was different from previous ones. In addition to the company’s management, several non-BLT members were also invited. Most of them were grass-roots management or engineers. In the workshop, they were actively involved in the discussion and sharing of opinions. We heard ideas and experiences from different perspectives, which could provide many different principle for us to promote and internalize the PBM principle in the future. Besides, using actual cases from the site in the sharing and discussion could allow the participants better understand and accept.

As a member of BLT, we are convinced that this attempt of involving participants of different levels in the PBM workshop was quite successful. In the future, we will invite more employees from different levels to participate in this kind of discussion to help them internalize the PBM principle more quickly, and better put this idea into practice in their work, which could enable them self-actualize, while helping the company create more values.

Issue 3 in 2022 -Career Interview | Foreign Employees“Living in Shanghai”by Keizo San & SJ & Mr.Park

Career Interview | Foreign Employees “Living in Shanghai”

In lunch time, my colleagues taught me Chinese or Shanghai dialect, while I taught them Japanese. We shared knowledge with each other. I learned Chinese culture when traveling to an agritainment in Zhejiang with my colleagues. In order to have more communication with others and keep healthy, I joined the company’s badminton club. I had started to attend Chinese class five times a week three months earlier. After the pandemic lockdown, the team leader or neighbors in the community became my Chinese teachers. It was a precious experience in China. I liked drinking beer and visiting different stores, so I often went to various breweries and bars on weekends. I was living in Shanghai, one of the cities with the best economy in the world. 

Matsusaki, Keizo

Engineer - Molding Department

Hello, I am Matsusaki Keizo, a Molding Engineer. I’ve been in Shanghai for one and a half years. I have got used to living in Shanghai.

I used to work for the Kagoshima plant of Japan for 22 years. After I quit the job, I worked as a beer brewer. Then, the Plant Lead Julia Huang gave me an offer. Since I was very interested in Shanghai and Chinese language and liked new challenges, I chose to work in Shanghai plant. Thanks to my colleagues and supervisor, I enjoyed a funny life in Shanghai.

At Molex Shanghai, there is a group of foreign employees. Though they are from different countries, speak different languages and observe different cultures etc. They share the same name “Molex Shanghai Employees”. For the same goal, they devote themselves to the work on their positions and enjoy a happy life.

In this career interview, three foreign employees with Molex Shanghai will share their feelings about working in Shanghai.

Issue 3 in 2022 -Career Interview | Foreign Employees“Living in Shanghai”by Keizo San & SJ & Mr.Park

In the company, my main job was to solve the problems of SSB6 PLUG&REC, development and maintenance of Molding sorting machine. From the end of last year, I was in charge of PE of BtoB. The PE job in Shanghai was different from that in Kagoshima. Though I was puzzled with the work I did for the first time, it left me with an unforgettable memory after my effort.

I kept thinking of how to better share my experience and technology accumulated in Molex Japan for 23 years with my colleagues and how to realize standardization, then one and a half years elapsed in a blink.

Jo, Sung Jin

Manager - Plating Engineering

Hello, everyone, I am Sung Jin Jo. I am the leader of  Plating Engineering in Molex Shanghai.

I am from South Korea. I have been working in China for 17 years, and working with Molex Shanghai for 4 years.

During this period, the Plating had replaced the scrubber and AHU and installed four new Plating machines. I used to work with supervisors such as Peter Li, Julia Huang and CK Ryu, which had benefited me a lot. Meanwhile, I am glad to work with other employees of Molex Shanghai. Everyone is full of enthusiasm in their work.

Every Saturday, I would cycle with my colleagues with the same hobby. I set a goal for myself. I would cycle for 60-80 km every time. In the trip of cycling towards the destination, we helped each other, which had deepened our friendship and made us stay healthy. In the trip of cycling, we chatted about everything and felt very happy. In the future, I will insist on the sport of cycling with my colleagues in Molex Shanghai. Thank you, everyone.

 # 2：Incredible social development speed: In South Korea, the use of cash and credit card still accounts for a very high proportion. Of course, the proportion of mobile payments as increased a lot recently. However, mobile payment in China is diverse, as QR code is even used by beggars on the street. Meanwhile, the takeout delivery of China is very convenient, which has been applied in each field of traffic and medical care. When I return to South Korea, I will probably feel much inconvenience.

 # 3：The purpose of life is love: Life is short. Never always expect what you can get, but focus on what you can give. I believe, the real love is happy, since I can give something to others. We should try to narrow the gaps with others. This is a lesson I’ve learned from the love I have got in China.

KI Park

Issue 3 in 2022 -Career Interview | Foreign Employees“Living in Shanghai”by Keizo San & SJ & Mr.Park

# 1：As a Korean working with Molex Shanghai: The social order in South Korea is based on age, which is influenced by Chinese Confucianism and traditional culture. It’s a good tradition to respect the elders, which would partly affect the freedom of speech and organizational development. At Molex Shanghai, I’ve felt that the interpersonal relationship is freer than that in Korean society. A team member 20 years younger than me was my friend. In the work and life, we helped each other.

Engineer - Plating Department

It is my great honor to announce the list of Molex Shanghai Long Service Award for May and June 2022. 14 employees from different departments are awarded for their hard work and continuous contribution for adding value to company. We have invited two employees to talk about their rewarding experience in Molex Shanghai on behalf of the winners of the long service award.

Click to view the list of the awardees of the Long Service Award 

Issue 3 in 2022 - Long Service Award for May and June 2022 by HR Team

Long Service Award for May and June 2022

Lu Xue Feng: This year is my 25th year in Molex Shanghai. Molex has provided an opportunity for me to develop my career and make more friends. Each transfer is a new challenge for me. I still remember that I was transferred to the Stamping department to supervise the production of Apple N51 in 2013, which was a challenge for me and the team. This was the first time that the Stamping team provided services directly to customers, and I had felt more pressure posed by the responsibility for supervision of both production and process management. Finally, we fulfilled the task and achieved substantial economic returns for the company, from which I also gained productive experience through working with the team members. I hope to improve my occupational skills to add more value to the company in the future.

Feng Hao: It is ten years since I joined Molex Shanghai. I have learned a lot especially from the Nano-pitch manual MC project, it was the first project I designed independently at Molex and the turning point of my career development. Every step in the process of the project execution, including the initial project proposal, machine design and the final mass production, is a new challenge and an opportunity to gain productive experience. Through implementation of the project, I learned how to solve problems independently and communicate with colleagues, and laid sound foundation for my current position as a supervisor.  I am honored to work for such a company and I will continue to work hard to add value to the company.

Lu Xue Feng

Stamping

Feng Hao

ME

Issue 3 in 2022 --  Online Training Reflection of “How to ask questions effectively”  by Ye Lei

 Online Training Reflection of “How to Ask 

Due to the pandemic, traditional offline training was limited. Online training has become necessary for transformation. On the afternoon of June 16th, Justus Wang from Global Operational Excellence Team delivered a highly targeted and more practical online training to the employees of Molex Shanghai -- How to ask Questions Effectively. The training was unfolded around “differences between suggestions and asking questions, understanding of effectiveness, dimensions of asking questions, do’s and don’ts in asking questions”, which used the video of cell brief meeting at a real production site to guide everyone to explore and think of what kind of questions are valuable. The new online group discussion mode could also achieve a very good interactive effect and fulfill the purpose of training even the students do not get together.

At the end of the training, Justus encouraged everyone to apply the methods and practice what learned in the training to the work such as daily cell huddle meeting in shopfloor after the training and expected that the supervisors of employees can offer more support. The value of training is not only reflected in classroom, but also reflected in every work site and position. In this process, you may experience some painful time, but as long as the goal remains consistent, the final outcome will be surely good. Of course, Justus also expected the employees to feedback the problems and difficulties encountered in their work. A coach can not only offer help and guidance to the students, while it can also help the coach improve the content and quality of the course and promote the effect of training.

All colleagues that attended the training are expected to apply the theoretical knowledge learned in the course in their work, truly realize the training effect and promote the sustainable and healthy development of the company.

From March 2022, the Covid-19 of Omicron strain was sweeping Shanghai. Each business of the company including material warehousing service was obviously affected. According to the company’s deployment, our department arranged over 60% of our front-line workers to work and stay onsite in the plant. 

Issue 3 in 2022 - Molex Shanghai Full Resumption by Molex Shanghai Employees Co-authoring

Molex Shanghai Full Resumption 

■ Logistics

■ Production

Before the lift of lockdown, the management fully discussed how to deal with all kinds of abnormal conditions such as personnel, materials, logistics and pandemic prevention and control faced in the resumption of production and operation. Benefiting from such preparedness, Molex Shanghai resumed work and production quickly, smoothly and safely after the lift of lockdown. The production was remaining at a high-efficiency and high-level state after the resumption of production. All employees, whoever returned to the plant like those from Production teams and Plant Maintenance, or those still worked from home at the beginning of lockdown lift. Colleagues who still worked from home at the beginning of the lift of lockdown all erupted with high enthusiasm in their work, seizing every minute and second to recover all the loss caused by the pandemic lockdown. Departments such as Planning, Procurement, Logistics, Production, ME, Quality, HR and Plant Maintenance worked together with tacit cooperation and carried forward the spirit of breaking the boundaries of departments, with task orientation as they had observed during the lockdown. As a result, each indicator of Shanghai factory was refreshed constantly. We owe our gratitude for your hard work.

Currently, the backlog of orders due to the pandemic lockdown has not been completely cleared, as new orders keep coming. Our task is still very heavy, but heroic spirit will only shine in a difficult time. We’re convinced that as long as we maintain this momentum, we will reach new heights in the following months, seasons and years.

■ Human Resources

Issue 3 in 2022 - Molex Shanghai Full Resumption by Molex Shanghai Employees Co-authoring

Upon receiving the news that lockdown was to be lifted in June, the HR team immediately discussed and developed the resumption plan for different types of employees with the company’s BCP team according to the requirements from the government. The plan included, on-site employees in the plant went home for rest, production workers outside the plant came back to resume working in time, and office employees kept working from home. The team also developed the attendance and salary payment rules for various employees.

Considering that there might be streams of employees leaving Shanghai for their hometown after the lift of lockdown, the HR team and business department analyzed the manpower needs of each department according to business demands and learned about the status of employees before the resumption of work,  introduced effective recruiting channels in time, and immediately launched direct recruitment of employees upon the resumption of work. In the first month after the resumption, 50 new direct workers had been hired. In addition, the team monitored the people returning rate in a real-time manner and timely communicated with those who could not come back for work. As of mid-June, the people resumption rate was higher than 97%.

For the production workers who had been the tight resumption of production, the management also studied and decided production incentive rules and thanked and encouraged everybody to continue to make their contribution to Molex Shanghai.

They overcome various difficulties and took every effort to guarantee effective material warehousing. Other employees also worked in different ways such as working from home and keeping close contact and cooperation with related stakeholders.

■ General Affairs

As the pandemic situation in Shanghai became increasingly stable, lockdown was lifted on June 1st. General Affairs team ushered in a new challenge. A series of logistical support plan were appearing in their brain.

They had to ensure that the 516 employees under lockdown could leave the company in an orderly and safe way and return to their normal life and work. The public areas of the company had to be fully disinfected and sterilized, while the furniture at the meeting room and office had to be re-arranged. They had to calibrate the “digital sentry” a newly purchased equipment for pandemic prevention and control and develop the testing procedure. They had to plan the routes for workers to come to work and leave work and the daily antigen test and weekly nucleic acid test for the employees entering the factory. They had to develop schemes to cope with special weathers and over-load staff and come up with emergency response when the testing result was abnormal. 

Issue 3 in 2022 - Molex Shanghai Full Resumption by Molex Shanghai Employees Co-authoring

They had to develop and implement the factory entering requirements for external people such as visitors, contractors, interviewees, equipment maintenance workers and truck drivers. They had to arrange logistical support, including catering, security, cleaning, shuttle bus service, greening and special employees accommodation in the hotel. They had to fully consider the overall plan and deployment of the company’s pandemic prevention supplies and living facilities and summarize the pandemic prevention and control etc.

When encountering the sudden pandemic and long lockdown, we provided the best scheme based on company's actual conditions and employees' overall situations, we have gone through a rich and unforgettable experience in our work. It has always been a tough task for us to effectively implement each pandemic prevention and control scheme and ensure our working efficiency and care about the feelings of our employees. It will remain an unchanged original aspiration for us to provide timely and proper solutions and wisdom for General Affairs and serve the company and employees well.

After the resumption of work, the factory kept running in an orderly manner. The employees appeared firm in their eyes, as their hard work finally paid off. The sincere expression of gratitude could truly fill us with warmth and strength. I think, the logistical support provided by General Affairs won’t be finished, but will go on forever. In order to build our Shanghai plant into the safest “flagship factory”, let’s forge ahead and work hard together.

As the company fully resumption on June 1st, the EHS team also tried to “offer a helping hand” for the company’s healthy and healthy and safely production resumption.

In order to ensure the health of production employees, the team organized the "in-job occupational health check" for the 2nd half year while ensuring normal pandemic prevention and control. In addition, the EHS team also carried out “fire fighting training to ensure all employees to keep alert of production safety while resuming work.”

Other than guaranteeing the company’s healthy and safe resumption of work and production, in order to better fulfill the corporate social responsibility, the EHS team also promoted environment protection projects such as gradually restoring the “life sewage reconstruction Phase I” while ensuring the pandemic situation stable in the company.

■ EHS

■ Facilities

The normal operation of factory facilities and public power equipment is an essential precondition for the production of manufacturing enterprises, which mainly involve electric power, power supply, fire safety system and public power equipment.

During the period from March 28th to June 1st, the factory’s equipment maintenance team finished the daily check of public equipment on time, ensured the normal operation of facilities and equipment from Phase I to III buildings of the factory, and handled all kinds of repairs and maintenance during the lockdown.

Issue 3 in 2022 - Molex Shanghai Full Resumption by Molex Shanghai Employees Co-authoring

Since the maintenance of public equipment could not be finished on time, most equipment were working over-loaded. The failure rate had risen obviously, especially the five elevators in the factory. Since there was a shortage of maintenance workers, the staff at the site tried to troubleshoot. Through the WeChat group of  Plant Maintenance team, they analyzed the problems for the failure of the elevators and finally solved the impact of elevator failure on production.

Issue 3 in 2022 - “Cloud” Employee Activity Summary by HR Team

“Cloud” Employee Activity Summary

Molex Shanghai launched four Cloud activities in May and June, including food, Talent, Life, and Public Welfare, involving 700 participants, with more than 300 articles issued. Each theme set five popularity awards, with 15 participants all themes. Colleagues had not seen each other for a long time, through online platforms, they showed cooking and talent in the forms of photos, videos and texts and showed their wonderful life and public welfare. Let’s review the time spent on the “cloud” through the photos taken by the colleagues.

■  “Cloud” Food

■ “Cloud” Talent

■ “Cloud” Life

■ “Cloud” Public Welfare

Issue 3  in 2022 -Molex Shanghai is Building a Green, Low-carbon Factory by Jerry Li & June Zhang

Molex Shanghai is Building a Green, Low-carbon Factory

■  Energy saving and emission reduction in Shanghai factory

Aligning with China’s goal of “Carbon Peak 2030”, Molex Shanghai factory is also taking an action.

In recent years, we have adhered to the principle of of saving energy and resources. By taking measures such as replacing existing equipment with equipment with low energy and water consumption, discarding equipment with a high energy consumption and carrying out accurate energy consumption monitoring and through the close-loop management of PDCA, we have continuously reduced the company’s energy and water resource consumption.

The company’s energy consumption declined sharply from an average of 75.2 megawatts/million USD per month in 2020 to an average of 54.5 megawatts/million USD per month from January-April 2022, with a decline of 27.5%. The company’s water consumption also declined sharply from 582 tons/million USD per month in 2020 to an average of 345 tons/million US per month in January-April 2022, with a decline of 40.7%.

In addition, the company emphasized the use of green and clean energy. The company planned to buy green and clean energy such as PV and wind power through national platforms and made around 90% of our annual power consumption clean and green.

Meanwhile, from 2022 we began to apply for certification of “Green Factory in Shanghai” and better assume our social responsibility.

Other than government and enterprise, as a member of the society, the company advocates that everyone with Molex Shanghai should start with themselves and make their own contribution in green travel, saving of water and power and emission reduction.

Issue 3 in 2022 -Promoting Energy Saving & Emission Reduction and Boosting Green Manufacture by Jerry Li & June Zhang

In recent years, multiple cities in China are experiencing various extreme weathers. Extreme high temperatures have occurred in Baoding, Shijiazhuang and Xingtai of Hebei Province. The temperature in some cities even exceeded 44℃, breaking the local temperature record in the local history of meteorology. Extreme weathers showed a trend of increasing worldwide. In addition to natural factors, human activities are also an important factor for extreme climate. The problems such as atmosphere warming, glacier melting and frequent volcanic eruption have reflected the negative impact of human activities against natural laws on the environment.

Today we will introduce the impact of greenhouse gases and effect on the climate.

The trace gases such as H2O, CO2, CH4, nitric oxide, HFCs, perfluoro-carbon, sulfur hexafluoride and nitrogen trifluoride in the air, on one hand, allows the sunshine to penetrate to heat the Earth’s surface. On the other hand, they could absorb the infrared rays reflected from the Earth surface to the universe, thereby heating the air and maintain the temperature of the Earth at a certain level and providing suitable living temperature and climate for all living creatures on the Earth including humans. Such kind of trace gases that can increase the atmosphere temperature of the Earth are called greenhouse gases and their effect is known as greenhouse effect.

Greenhouse effect is like a double-edged sword. Without greenhouse effect, the Earth’s average temperature will drop to about -20℃, which means that man lives on the Earth can’t survive. However, if there were too much greenhouse gas, the greenhouse effect would warm the globe and bring global catastrophes to the humans such as glacier melting, rising of sea level, abnormal climate, increase of plant diseases and insect pests and land desertification escalation.

■  What is greenhouse effect?

• Shanghai Outlook / Award-winning Quiz   •

What are the main activities of MPD?

 What contents will be promoted next according to the promotion plan of MOS?

What are the core ideas of the Model Shop team of 

Molex Shanghai?

How much the water consumption of the company has declined compared with the average monthly consumption in 2020 and in January-April 2022?

A. Defining products in MES                                   B. Defining the list of materials 

C. Defining the workflow and corresponding data   D. Creating label definition

A. Applying Mevisio to guide daily management     

B. Implementing management through walking around          

C. Carrying out FLK                        D. Line practice

Dear readers, you can find the answers of these four questions in the text above. With a pair of sharp eyes, you must be able to get a full score. We’ve prepared a special gift for you if you get a full score. Scan the code and answer the questions now.

Moreover, your support is the biggest dynamic power for us to continue to run this internal journal. We look forward to your opinions and suggestions.

Scan the QR code. Finally, you can pick three articles that impress you most deeply and leave your comments.

Promoting Energy Saving & Emission Reduction and 

Boosting Green Manufacture

BUSINESS NEWSLETTER OF MOLEX SHANGHAI

CALL FOR ARTICLES

Final Reviewer: Lucy Li

Editor: Rachel Zhang

Editorial Team Introduction:

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 fourth 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!