Molex Shanghai Business Newsletter Edition 5

Shanghai Outlook

Molex Shanghai November 2022

Issue 5 of 6

Shanghai Outlook I BUSINESS NEWSLETTER

- AGILITY

-BREAKTHROUGH

- COLLABORATION

Business Newsletter

Bimonthly in 2022

6 Issues in total | Issue 5

Preface

Greeting from CCS Division

Micro Solutions BU VP & GM Justin Kerr

Shanghai

Outlook

Transformation & Innovation

04-05

Shanghai Fusion Project Updates

06

Shanghai MOS Project Updates

Principle Based Management

Enjoy the Learning Journey on Principle Based Management

12-13

October Principled Based Management Workshop

14

The “Virtuous Cycles of Mutual Benefit” 

in the Principle Based Management

15-16

Fusion M&O Design Localization Concluded Smoothly

Sharing from Departments

17

GSOP&E 2.0 (Global Sales and Operations Planning and Execution 2.0)

11

07-08

仅供内部使用

Plant Dynamics

Talent Development

Interaction with Readers

Career Interview: The Career Path is Also a Growth Path

18

Build Your Brand Panel Discussion - Risk and Leadership

19

20

23

CY22 Department Annual Outing Summary

24

Award-Winning Quiz

Call for Articles 

CY23 Molex Shanghai Internship Program Officially Launched  

22

28

29

Quarterly Business Update Meeting

WeChat Classroom 

Dual Carbon Goals of China and the Emission Reduction Plan 

of Molex Shanghai

25

Annual Talent Review of Molex Shanghai

21

26-27

09

Molex Kunshan Plant Introduction

CY23 Koch Campus Recruitment Event

VP & GM Justin Kerr

Greeting from CCS Division Micro Solutions BU 

To our partners in Molex Shanghai:

I hope this greeting finds you well. I would first like to send my sincere gratitude to each of you for your commitment and focus to creating value for Molex and our customers. Each of you have contributed significantly to MSBU, CCS and Molex as a whole. As we look towards 2023, we will continue to rely on your leadership, accountability and sense of urgency to once again deliver best-in-class performance. As we prepare our planning for next year, I thought I would share a few thoughts on MSBU so far in 2022:  

CCS Division 

Micro Solutions BU

VP & GM 

Justin Kerr

 In our Mobile business, we continue to develop and manufacture innovative products, such as the industry leading Quad Row and 5G25, both of which have allowed us to better support our key customers. However, given the challenging demand environment in certain markets, we have seen capacity utilization decline in some of our high-volume BTB products. 

In our Core business, we have designed and launched several new FPC connectors this year, targeting applications such as displays and laptops. Our portfolio of products continues to get better and better as we focus on creating this standard market platform.  

In our Automotive business, we have successfully won several major programs this year, with several more significant opportunities not far behind. The team has done a great job to build a large pipeline (>$1 billion now) of business that will support MSBU for the next 5 to 10 years.

In our ENDS business, our team has done a great job to support our primary customers, navigating the many supply challenges this year and now showcasing our innovative design expertise more recently. 

Of the many accomplishments listed above, the Molex Shanghai team has played a large part across both the front- and back-end to ensure another successful year across MSBU and CCS. While next year is expected to be a challenging demand environment across all of our markets, I'm confident that you and your teams will play a critical leadership role to deliver value for Molex once again.

Please accept a sincere thank you to each of you for your efforts. I hope to see you all soon.  

In our Wireless business, we have secured several nice antenna wins recently and continue to work with several key customers to bring our recently acquired Keyssa technology to market. 

Justin 

November 4th, 2022

Issue 5 in 2022 - Greeting from CCS Division Micro Solutions BU

VP & GM Justin Kerr

Issue 5 in 2022 - Shanghai Fusion Project Updates by Fusion Team

Shanghai Fusion Project Updates

In the traditional Chinese character “製”meaning manufacture, there is a part “衣”meaning clothes at the lower part, which originally means tailoring, weaving and casting. That is, to produce something according to the relevant drawings and specifications. In this sense, production is a part of the entire manufacturing process.

▲PEX (Production Execution )

Other than the MES system, we also need some support systems to integrate the activities closely relevant to the production, such as the e-Form which we will continue to use and optimize, the staff skills management system, Die and Mold management, spare parts management and material management systems. In the future, all staff shall be involved and deployed to pool wisdom and effort to build these systems into a mainstay of the entire information-based production management system.

Improvement is without an end. We will never stop in our pursuit of digital transformation.

Production Execution serves as a connecting link in the journey of MES-based digital manufacturing, which is based on the orders generated according to the demands of customers and produces products by consuming and managing the raw materials, moving containers, printing labels etc.

In September, the Fusion M&O project entered another important deployment phase, Design Localization. During the six working weeks from Sept.5th to Oct.21st. The Shanghai Fusion M&O deployment team worked closely with the global team to discuss the global design scheme and compare the current and future operating status and identified and aligned 154 tasks, of which 65 had to be finished before pilot go-live.

Issue 5 in 2022 - Fusion M&O Design Localization Concluded Smoothly by Molex Shanghai Fusion OCM Team 

Design Localization Kick-off

As the first plant in CCS to deploy the digital transformation of Fusion, the deployment experience of Shanghai will be important referential templates for other plants in CCS. During Design Localization, CCS digital transformation leads, HT Leong (VP, Digital Transformation & Supply Chain Planning-CCS) and Stuart Hunt (Division Program Manager) also came to Shanghai to participate in each deployment activity with Shanghai team. Besides, members from Anson, Shizuoka and Kagoshima plants also worked and lived in Shanghai for two months. Other than learning deployment experience from Shanghai team, they also shared their own advanced work processes to Shanghai. Such kind of interaction reflected the vision of Fusion, One Molex.

During this phase, the Organization Change Management (OCM) team also launched a series of people related activities according to deployment progress, like Digital Enabler Workshop. Digital Enablers is a research-based approach that enables organizations to understand how ‘digital’ they are using this information, organizations can 

Fusion M&O Design Localization Concluded Smoothly

decide where they need to mature and define the steps to get there. In Molex, we’ve used these enablers to drive our digital transformation, while accelerating virtuous cycles of mutual benefits, which can also help us assess and evolve the industry knowledge and leading practices regarding our digitalization capabilities.

Digital Enabler Workshop

Issue 5 in 2022 - Fusion M&O Design Localization Concluded Smoothly by Molex Shanghai Fusion OCM Team 

In early September, Mandy from Molex global Fusion OCM team, as the facilitator, discussed and explored the 7 prioritized digital enablers with 16 Shanghai management team members, including “Customer Centricity”, “Dynamic Skills Building”, “Intentionally Collaborative”, “Shifting Decision Rights & Power”, “Failing forward, learning faster”, “Changing Nature and Types of Work”, “Realtime and on Demand”. Combining with real cases, management team shared their understanding of these enablers and identified the opportunities and challenges in the application of and how to enable the team.

We will continue to carry out related activities according to the project deployment plan.

In order to let all employees be involved in the atmosphere of “transformation”, we launched an promotion event “Presenting Your Understanding of Shang ‘High’ Speed” during Design Localization. The words Shang “High” are homophonic with Shanghai, which was the slogan for Shanghai Fusion M&O project. We hope to drive Fusion with a high speed and high quality.

Design Localization Concluded

Ten teams elaborated their respective understanding of Shang “High” Speed in their own creative ways. They vividly reflected the high speed of Shanghai plant in various forms such as videos, pictures, articles and posters. The works of each team, after being released on the company WeChat, received views for about 7,400 person-times. Finally, the Top 3 places in the number of "likes" went to Assembly team, Operations Excellence & Manufacturing Services & Finance teams and Quality team.

Presenting Your Understanding of 

Shang “High” Speed

Shanghai “High” Speed is in progress. Please stay tuned.

Shanghai MOS Project Updates

Issue 5 in 2022 - Shanghai MOS Project Updates by MOS Team

Youth goes with the passage of time, like the heat being carried away by the autumn breeze. A fruitful season is coming. The MOS project of Shanghai factory formally gone live at the end of August. Following the progress of MOS as a main content of phase of Flow Kaizen (FLK), the Value Stream Management was in the trial run of Type C with orderly manner in September. In this process, the value stream team of Type C had finished the harvest and experience summary from the first trial run. Based on the actual situation, they formulated the plan for the second round of trial operation of value flow and began to carry out the plan. The team formulated a detailed plan for SMED and held discussion sessions to learn from each other to achieve breakthrough improvements. The application of the call system, or the electronic Kanban, had facilitated the logistics information communication in the value steam management.

The first round of trial operation in the value stream management of Type C had concluded, which had driven the production mode to allow the team to see the impact of product inventory to the production process more vividly, and let the team understand the contribution of inventory to the production performance at a deeper level. The problems that appeared throughout the trial operation had been solved with the concerted effort of the team. The members of the Type C value stream management team and representatives of the production department had summarized the results of the first round of trial run in the form of a discussion session. Members of the team were actively involved to give feedback on the results of the trial operation and raise concrete measures for the relevant problems and improvement opportunities, making enough preparation for the second round of trial run.

Based on the first round of summary of experience and countermeasures, the Type C value stream team worked closely with the production department to develop the detailed plan for the second round of trial run. In the second round of trial operation, the Kanban and supermarket truly played a role in guiding the production and fully driving the production.

Issue 5 in 2022 - Shanghai MOS Project Updates by MOS Team

The Single Minute Exchange of Die (SMED) is an important part of value stream management. After receiving a theoretical training, members of the team formulated the improvement plan for the project and held a sharing session on SMED. The person in charge of each process learned from each other by analyzing the images and procedures to optimize and improve the SMED more efficiently. Currently, the SMED project of each process is going on in an orderly manner. We expect that the standard exchange of die in the future will create more values.

The call system, as a form of electronic and systematic Kanban, is a necessary condition for the achievement of value stream management. The timeliness of logistics information exchange between the material part and production part and the accuracy of production signal from the production part will directly influence the normal operation of the value stream management. An appropriate form of display board will make the setting of supermarkets leaner. The MOS team and the digitalization team this time worked together to discuss the call system scheme based on the actual local demands to meet the sync and accuracy requirements of logistics information in the future and optimize the centralized management of supermarkets due to the limitation of space resource.

That’s the summary of MOS in the past month or so. Next, the main activities of MOS will include: the MOS team will continue with the second round of trial operation of the Type C value stream management and discover problems and provide corresponding measures in time; the third workshop with the theme of “Red is good” is under planning and preparation; in order to strengthen the understanding and application of MOS related knowledge, the MOS knowledge contest prepared by MOS and OCM teams together will be held at the end of October. All coworkers are sincerely invited to join the event to cheer for your team. Your participation in the promotion of MOS is appreciated.

GSOP&E 2.0 (Global Sales and Operations Planning and 

Execution 2.0)

Issue 5 in 2022 - GSOP&E 2.0 (Global Sales and Operations Planning and 

Execution 2.0) by GSOP&E Project Team 

The new operating module of Intelligent end-to-end Digital Supply Chain for GSOP&E 2.0 has been went live in Molex Shanghai. The key elements including Inventory Management Teams, Network Supply Planning, S&OE process are also gradually integrated into the supply chain management of Molex Shanghai and CCS.

In Shanghai plant, GSOP team members are actively involved in the introduction of this new operating module, while the plant management team also pays a lot of attention to the project. In late October, we invited HT Leong, VP of Digital Transformation & Supply Chain Planning-CCS and Qiu Wei, one member of CCS GSOP&E 2.0 project lead team, organized a special communication session among the Shanghai plant management team, introducing the latest progress of the project and answering the questions from management members.

《Day in the Life of Supply Chain》

《Day in the Life of Product Manager》

To learn more about the impact of GSOP&E 2.0 on your daily work, please click and watch the following videos.

《Day in the life of Operations & Execution Planner》

《Day in the Life of Supply Planner》

At the mention of the principle of boosting the human’s progress, today we will discuss the “Virtuous Cycle of Mutual Benefit”, which refers to a process in which the personnel and the organization keep developing their ability to create values for others, and a process that can achieve an exponential growth continuously. As the staff, how can we achieve virtuous cycle of mutual benefit in the organization? We can practice it from two aspects.

1) To be a preferred partner: A preferred partner is someone who prefers working with you rather than their alternatives, because you do a superior job of providing what they value.

2) Continuous transformation: Continual transformation is always and everywhere as necessity.

Next, we will have a look at how this principle has been applied through two actual cases from the production department.

Issue 5 in 2022 - The “Virtuous Cycles of Mutual Benefit” 

in the Principle Based Management by Molex Shanghai HR team

The “Virtuous Cycles of Mutual Benefit”

in the Principle Based Management

Sharing from Plating Manager Forest Liu and ME Engineer Park Kyungln 

The series 501592 products are BtB products transferred from Dalian. Due to the special functional requirements, it takes a long time to start up the machine in every production, which has brought great difficulties and challenges to the staff of three shifts responsible for the project. When we fed this problem to the ME team, they discussed and agreed that a tool like B6 can be developed and used on the BtB line to produce the products. After the tool was developed by the ME team, the production team coordinated actively with the ME team to debug the tool. After the concerted effort, the power-on setting can now be finished quickly and the production line speed has increased from 6 meters/min to 12 meters/min, and the consumption of gold has been reduced by half.

In this case, ME helped Plating line to improve the existing production process and benefit the production department, while further improving its own capability in die design and development, thereby forming the virtuous cycle of mutual benefit.

The scrap rate of COPQ is high when 0.35BTB IC PLUG is stamped into the production process of assembly, which not only affects the quality, but also makes the production efficiency stay at a low level. Each production department has adopted a series of measures.

1) The stamping design department has analyzed and optimized the design values and increased the degree of adaptability in the assembly of products. Meanwhile, the stamping department has also strictly controlled the key dimensions of assembly, like a strict control of tolerance and deviation and coordinated with the assembly department to solve the problem of excessive glue and improve the production efficiency and yield.

2) The assembly department has continued to optimize the processes, improved the tolerance of the automatic machine, enhanced the production efficiency and yield of stamping and reduced the die maintenance time.

The Booklet of “ Principle Based Management”

Sharing from Stamping Manager Steven Song and Engineer Lu Xue Feng 

  In this case, mutual benefit was also reflected. The stamping and assembly departments have improved their respective processes, like the use of Six Sigma tools, changed and effectively maintained the die design. They have controlled the key dimensions and allowed each other to improve their production efficiency and yield.

Issue 5 in 2022 - The “Virtuous Cycles of Mutual Benefit”

in the Principle Based Management by Molex Shanghai HR team

Issue 5 in 2022 - October Principled Based Management Workshop by Julia Lu

Recently, the Molex Shanghai plant has organized an online Principled Based Management Workshop, which has invited Ryu Choon Kil, the vice president of CCS Division in charge of operation and Yoshinaga Junko from Principled Based Management Consultant team.

October Principled Based Management Workshop

They have not only shared their understanding of new Principled Based Management Framework, but also used real cases from other CCS plants to organize the Molex Shanghai management team having an further discussion of how to apply Principled Based Management Framework and relevant principles to solve the challenges faced by CCS Division, such as Molex Vietnam talent hiring and Molex Korea talent retention.

This workshop has invited Division lead team member for the knowledge sharing. Such learning opportunities not only allowed local management team to form a deeper insight, but also widened their horizon so that they could have a better view of what was going on cross CCS Division. In the future, Molex Shanghai will pilot to hold such workshops in more departments which could enable more employees joint the discussions.

The management team has shared their experience and learned the principles from CK and Junko-San. All these can be applied, such as Comparative Advantage, Mutual Benefit, Headwind and Tailwind, Self-Actualization and Transformation.

Issue 5 in 2022 -  "Principle Based Management" Application 

Sharing from Departments by HR Department

 "Principle Based Management" Application

Sharing from Departments

Molex Shanghai is always committed to the promotion and application of the culture. Other than the various culture promotion activities at plant level (like the monthly workshop of “Principle Based Management” of BLT, the promotion of online learning resources etc.), each department has been exploring the way to cascade the culture internally based on the team’s specific needs.

Let’s listen to the leaders of some departments about how to apply and promote the culture.

GBS Asia Regional Hub

Finance Manager  - Serena Li 

1) Besides encouraging the employees to actively attend the online courses designed by the PBM Consultant team, the GBS Asia Regional Hub also arranges a monthly regular session to learn and discuss the different courses in Koch U in a real-time manner to understand the “Principle Based Management” and reach a consensus for the team;

2) Later, employees will be invited to choose the principle closely related with their work and show their understanding and actual application of the principle and explore the possibilities of optimizing the existing working approaches together.

It requires understanding and internalization of “Principle Based Management”.

As an important online learning tool for the Principle Based Management, now Koch U offers the following courses:

“Principles in 45”: It is a course of discussion and sharing. The group of principle based management will spend about 45 minutes in discussing related topics of Principle Based Management™. Different employees from each company of Koch will be invited as guests to share their insights.

There are also a series of online self-study courses such as Aspiring Supervisor and Supervisor Toolkit, which offer rich and interesting contents and benefit all attendees.

Issue 5 in 2022 - "Principle Based Management" Application

Sharing from Departments by HR Department

MSBU Advanced Product Team

Product Manager

Davis Zhang

Members from the MSBU Advanced product management team from each country joined “Principle Based Management” workshop on a regular basis to discuss, study and understand the culture. The workshop combines offline session and on-line session.

1) Offline, the team members are divided into small groups to have in-depth discussions on the topic.

2) Online, each group shares their understanding based on real cases and seeks advice and suggestions from members of other groups and the PBM Consultant team.

The workshop offers more flexibilities to the team members, as they can arrange group discussion based on the team members’ availably offline. Meanwhile, the deep discussion and preparation also enable the online workshop more efficient and effective.

MSBU & PSBU 

PD Team

Sr Manager Anson Yin

1) The PD & Modelshop team members are encouraged to attend online courses (like “Supervisor Essentials” etc.) and also make attempts to work with other teams to organize workshops on the certain Principles.

2) Through a combination of learning and application, “Principle Based Management” has been better deployed in the team. For example, when hiring the new employees and conducting the talent review, we have focused on the principles such as “comparative advantage” and “contribution motivated” etc.. In developing the Vision of the team, we have restudied related documents about the vision and asked the PBM Consultant for help to address the confusions of the team.

Issue 5 in 2022 - Enjoy the Learning Journey on Principle Based Management by Jolin Zhou

Enjoy the Learning Journey on Principle Based Management

Principle Based Management is a journey. Here are a variety of self-guided learning activities and initiatives to help you and your team apply the principles in your day-to-day. I think most of you have got familiar with the concepts and guiding principles. Please go with me to check them out again. It is a cultural update and a wonderful chance for individuals to grow with the organization. Thanks to everyone for your “likes” and compliment on the articles promoted on our WeChat account. Appreciate you for reading emails HR department sent to you regularly with latest information. We know that you keep following up our Principle Based Management™.

Today, let me share and relearn with you the ways to find tools and resources on various topics and ideas of Principle Based Management™.You will gain some insight.

You can log in our homepage of Principle Based Management to read and browse relevant pages. It is easy to find the latest framework and vision of Principle Based Management™. And various learning resources in the homepage will present inspiring and actionable insights to help you better understand and embrace the Principles.

In addition, more workshops will be launched to seek best knowledge to better implement the talent programs at the plant-level.

Issue 5 in 2022 - Career Interview: The Career Path is Also a Growth Path by Wang Haixiang

Hello, I am Wang Haixiang from the Assembly Team. I’ve been working with Molex for more than two decades. I am glad to share my reflection on my work and growth.

Looking back to my work experience of two decades, I feel fulfilled and have gained a lot. As a frontline employee from Assembly Department, I learned from others and gathered experience little by little when I had just joined the company. Through my constant persistence, I have skillfully mastered some maintenance skills of equipment and the abilities to find out and fix the mechanical breakdown.

Career Interview: The Career Path is Also a Growth Path

After being trained in actual daily work, you will make outstanding achievements by overcoming all these challenges.

In Molex Shanghai, an DL employee is fully devoted to his work and shows his “solid strength” in coordination, planning, communication, and cooperation in handling the complex and challenging work. Let’s listen to the sharing by Wang Haixiang from Assembly Team.

In 2018, I was assigned to take over the B8 Assembly Project. Later, due to technical requirements, I came to Japan for study. During my study there, I found that all technicians at the site could not express their thoughts well in English. Though we encountered difficulties in communication, we had to continue our work. There were always more solutions than difficulties. At that time, tools like WeChat and Youdao Translation assisted me to express our needs and our communication was no longer blocked. Gradually, our work entered a normal track. Afterwards, I got another chance to study in Korea. In the same way, we communicated with each other and got familiar with many like-minded partners.

Assembly  

Maintenance Engineer

 Wang Haixiang

Issue 5 in 2022 - Annual Talent Review of Molex Shanghai by Molex Shanghai HR team

Annual Talent Review of Molex Shanghai

Talent review plays a key role in the talent management of an organization, which is intended to sort out the existing talent resources based on the organization’s vision and maximize the team’s contribution. Talent review also supports the management team to better understand the overall talent pool and develop future strategies.

Since early 2022, each team of Molex Shanghai (including Production, ME, Materials, Manufacturing Services, GLSS&IE, PD and GBS) launched CY22 Annual Talent Review gradually according to their specific needs:

First, the department supervisor did internal talent review based on the team’s short-term and long-term targets and invited next-level supervisors and BHR to attend the review meeting and apply principles such as “ABC process”, “Organizational Change”, “Comparative Advantage” and “Contribution Motivated” mindset and came out with corresponding talent strategies and a series of action plans. For example, the comparative advantages of individuals or teams will be further enhanced, and more attention will be paid to the missed opportunities moving forward.

Later, Department-level action plans have been evaluated and summarized to the plant-level. The supervisor and BHR will follow up and execute the department-specific action plans. For the common action plans, setting up plant-level talent programs was recommended (like, Supervisor Development Program, Engineer Group Development Program, Key Talent Retention Program and Foreign Language Skill Improvement Program etc.) to benefit more teams with an efficient and effective way.

The success of B8 project has laid a good foundation for the B6 project. Due to the sudden outbreak of the pandemic in 2020, my trip to Japan to study UTIX was canceled. During the lockdown, I had some confusion when I assembled the B6-PLUG. I took photos and sent them to my co-workers in Japan to ask for their advice. Though we could not communicate physically, the communication effect was good. Recently, two Japanese co-workers also helped us to analyze the UTIX fault and taught me many maintenance skills.

I’ve deeply realized that the mutual learning and sincere communication between co-workers is an important way to improve the efficiency. In the assembly of UTIX, these colleagues fully brought the wisdom and effort. Here, I owe my gratitude to the production technicians for their great help to me.

Julia Huang, the Operation Director of Molex Shanghai, was invited as a guest of the workshop. She shared the understanding on Molex career change from a project manager to a production manager. She has studied related knowledge of production with zero-based. Despite the various obstacles from the totally different field, the thinking and working mode she has fostered in the project management has provided her with great confidence and impetus to embrace the challenges.

In particular, when talking about the unknown challenges and difficulties, Molex has given Julia many chances to study. The supervisor and teammates shared their experience with her generously. All of these have encouraged Julia to face up to challenges and difficulties and enabled her to assume more responsibilities in work. In her own team, she has also practiced the same principle and guided everyone to fulfill their own value in the work.

Issue 5 in 2022 - Build Your Brand Panel Discussion - Risk and Leadership by Rachel Zhang

Build Your Brand Panel Discussion - Risk and Leadership

Build Your Brand Program is designed to help all women at any stage of their careers cultivate and manage their brand. Participants realize their strengths and gain confidence to rise to their full potential as a result of the program. 

On October 17th, Cheryl Pienkowski, Chieko Yamamoto, Ella Rosa Ong Medina and Julia Huang participated in the 2022 Build Your Brand online discussion for sharing how you had the courage to lead when the next step was unknown. 

“We need the courage to develop ourselves. We would try new things rather than regret.” As the theme of the discussion indicates, she hoped that everyone can improve themselves with a self-challenging spirit.

Issue 5 in 2022 - CY23 Koch Campus Recruitment Event by Molex Shanghai HR team

At 19:00 on October 24, 2022, the Koch 2023 Online Talk was held as scheduled, which was also the 3rd Online Talk for KOCH since 2021. Relevant Koch companies such as Molex Shanghai, Zhuhai, Shenzhen, Wuhan and Invista offered over 60 positions.

Molex Shanghai offered related positions such as production trainees, product design engineer, mold design engineer and project management engineer. The recruitment of these positions will infuse the energy of youth into Molex, cultivate young elites and increase the internal talent pool. The BHR of each company participated in the Online Talk to answer the various questions from the candidates warmly and patiently (including the hiring process, job requirements, compensation and benefits, training and development, career planning etc.).

Ray Tian from Automation team of Molex Shanghai, as a navigator of Molex Shanghai, has shared his experience and career in Molex and the pertinent suggestion for the young candidates.

CY23 Koch Campus Recruitment Event

Ray told us, “The experience as a navigator has enabled me to better understand Koch and Molex and its greatness. I feel proud to be a member of Molex. I hope that through this chance, all the young candidates can know Molex Shanghai better. I will show my overall working status in Molex as a good reference to the candidates, so as to help them come out with objective and comprehensive judgment on Molex and help Molex attract more excellent talents.”

At present, the interview and screening of fresh graduates are going on in full swing. We expect that more fresh graduates to join us.

If you are interested in the positions offered, you can click the link to browse.

Issue 5 in 2022 - CY23 Molex Shanghai Internship Program 

Officially Launched by Angel Yan

CY23 Molex Shanghai Internship Program 

Officially Launched  

Autumn is the harvest and busy season for the talent market. Molex has always aligned itself to the industrial development in terms of strategic development and talent cultivation. In order to seek long-term development and establish an excellent workforce, Molex Shanghai officially launched its internship program in 2021 including the selection of sources of students, the introduction of training courses, the ability 

The intern cultivation program 2023 was officially kicked off in September. Molex Shanghai welcomed the management representatives and student representatives from Shanghai Industrial Technology School. We introduced the company’s product and business development, positions offered and related requirements for the representatives, and invited Zhou Sheng, a student representative of last year from the Stamping Team, to share personal experience and feelings. The school’s management spoke highly of the culture and value of Molex and was willing to establish a deep school-enterprise cooperation with Molex. The visiting students showed keen interest in the positions after hearing the introduction to the company, products and manufacture process. After strict screening and evaluation, a batch of excellent intern students stood out, who will join Molex at the end of November to open a new chapter of career. Let’s wish them to have a big harvest with Molex and smoothly transition from a student to a member of the society, and ultimately become a member of the big family of Molex.

check of interns, the feedback and follow-up of training effects, the selection of training coaches. The internship training center has offered fresh blood to each department to fulfill their future demands for human resource and energize enterprise to achieve its digital transformation.

CY22 Department Annual Outing Summary

Considering the pandemic protection requirements, in 2022, Molex Shanghai encouraged the employees to organize their annual outing by themselves and offered different amounts of travel allowance according to the service years in Molex. High flexibility was achieved in the location and form of travel, so as to strengthen the cooperation of departments and teams.

Each department organized trips to different destinations. Molding Team had a three-day trip to Hangzhou/ Songcheng/ Tonglu. Stamping Team had a trip to Changxing Island. 

Assembly, QA and Tooling Design team had a trip to Guangzhou and Chaoshan. Stamping team had an unforgettable trip to Tiantai Mountain...

HR and EHS teams had a trip to Shanghai Disneyland. General Affairs Team had a trip to Lishui to experience the charm of ancient village. ME team had a team building trip in the villas. The team building trips of all departments were colorful and wonderful, laying a solid foundation for the precise collaboration of teams in the future.

Issue 5 in 2022 - CY22 Department Annual Outing Summary by Molex Shanghai HR team

Issue 5 in 2022 - Quarterly Business Update Meeting by Molex Shanghai HR team

CY22 Second Quarterly Business Update Meeting was concluded in September. As an important communication platform within the company, on September 13th, an online communication meeting was held among non-production employees. On September 27th, 29th and 30th, three offline meetings were attended by over 600 production employees covering all three shifts.

CEO Joe Nelligan introduced the global business updates of Molex in the second quarter of CY22. Molex Shanghai Operations Director Julia Huang and Production Managers Liu Gang, Steven Song, Murphy Miao shared the Molex Shanghai’s business updates for the second quarter and the forecast of the third quarter as. KH Park from Korea delivered a brief self-introduction and greeted everyone as a new Production Manager of the Molex Shanghai. Molex Shanghai Digital Transformation Team reviewed the project’s progress, as all projects have been carried out as scheduled and announced the subsequent plans. Manufacturing Services Senior Manager Liu Yun and EHS Manager Jerry Li summarized the security protection measures and pandemic prevention and control effort adopted by the plant.

Finally, in the Q&A session, some employees asked questions on such as the company’s development strategy for next years and the impact of diplomacy policy on the company’s business, which were answered by the head of each department.

The staff communication meetings for the third quarter is on the way. Let’s stay tuned.

Quarterly Business Update Meeting

Issue 5 in 2022 - Molex Kunshan Plant Introduction by Martin Cai

Molex Kunshan Plant Introduction

Molex Kunshan came into operation in 2019, the plant was built with a gross investment of 4 million USD, which occupied 7,000 ㎡, located at 366 Pingqian Industrial Park of the High-tech District of Kunshan. Since the Kunshan plant was completed, under the technical support of the factory of Molex TRITON in the United States (TRITON was established in 1967 and was acquired by Molex in 2017), it has joined hands with each major OEM manufacturer to tailor-make professional power solutions for the customers. The products manufactured by the Kunshan Plant are serving globally renowned clients such as Amazon, Cisco and Danfoss.

Molex Kunshan Plant established in August 2018 is committed to providing the global customers with power solutions of bus and connector. Its products are widely applied in data and communication, new energy vehicles, mining equipment, rail transit, etc.

Now the Plant has 29 processing equipment of different kinds (such as numerically-controlled machine tool, common machine tool, CNC, laminating machine, de-burring machine and squeeze riveter), one powder coating line; of which the numerically controlled machine tool can be used to process the copper/aluminum sheets with 

At present, the plant has a staff of about 50 members. Its excellent product/manufacture engineer team is serving the customers by tailor-making design schemes for them. Starting from April 2022, the Kunshan plant led by Julia Huang, the Operations Director of the Shanghai Plant. We will change our mind and stay enterprising and innovative under the leadership of the company’s management and try our best to promote the company’s development strategy to a new stage, making ceaseless effort for breaking new ground.

a thickness of 1-6.5 mm. The current processing equipment can be used to produce the hard busbar, laminated busbar and powder insulated busbar of copper and aluminum materials, with an annual production capacity of about 100,000 pieces of busbar.

Issue 5 in 2022 - Dual Carbon Goals of China and the Emission Reduction Plan of Molex Shanghai by June Zhang

Dual Carbon Goals of China and the Emission Reduction Plan of Molex Shanghai

At Molex, we will provide innovative products and solutions and keep testing and innovating in the entire company to create more values with a responsible attitude and reduce the consumption of resources. We are convinced that it will bring mutual benefits to us and our clients, employees and communities. It has always been important to us and our clients to produce with less energy. Therefore, we will take energy efficiency as our priority.

Under the guidance of the headquarters, Molex Shanghai will take 2019 as the benchmark year and aim to enhance the energy efficiency by 15% and reduce the greenhouse gas emission by 15% by 2030.

Carbon emission refers to the emission of greenhouse gases generated in the activities such as the combustion of fossil energies such as coal, oil and natural gas and the industrial production process and the land utilization changes and forestry, which also includes the greenhouse gas emissions caused by the purchased power and thermal energy. Thus, it indicates that the main channel for reducing the carbon emissions is to reduce the use of fossil energies.

As early as 1980, China has emphasized the priority of energy saving and included the effort to strengthen energy management and saving as a special task into the category of national macroscopic management. In recent years, China has introduced a series of laws and regulations on energy saving and emission reduction, constantly stepped up the reform of the energy saving system, developed and utilized renewable energies to further optimize the energy structure, encouraged the use of low-carbon technologies to enhance the emission reduction efficiency. Below are some critical keynotes of China’s low-carbon policy.

■ Dual Carbon goals of China

In the general debate of the 75th United Nations General Assembly, President Xi Jinping suggested that China would increase its independent contribution by adopting more effective policies and measures with an aim to reach carbon emission peak by 2030 and achieve carbon neutrality by 2060, which reflected that China is a responsible major country actively involved and leading the global green, low-carbon development in terms of development philosophy, model and practice.

As the largest developing country in the world, China will use the shortest time in the global history to shift from carbon peak to carbon neutrality and finish the highest reduction of carbon emission intensity in the world. Without doubt, this will be a tough battle which requires the hard work of everyone.

Issue 5 in 2022 - Dual Carbon Goals of China and the Emission Reduction Plan of Molex Shanghai by June Zhang

• Shanghai Outlook / Award-winning Quiz •

The PEX (production execution) mainly comprise sub-processes:

The main content of the flow Kaizen (FLK) of MOS is:

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.

Shanghai Outlook | Issue 5 in 2022 

China made a commitment on “dual carbon goals” to reach CO2 emission peak by the year ( ) and achieve carbon neutrality by the year ( ).

The online learning tool of principle based management comprises which of the following courses:

BUSINESS NEWSLETTER OF MOLEX SHANGHAI

CALL FOR ARTICLES

Final Reviewer: Lucy Li

Editor: Rachel Zhang

Editorial Team Introduction:

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 fifth 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.

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!