CY24 Business Newsletter Volume 5_English Version

Shanghai

outlook

05

CONNECTION AS ONE MOLEX,

COLLABORATION FOR TRANSFORMATION!

November 2024

PRINCIPLE BASED MANAGEMENT

DIGITAL TRANSFORMATION

"Accountability" Principle Introduction

04

PBM Workshop Highlights

05 - 06

Molex Shanghai Talent Development Program Updates

07 - 08

Shanghai OpEx Team Introduction

09

September ~ October Long Service Award

10

Internal 

Use Only

TALENT DEVELOPMENT

"One Molex" Visit ⑤

11-13

INTERACTION WITH READERS

Molex Shanghai July New Record Gift

14

CY24 Q2 Employee Communication Meeting

15

Manufacture Service: Annual EHS Training Review

16

Product Development: FIT Series Connector Introduction

17

Molding: Gemba Implementation and Sharing

18

Award-winning Quiz

20

Call For Articles

21

Plating: Gold Recovery Improvement Program

19

Internal 

Use Only

04

PRINCIPLE BASED MANAGEMENT

"Accountability" Principle Introduction

By: Ye Lei

Shanghai Outlook

At Molex, we focus on not just results, but the way we get them. We need to understand whether your behavior is consistent with our values in order to respond appropriately. Accountability is critical to a successful organization and is one of the principles highlighted in the Comparative Advantage dimension.

Accountability is the process by which a person assumes the consequences (either good or bad) of a decision or action after it has been made. So, what on earth does accountability mean? Accountability is the process of evaluating what has happened and appropriately identifying those who have contributed positively to the outcome and those who have contributed negatively. The goal in an “accountable” organization is not to punish or blame others, but to understand so that we can learn from it, improve it, and respond appropriately.

There is no single way to take accountability. Positive contributions can be demonstrated by expanding responsibilities, increasing authority/decision-making privileges, feedback and appreciation, while negative contributions can be managed by reducing responsibilities, decreasing authority/decision-making privileges, feedback and improvement.

As employees who follow the principle of accountability in day-to-day work, we encourage you to provide timely feedback that recognizes what they are doing well so they can further develop those skills and behaviors, and when they fail to live up to expectations, give timely feedback that assists them in recognizing the shortcomings and making improvements.

“Accountability” is one of the cornerstones of Molex's success. By taking accountability for our actions and results, we can not only improve our work efficiency and teamwork, but also achieve personal growth and professional development. 

“A culture that lacks accountability lacks integrity and it cannot survive, let alone thrive.”

                                                                                                  - Charles Koch

What comes to mind when you hear the word “accountability”?

PBM Workshop Highlights

By: Molex Shanghai Employees

05

PRINCIPLE BASED MANAGEMENT

From September to October, Molex Shanghai's PBM Workshop harvested great results! During these two months, an impressive total of 9 workshops has been hold on topics such as “Motivation”, “Creative Destruction”, “Economic Thinking”, “Principled Entrepreneurship” and as well as “Principle-Based" vs "Rule-Based”.

Through these workshops, participants have not only improved their professional skills, but have also been positively impacted in their work and life.

The workshop was designed with interactive Q&A sessions. The facilitator had an in-depth discussion on what is “Principled Entrepreneurship”. Colleagues from the Plating Team actively shared their views, pointing out that the continuous improvement of the environment in the workshop, the standardization of wearing protective equipment, and the strict respect for the laws and regulations of each country are all vivid embodiments of entrepreneurial spirit of principle. Colleagues from the Molding Team also shared touching examples. During the COVID-19, they volunteered to return to our company to overcome the difficulties together with us. During their stay in the plant, they surmounted many unimaginable difficulties in clothing, food and housing, and their selfless dedication ensured that we could deliver the products to our customers smoothly, which is undoubtedly the best interpretation of entrepreneurial spirit.

Finally, we collected comprehensive feedback for this activity. Most of our colleagues highly praised this activity, which is undoubtedly the greatest affirmation of us, and also injected great impetus to our workshops in the future!

On October 18th, HR Team and Pioneer Lv, Chief Engineer of the Plating Team were successfully organized a “Principled Entrepreneurship” workshop.

Production PBM Workshop

Facilitator: Pioneer Lv

06

PRINCIPLE BASED MANAGEMENT

For a company, principles always guide its development direction. Daily production operation with the principle of safety first can prevent many accidents from occurring. When it comes to key processes such as product design and process design, working based on principles is like giving it a dynamic vitality, making it more capable of coping with all the changes in the industry. When dealing with difficult risk issues such as QN, analyzing through the unique perspective of different principles is like having a precise ruler of value judgment, and being able to make more excellent choices.

In my case, this training is a baptism of the soul and a sublimation of knowledge. It gave me a deeper understanding of how to deal with different issues. With this training, I will be more confident and uphold the principles and move forward to achieve greater results in my career.

“Principle-based” vs “Rule-based”

It was my great honor to be the facilitator to discuss the topic of “Principle-based” vs “Rule-based” with colleagues in the PBM workshop of ME Team in Q3. Our training was like a feast of knowledge. Through the vivid interpretation of scenario games, detailed analysis of case studies, and skillful use of AskFred, we revealed the relationship and importance of principles and rules to the participants, and gave them a clear understanding of how to apply the principle-based approach in their work.

Rules play an important role in a company. They are like the cornerstone of a solid building, covering all aspects of rules and regulations, procedures, etc. They are a strong guarantee for orderly and efficient work, as well as a behavioral guide for employees in their work, which should be followed by the employees.

ME PBM Workshop

Facilitator: Jim OU

07

TALENT DEVELOPMENT

Talent Development Program Updates

By：Jolin Zhou

Unconsciously, time has already come to the fall which carries endless harvest and hope. This year is even more significant for the Shanghai plant, as two important talent development programs, that is, the Front-Line Supervisor Development Program and the Middle-level Supervisor Development Program, have made remarkable achievements and solid progress respectively.

Front-Line Supervisor Development Program

After the in-depth training on the first topic “Principle-based vs. Rule-based”, the front-line supervisor development program has successfully completed the second learning topic “Understanding Your People and Building Trust”. By skillfully combining vivid cases with knowledge points, the learning process, which was originally a bit boring, instantly became very interesting.

It is crucial to understand the real needs of the participants to continuously optimize the program. This October, we made a comprehensive questionnaire survey and face-to-face interviews to collect valuable suggestions. These voices from the front line are of great significance in guiding us to carefully plan the PBM learning program for next year. What they saw was an uninhibited and honest exchange of information about the current staffing situation on their shop floors and their true feelings, as well as the ability to boldly present all the details of the support they need to do their jobs. At the end of October, we invited the managers of each production department to share the latest situation of the project and discuss how to accelerate the learning and practice of PBM in the coming year, to accurately find and solve the pain points within the organization, and to provide powerful impetus for the sustainable development of the plant!

Production line leaders and front-line technicians indicated that the learning pace and approach was tailor-made for them, and that it fit perfectly with the actual situation of the production lines, allowing them to immerse themselves in the program with ease and comfort.

Shanghai Outlook

Shanghai Outlook

08

TALENT DEVELOPMENT

On October 10, Facilitator Wang led participants to explore a brand-new training course - “Problem Solving Skills”. It introduced various practical tools to effectively lead the team and better assist their subordinates to solve all kinds of thorny problems they encountered in their work in a more attentive and professional way. Let's listen to the feedbacks from the participants after they have learned this wonderful course.

Middle-level Supervisor Development Program

Various problems may crop up in daily management. Although we can sometimes eventually cope with these problems based on our experience, we lack a systematic and complete set of methods.

I realize that accurately identifying the problem is the most critical first step to solving it. Just like finding the right direction in the dark, only when we have a clear idea of where the problem lies, would all the subsequent efforts not deviate from the right direction.

Information Collection：It is like a bridge between the problem and the solution.

Problem analysis：By learning to dismantle problems and explore cause and effect relationships, we can sort out those originally complicated situations and quickly and accurately locate the root cause of the problem. It is like quickly finding the key points hidden in the fog, which lays a solid foundation for finding solutions in the future.

Solutions:：We need to learn to explore various options and make reasonable evaluations of the feasibility of each of them. We must be flexible and adaptable in our work, while steadily moving forward according to the established plan, to ensure that all tasks can be thoroughly executed.

Effectiveness evaluation：It enables us to connect the whole process of problem handling to form a complete closed loop. By clarifying whether or not the expected goals have been achieved, we can reflect on and summarize the whole process.

I am confident that I will be able to respond to the various kinds of complex problems faced by the team more efficiently, and lead my team members to overcome challenges, promoting the development of our work in an even better direction and achieving even greater results!

Toolroom participant -- Wu Juming

09

TALENT DEVELOPMENT

Shanghai OpEx Team Introduction

Operation Excellence (OpEx) is a key force for continuous transformation and efficient operation.OpEx Shanghai consists of three teams: Lean Six Sigma (GLSS), Industrial Engineering (IE) and Digital.

The GLSS team focuses on the implementation of TOP projects, leads LSS training, organizes progress updates on project improvements, as well as assists the management team in achieving the corresponding KPI targets.

The IE team is dedicated to process standardization, factory layout optimization and effective control of production support resources. From the creation of BOMs, to the optimization of factory logistics, to the development of standard processes and the standard definition of auxiliary handling tools, the team applies Lean thinking to strive for excellence in its work.

The Digital team was established at the beginning of this year. It is responsible for digital standardization, data analysis and presentation, OPC problem solving and system level training. As a new team, it will be involved in some of the system development tasks in the future, and will be able to provide new ideas to the OpEx team.

In short, the OpEx teams work together to complement each other's strengths. By eliminating waste, optimizing processes, and driving digital transformation, they contribute to efficient operations and sustainable growth.

By: OpEx Team

Shanghai Outlook

10

TALENT DEVELOPMENT

September ~ October Long Service Award

By: Danise Zhang & Huang Cheng

Molex Shanghai Long Service Award is a certification of professionalism, down-to-earthness, hard work and excellence, recognizing the efforts of our employees and their outstanding achievements!

We are honored to announce our September-October 2024 Molex Long Service Awards, with 16 horned employees. We invited two of our employees as the representatives of the award winners to share their experience of working in Molex Shanghai.

通过这次学习，让我恍然大悟：原来精准识别问题，乃是解决问题最为关键的第一步呀！就如同在黑暗中找准了前行的方向，只有明确了问题所在，后续的一切努力才不会偏离正轨。

信息收集：其重要性不容小觑。它宛如一座桥梁，连接着问题与解决方案。

分析问题：通过学习拆解问题以及探寻因果关系，能够将那些原本错综复杂状况梳理得井井有条，迅速且精准地定位到问题的根源所在。好比在一团迷雾中，快速找到了那隐藏在深处的关键点，为后续寻找解决方案奠定了坚实的基础。

解决方法：探寻多样方案，并且会对每一种方法的可行性进行合理性评估。课程中提到的一个生动事例，家中马桶堵塞的时候，在没有合适专业工具的情况下，竟然可以采用一种别出心裁的方法 —— 将塑胶袋内灌满空气，然后堵住马桶口，再轻轻拍打塑胶袋，便能巧妙地解决堵塞问题。同理，在工作当中，我们在按照既定计划稳步推进的同时，也必须要保持灵活应变的能力，确保各项工作任务都能够执行到位。

效果评估：它就像是一条完美的丝线，能够将整个问题处理的过程串联起来，形成一个完整的闭环。通过明确是否达成了预期的目标，我们可以对整个处理过程进行反思与总结。

我坚信自己能够更加高效地应对团队所面临的各类纷繁复杂的难题，引领着团队成员们突破重重困境，推动着工作不断迈向崭新的台阶，书写更加辉煌的篇章！

Purchasing

Danise Zhang

Time passed by quietly! When I just graduated, I was lucky enough to join Molex, and I was full of curiosity and awe about the workplace as a newcomer who once mistakenly thought that the “Molding Department” was the “Accommodation Department”, and since then, I have started a new journey of my life in Molex!

To make improvement as soon as possible, I changed my role from purchasing assistant to production planner. I worked hard to learn the production process, familiarize myself with the products, and studied in each production department every day, striving to arrange a plan that could meet the delivery date while saving time, effort, and costs for production, which also laid the foundation for my successful transition to purchasing. Nowadays, for every order I place, I expect to strive for more time and save more cost for production!

I've been with Molex for 20 years, and I've already taken this place as my “home”, it carries my dreams, and I've witnessed its transformation. Many excellent “family members” around me are playing the roles of friends and teachers, giving me guidance and help, and we are working side by side to achieve each other's success and build our “home” into a better and better place!

Molding

Huang Cheng

How time flies. I have already spent 25 years with Molex. When I first started my career, I stepped into this unfamiliar and challenging environment with great enthusiasm and a touch of anxiety. Fortunately, I met my colleagues and leaders who are like-minded and willing to give me a hand. They not only taught me professional skills, but also taught me the power of teamwork and the way of dealing with people in the workplace. With the passage of time, I gradually found my own position in the company, accumulated some experience and improved my ability. I have also witnessed the growth and change of our company in the past 25 years. Our company has experienced countless challenges, from the initial start-up team to the large-scale enterprise today. Like my company, I have also faced challenges and dilemmas, which even make me confused and feel frustrated, but it is them that make me more mature and resilient.

I also want to be a role model and guide for more young people and help them grow in the workplace more quickly. These 25 years in the workplace are one of the most valuable assets in my life, allowing me to learn how to face challenges, how to value opportunities and how to work with others. I believe that I will continue to be courageous and move forward in the days to come!

11

PLANT DYNAMICS

"One Molex" Visit ⑤

Aligning with the GOC vision, more and more "One Molex" knowledge sharing and visiting are taking place among Molex divisions and plants. Employees from Shanghai plant visited other plants for exchange and learning.

By: Molex Shanghai Employee

September 📅 Molex HR Operating Model Workshop & APAC HRBP Acceleration Program

From September 23rd to 26th, Molex HR Operating Model Workshop and the second workshop of Molex APAC HRBP Acceleration Program were held in Shanghai.

Bryn Wiley, Senior Vice President of Global Human Resources and Chieko Yamamoto, Senior PBM Director of Molex, facilitated the first workshop and discussed the current Molex HR operating model with approximately 30 HR team representatives from Greater China and Singapore on what was adding value to the business and what needed to be further enhanced. The results of these discussions would help the HR team to provide better HR services.

Shanghai Outlook

Shanghai Outlook

October📅Mexico Plant Visited Shanghai

This August, the leaders of CCS embarked on a visit to the Nogales plant, which opened up a meaningful exchange program. As one of the important actions to follow up this visit, Leon Ricardo, Operation Manager of Nogales plant, Molding Process Engineer Daniel and Molding Technician Ramon, arrived at the Shanghai plant in October with full expectations and enthusiasm for exchange and cooperation, and started a two-week in-depth visit to the plant.

During this two-week visit, with high professionalism and sincere attitude, the professional teams of molding production, machine repair, process and layout optimization in Shanghai plant gave comprehensive and detailed on-site explanations to the colleagues from Nogales plant in Mexico, as well as conducted activities for in-depth experience sharing in five different important directions. Both teams also organized a two-way discussion each day, in which they expressed their own views. We finally summarized the corresponding long and short-term action items of Nogales, and also planned a trip for the relevant team members in Shanghai to visit the Nogales factory for on-site support.

12

PLANT DYNAMICS

In the Molex APAC HRBP Acceleration Workshop, 15 HRBP participants shared the practice of Strategic Workforce Planning and PBM Compensation Philosophy of each site through discussions of various real cases.

13

PLANT DYNAMICS

October📅Vietnam Plant Visited Shanghai 

Molex Shanghai is at a critical stage of its business development this October, with several important projects entering the critical assembly and commissioning phase. Among them, the new projects Mirror Mezz#8 and #9, as well as GD6, were operating in parallel with each other and required assembly and commissioning at the same time, which undoubtedly posed a great challenge to the related schedule.

Considering that the MM#8 project is scheduled to be transferred to Vietnam for subsequent production, the Shanghai Automation Manager and the Vietnam Automation Manager quickly started a positive and effective communication and negotiation. After a thorough discussion and weighing, an extremely constructive cooperation plan was finally reached: the Vietnam plant responded positively by quickly arranging three skilled technicians to fully support the assembly and commissioning of some of the key machines in the MM#8 project.

1.Workshop layout

2.Molding management & process

3.Digitalization application

4.Facilities and equipment & Man-machine 

ratio optimization

5.5s & Training development

In this case, the Shanghai Automation Manager and the Vietnam Automation Manager quickly started a positive and effective communication and negotiation. After a thorough discussion and weighing, an extremely constructive cooperation plan was finally reached: the Vietnam plant responded positively by quickly arranging three skilled technicians to fully support the assembly and commissioning of some of the key machines in the MM#8 project.

October📅 Asia Lab Summit Meeting

The Asia Lab Summit was held from October 29 to November 1, 2024                          in Shanghai and Suzhou, China.

The teams involved were from Chengdu, Singapore, Malaysia, Japan, Zhuhai, Suzhou (MPS), Zhangjiang (CVS), Shanghai and several labs online. At the summit, we shared a common goal - “to promote collaboration and coordination among our regional lab sites by sharing knowledge, utilizing each lab's strengths and building relationships” to better serve our customers.

20 presenters from 13 locations shared their unique capabilities, expertise, projects as well as challenges. Over the course of 3 days of knowledge sharing, we identified more than 20 opportunities covering lab capacity expansion, emergency case handling, improving testing capabilities, leveraging data analytics, talent development, benefits of globalization, and process standardization. On the last day of the PBM workshop, we collectively screened 3 priority initiatives using the PBM 5D framework to provide guidance for the next steps in collaborative laboratory development.

14

PLANT DYNAMICS

Molex Shanghai July New Record Gift

By: HR Team

This May, Molex Shanghai set a new record in two key indicators: third-party sales revenue and gross profit. This brilliant achievement could not have been made without the hard work and unremitting efforts of all our colleagues. In order to recognize their contribution, the Shanghai management team has provided special team building subsidies to motivate all colleagues to continue to achieve the goal of “Connection as One Molex, Collaboration for Transformation”!

After the record-breaking performance in May, the Shanghai plant achieved a new high in gross profit margin this July!

In order to make sure that the gifts can better cater to the needs and preferences of our colleagues, the management of Molex Shanghai discussed the gift programs. Finally, through the active communication and coordination between the Purchasing Department, the Factory Affairs Department and the Human Resources Department, three gift programs were offered to the colleagues, and all the gifts were distributed in the plant before the National Day.

With an eye to the future, all Molex employees in Shanghai will continue to work together like a tightly meshed cogwheel with a strong sense of unity. We will continue to meet all kinds of challenges and overcome them with fearless courage and tenacity. We are confident that in the near future, we will be able to achieve even more outstanding results and write a more brilliant chapter for the development of Molex!

15

PLANT DYNAMICS

CY24 Q2 Employee Communication Meeting

By: Rachel Zhang

Molex Shanghai has always been committed to creating effective two-way communication between the company and its employees.With the support of our colleagues, the CY24 Q2 Employee Communication Meeting was successfully held! Molex Shanghai organized three DL employee communication meetings and one office employee communication meeting from September 10th to 14th.

🤝DL Employee Communication Meeting

👉Operations Director KH Park, Production Manager：Steven Song、Murphy Miao、Robin Wushared the CY24 Q2 business updates as the management representatives;

👉Jason Fu & John Xu from Quality team reviewed the plant's CY24 Q2 quality-related data and zero-defect activity follow-up program;

👉EHS Manager Jerry Li shared the plant's safety related data and safety Month activities preview;

👉HR presented awards to the winners of MXSH  “PBM Shout-Out" campaign.

🤝Office Employee Communication Meeting

👉KH Park, Operations Director, and Hansen Zhou SBM Senior Manager presented the plant business Updates;

👉Jason Fu, Manufacturing Quality Manager, reviewed the 2024 Q2 plant's Quality Related data and zero-defect activity follow-up program;

👉HR Team recommended and taught two practical PBM learning tools: "AskFrd" and "myLearning".

Shanghai Outlook

16

PLANT DYNAMICS

Manufacture Service: Annual EHS Training 

By: June Zhang

In the middle of October 2024, the annual EHS training of Molex Shanghai Connectors & Kunshan Company was launched again. The main trainees of this training are the management of the company and the key supervisors of each post, and experienced lecturers were hired to deliver the training.

The training started with the understanding of the new EHS regulations, with in-depth and practical contents, allowing the management to have an in-depth understanding of the new EHS related regulations. Based on the actual situation of our company, the content of the training popularizes the legal responsibilities and obligations of the management, and the relationship between the changes in government laws and regulations and the management of Molex, as well as introduces the legislation and regulatory trends in China.

The case study of production safety accidents followed, making participants deeply realize the importance of production safety. Moreover, it also made the participants feel that production safety is never empty talks, but is a top priority for the stable operation of the enterprise and the safety of employees' lives and properties.

This training echoes the theme of the Safety Month this June, “My Safety, My Responsibility”, which allows everyone to further recognize the main responsibility of the enterprise, and not only improves the safety awareness of all the employees, but also points out the direction of the production safety in the future. 

17

PLANT DYNAMICS

Product Development: FIT Series Connector

According to the current-carrying capacity of the connector, the connector with a current load of 5A-50A is usually called a low-voltage connector, and the connector with a current greater than 50A is called a high-voltage connector. FIT connector is the generic term of a series of multi-pole low-voltage power connectors developed by PSBU for general-purpose market, whose working voltage is up to 600V and working current is up to 25A, and the main application scenarios include home appliance, industry, energy, medical care, data center, telecommunication network, etc. 

FIT connectors are available in 6 series: Nano-Fit, Micro-fit, Micro-fit plus, Ultra-fit, Mini fit and Mini fit max and Mega fit. The pitch includes 2.50mm, 3.00mm, 3.50mm, 4.20mm, and 5.70mm, with gradually increasing current-carrying capacity, support for wire-to-wire and wire-to-board applications. Wire-to-board applications include vertical and right-angled options for board connectors, which satisfy different installation scenarios and current-carrying needs of the users.

With the changing needs of users, PSBU product design team continues to innovate and independently develops the Mega Fit series with a maximum load current of 25A and Nano Fit series with the smallest size to provide more choices to its users. Moreover, they also broaden the Micro fit+ series by adding 3.00mm Pitch power and 1.50mm Pitch signal mixing products to support users' diversified transmission requirements; and they are committed to developing a new series of hermetic connectors to support users' different usage environments.

By: Qin Zixuan

FIT Series Connector

Shanghai Outlook

18

PLANT DYNAMICS

Molding: Gemba Implementation and Sharing

By: Bai Zhongjun

In the pursuit of innovation, with the improvement and optimization of on-site management, we also face different degrees of challenges such as implementation and improvement. Gemba team consists of production, OE, QA, EHS and other teams, which regularly puts forward suggestions on the issues found in the production from the standpoint of different roles of each of them, and takes the initiative to undertake the tasks, and participates in and contributes to the production to improve the existing issues together.

Firstly, Gemba walk aims to complete its own standardization purification; secondly, it should be based on the mindset of mutual respect and identifying potential problems to establish a healthy and harmonious team atmosphere. During the implementation process, members are able to identify different sources of risks and abnormalities from different perspectives, and really provide assistance to the production line in identifying problematic points in the Gemba process, such as frequent abnormal alarms, inconvenient operations, feedback not implemented in a timely manner, and recalcitrant problems such as safety. Our members take the initiative to receive tasks, create value by assisting the frontline in improvement, implementation, tracking, optimization, completion, etc., and promote the spirit of our company.

19

PLANT DYNAMICS

Plating: Gold Recovery Improvement Program

By: Forest Liu

Trimmings and scrap, especially metal scrap, are usually formed during the production process, part of which is plated with gold plating on the surface. To save cost, practice the concept of resource conservation, improve capacity, reduce resource consumption, and save resources to meet other needs and benefit the society, Shanghai Plating Department is one of the first workshops in Molex plant that carries out gold recovery work internally, and has been making useful attempts and improvements in gold recovery.

We have changed from the recovery of large-capacity hoists with large frames to the recovery of small frames and small-capacity trolleys, which has the advantages of high recovery rate, less take-out, less ineffective consumption and loss of potions, as well as reduced safety risks due to the non-use of special equipment.

The types of recovered scrap have expanded from internal plating scrap to all gold-containing scrap in the plant, including assembly scrap, O/M scrap, obsolete products from warehouses, returned products from customers, and outsourced parts, making recovery more comprehensive and more profitable.

The chemicals used in recovery have also undergone a major shift from highly toxic potassium cyanide to a non-toxic, environmentally friendly gold fading agent. We are the only Molex plant to use non-toxic, environmentally friendly gold fading chemicals, which essentially reduces the risk level in the recovery room by ensuring the safety of the chemicals used, as well as the safety of the personnel.

In addition, the water control method in the recovery process has also changed significantly, which is improved from natural drying to machine drying. In the past, the natural drying process took up to 2 hours making it a bottleneck in the recovery process, but now the machine drying process takes only 1 minute, which greatly improves the recovery efficiency, as well as reduces the amount of gold-containing solution that is taken out of the process, thus avoiding waste of resources.

Through the series of improvement initiatives in the gold recovery process mentioned above, we have always been committed to continuously improving our working methods in terms of strategy, methodology and technology, all of which fully demonstrates our persistent pursuit of continuous improvement and transformation.

When we summarize the Gemba walk carried out by the molding department for nearly a year, we find that, in fact, in the early stage of implementation, the front-line employees, in particular, have gone through the process of resisting, passively accepting, actively suggesting, and actively participating in the improvement actions. Although there are many difficulties and challenges, we finally changed the things around us through the Gemba walk.

• Shanghai Outlook / Award-winning Quiz •

Which departments does the Shanghai OpEx team consist of?

Which of the following actions best exemplifies the principle of taking accountability in Principle-based Management?

Which of the following is not an improvement after a Gemba walk in Molding?

Award-winning Quiz

Which FIT series would you recommend for a user looking for a connector with a higher current-carrying capacity?

Reader

Corner

Editorial Team Introduction:

Final Reviewer: Lucy Li

Editor: Rachel Zhang

Final Reviewer: Julia Lu

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