MOLEX SHANGHAI BUSINESS NEWSLETTER ISSUE 4

MOLEX SHANGHAI

BUSINESS NEWSLETTER

SHANGHAI

OUTLOOK

JULY 2023 | ISSUE 4 OF 6

Synergy with advantages,

Growth Against Headwinds!

Internal Use Only

contents

TRANSFORMATION & INNOVATION

Shanghai Fusion M&O Project Updates

Business Newsletter

Bimonthly in 2023

6 Issues in total | Issue 4

Shanghai MOS Project Updates

Shanghai Fusion PD Project Updates

PRINCIPLE BASED MANAGEMENT

PBM Workshop Highlights

Sharing of “Virtuous Cycles of Mutual Benefit” Principle 

聚势赋能，逆风飞扬！

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05-06

07

09-10

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 Career Interview | CY22 Results Award Series

TALENT DEVELOPMENT

Using the Five Dimensions to Identify and Close Gaps in Your Work

12-13

pREFACE

Greeting from MSBU R&D Engineering Director Ryotaro Takeuchi

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Internal Use Only

目录

contents

莫仕上海企业内刊

2023年双月刊

总6期 | 第1期

PLANT DYNAMICS

CY23 Q2 DL Employee Communication Meeting

INTERACTION WITH READERS

Award-Winning Quiz

Call for Articles 

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Molex Shanghai Plant Energy Audit Project

Green Energy Saving - Molex Shanghai in Action

TOP Project Close & Recognition and Kick-off Meeting

MIRROR MEZZ Capacity Improvement Project Introduction

Core Capability Team | Plating Team

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July-August Long Service Award

"Molex Internal Communication Survey" Results

MOLEX Global Management Team Visit Shanghai

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21

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contents

Business Newsletter

Bimonthly in 2023

6 Issues in total | Issue 4

Internal Use Only

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SHANGHAI OUTLOOK

Greeting from MSBU R&D Engineering Director Ryotaro Takeuchi

By: Ryotaro Takeuchi

4

I hope this greeting finds you well. I’m leading MSBU connector product engineering teams located in Japan, China, Korea and India. Our engineering team has strong expertise to develop micro products for mobile and consumer market, and recently we are aggressively expand our business to automotive market, especially inside black box where our miniaturizing capabilities have advantage.

First, on behalf of MSBU team, I would like to thank all of your effort and dedication to overcome a very tough situation across all front-end and back-end team since later last year. This time, I would like to share some business outlook including new product pipeline. Molex has been facing very tough demand situation in all related markets since beginning of this year, but gradually demand is coming since August, especially from mobile and general market. Although pricing negotiations and some optimizations are initiated, the fluctuating demand situation is basically out of our control. So, what product engineering is focusing on is to build strong new product pipeline and upgrading our capabilities to make it happen.

MSBU has 3 big bets strategy, which are Automotive connector, Wireless solution and Battery management system in addition to Micro connector for mobile/consumer market. And in details of Automotive connector, MSBU built very strong new product pipeline as lifetime revenue. In the pipeline, Floating Board to Board connector handled by Shanghai PD team is included, and further cross-site collaboration would be expected to make it happen.

On top of that, we are increasingly expanding our share at Mobile key account. Then remarkable pipeline is now in our scope for mobile market. So further collaboration with China team is critical for MSBU to succeed the projects. As there are sunny day and rainy day, business situation is sometime fluctuate. So what I can say to every partners and myself is to stay in positive by looking at area we can contribute and improve something.

I strongly believe our contribution motivated mindset definitely helps us to overcome every tough challenge. Also, I know Shanghai team already demonstrated such a leadership in COVID situation in the past several years. I’m really excited to closely work with all of you continuously, and I appreciate to give me this greeting opportunity to broader team in China.

Ryotaro Takeuchi

September 7th, 2023 

MSBU R&D Engineering Director 

Ryotaro Takeuchi

To our partners in Molex Shanghai:

Right, and Do the Work Well. Also CCS supervisors were introduced their roles and responsibilities in Fusion PD project and the most important tasks in current phase: validation of end users, functions and system access. 

With the continuous progress of CCS Fusion PD project, from early July to mid-August, CCS Fusion PD capability representatives held many sessions online Integration Workshop, including 6 sessions for Requirement Management, 7 sessions for Change Management and 7 sessions for E-BOM. The Shanghai Fusion PD capability representatives attended all the sessions and provided more than 40 pieces of feedback, questions and suggestions, contributing to the advancement of the entire Fusion PD project.

Shanghai Fusion PD Project Updates

By: Shanghai Fusion PD Project Team

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The global Fusion PD team held a series of on-line sessions in August for CCS supervisors to introduce the vision of the Fusion PD project: optimize our business practices and resources to achieve an end-to-end digital thread mainline (Product Lifecycle Management) that will result in an improved employee and customer experience with greater speed and quality; the essence of the transformation: Fusion is a business process transformation, not a software implementation; and the direction of Fusion deployment: Do the Right Work, Do the Work 

At the end of August, CCS Fit Gap Session of was held in Molex Yamato, where site champions and capability representatives discussed the gaps identified during the Integration Workshop face-to-face, and proposed corresponding solutions to the technical support team for confirmation. Anson Yin, Shanghai Fusion PD site champion, attended the meeting. And prior to the trip, all capability representatives were brought together to discuss again the findings of Shanghai team in the Integration Workshop, and provide the necessary support and assistance for the Fit Gap Session.

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SHANGHAI OUTLOOK

In order to help site department leads to better understand Fusion PD and the current work priorities, Shanghai site OCM and capability representatives jointly organized a supervisor communication session. During the session, deployment team introduced to the site supervisors the responsibilities of each functional groups and the differences of system access between each functional groups after the system go-live, and answered the questions of the new system from the supervisors. All end users of Shanghai were successfully assigned appropriate system access during the session, and the set goals of the session were successfully achieved.

♦ Change Control Management

Change Control Management (CCM) is the process of identifying, reviewing, approving, and implementing changes. As one of the modules of Fusion PD, CCM is a standardized approach to change control across departments and business units. Throughout the workflow, a uniform traceability feature is used across the company to establish workflows for collecting information entered by participants from start to finish, minimizing manual handoffs and errors.

Utilize a change control management process to manage the way in which functional enhancements or changes are made. Key elements of the process include:

👉Use change objects in the change control management process to identify, approve, and implement changes;

👉Different roles are responsible for creating, reviewing, approving, and implementing changes to change objects;

👉 The Change Control Board (CCB) is responsible for approving changes that have a moderate or significant impact on the business.

The typical CCM process is summarized below:

Includes Create PR → Create/Derive CR → Derive CO for Document Management → Close CR

When all processes are complete, this change is complete, close CR

SHANGHAI OUTLOOK

A total of 30 work orders were completed during a 3-week simulation test where each department verified the usefulness and operability of the new enhancements. Meanwhile, considering that more end users would start to operate OpCenter during the "Deployment 1" phase, a new round of "End User Training" was also launched, through which about 400 employees mastered the operation of the system and experienced its new functions.

In early August, the project team took the opportunity of the Quarterly Employee Communication Meeting to introduce to the end users the go-live plan of "Deployment 1" and the value-creation that the new release of the system enhancements would bring to the relevant departments.

Compared to the "Pilot Go-Live" phase, the OpCenter system is being launched on more workcenters in "Deployment 1", and as of this edition, the total number of workcenters which OpCneter was launched in each production department is 161, including 66 in Stamping 20 in Plating, 45 in Molding, and 30 in Assembly.

Shanghai Fusion M&O Project Updates

Fusion M&O kicked off "Pilot Go-Live" in mid-May, and after two waves of trial runs, the deployment team had begun the preparation for "Deployment 1" in July. During this phase, Shanghai team developed 6 system enhancements for the actual production scenarios of shopfloor in Shanghai plant to improve the practicality of the OpCenter system, such as the centralized feeding/drying drum loading solution that is more in line with the actual process flow, and the ODD/partial quantity management, etc.

By: Molex Shanghai Fusion OCM Team 

The Fusion M&O project has entered the final phase of deployment in Shanghai plant, and is getting closer to the point of full go-live, so let's look forward to it together!

SHANGHAI OUTLOOK

Shanghai MOS Project Updates

 By: Shanghai MOS Project Team 

Once the autumn arrived, I suddenly realized that I have been thinking about you for the whole summer! Have you got your first cup of milk tea for autumn already? If not, let MOS bring you the first joy of this autumn.

LEGO is probably the longest playmate and the most persistent love of many people when they were young. It brings us lots of joy, and we can be happy for all day when we successfully build a shape. LEGO is also an educational game that helps us to develop our brains and explore our potentials. On August 29th, the global MOS coach gave a LEGO game to representatives of Shanghai plant management team to help them understand more intuitively the Value Stream and related concepts, discover the meaning of it, and reflect on the direction of future transformation. 

Eleven participants were randomly selected to play four rounds of the game. At the end of each round, we recorded the delivery time, WIP inventory, number of finished products, number of operators, total production time, productivity, number of mold changes, and number of defective products, etc. Then we organized the team to conduct a review, collected the findings, and proposed the corresponding improvement countermeasures under the premise that the cost and process remained unchanged. With different and better results each time, we realized that some of our previous perceptions, such as the impact of batch changes on our metrics, were one-sided. At first, half of the participants thought that the batch change would not improve our indicators, but when we narrowed down the batch and played a round of the game, we saw a very significant improvement in our indicators. The results showed us that some seemingly insignificant factors often hide a lot of waste.

After the game, we began to reflect on the fact that there are many directions to make improvements, and we are used to applying the common improvement techniques to the visible problems. However, we should look at the whole supply chain process from the perspective of customer value. When we enlarge our vision and pattern, we will see more points and make more sense, which is value stream management. 

Value Stream Management has taken root in Molex Shanghai, and the second Value Stream MM has been formally launched to complete the current Value Stream Map. We believe that we can see the changes of this Value Stream and the charm of it in the near future, let's work hard and look forward to it.

SHANGHAI OUTLOOK

PBM Workshop Highlights

 By: Molex Shanghai Emlpoyees

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I felt honored to participate in the PBM workshop, in which I have learned what PBM is and what "Principled Entrepreneurship" is, and I was also impressed by the humorous and interesting explanation from the facilitator, which made me remember the principles deeply so that I have the following three insights to share.

Faith: Respect others, trust the team, believe in yourself, be responsible, proactive, and be principled entrepreneurial, and strive to transform and change yourself.

Thinking: Learn to listen to others, be open-minded, think differently, and strive to do things in a logical way, so that you can anticipate and prepare for thinking in advance.

Application: Make full use of what you have learned and utilize what you have learned to achieve the principles of quick response and quality-oriented and cost priority.

This PBM workshop not only brought me gains and self-realization in my work, but also reminded me of the truth that learning without thought is useless; though without learning is dangerous..

Production PBM Workshop

Participant: Zhongjun Bai

First of all, I would like to thank for giving me this great opportunity to participate in the PBM workshop. The workshop focused on combining theory with practice and enabled us to better understand what we have learned through practical case study.

Secondly, the PBM workshop was a good opportunity to share and exchange experiences with other teams. In the workshop, teams from different departments were involved, and I got a lot of self-reflection and inspiration through the discussion with them, which was very useful for my career after participating in this PBM workshop.

Production PBM Workshop

Participant: Shuaifei Xue

From July to August, there were 7 PBM workshops with a total of 81 participants held in Molex Shanghai, and the topics of the workshops included " Virtuous Cycles of Mutual Benefit " and "5 Dimensions", etc. From these workshops, we selected some representatives of the participants to express their insights after attending the PBM workshops.

SHANGHAI OUTLOOK

This PBM workshop not only brought me gains and self-realization in my work, but also reminded me of the truth that learning without thought is useless; though without learning is dangerous..。

All in all, the PBM workshop was a very valuable learning experience and I believe it have a positive impact on my development.

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In the second round of PD and Model Shop PBM workshop, Jason Han, Model Shop Manager, facilitated the team to discuss the PBM principle of "Self-actualize" and guided us to think about the obstacles that prevent us from self-actualization and how to apply self-actualization to our work.

"Self-actualize" is the highest level of personal needs, and it drives us to better face the truth and unknown, solve problems creatively and help others to achieve success. However, there are many obstacles to self-actualize: lack of self-awareness, inability to understand our strengths and limitations, denying yourself, overweening, fear of failure, lack of planning, concern for short-term gains, and pursuit of instant success...

PD & Model Shop PBM Workshop

Participant: Zixuan Qin

In this PBM workshop, facilitator Julia and Chris made me have a deeper understanding of the Five Dimensions of PBM. Through this workshop, I could clearly feel that core of Koch's company culture is Vision, while focusing on the dimensions of Virtue and Talent, Knowledge, Comparative Advantage and Motivation. Julia asked us to categorize the principles in Five Dimensions through group discussion, which not only deepened our understanding of the scope of the Five Dimensions, but also helped us to fully understand the principles we need to deploy in our work. Chris gave a historical review of the framework from MBM to PBM, which enabled me to deepen my understanding that the company culture is also undergoing a transformation, and that as employees, we have to embrace the change actively. This workshop made me realize that five dimensions are our important company culture and key factors for our sustainable growth and success. As an employee, I will try my best to play my role and continuously improve my ability to make more contributions to Molex. I will also actively participate in the any learning and development activities to continuously improve my knowledge and professional skills. I believe that under the guidance of PBM culture, our company will achieve better results.

ME PBM Workshop

Participant: James Chen

After understanding these obstacles, we can target to apply this principle to our work. Firstly, we should fully understand our own strengths and weaknesses, and make full use of our potential; secondly, we should become lifelong learners, be good at absorbing and learning from the experiences of others and be willing to try new things and apply better theories and methodologies; and lastly, we should be willing to share and offer help. Driven by "self-actualize", we can better solve the issues in our work and improve and develop gradually.

SHANGHAI OUTLOOK

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Sharing of “Virtuous Cycles of Mutual Benefit” Principle 

By: Kavin Chen

The principle of "Virtuous Cycles of Mutual Benefit" is mentioned several times in the PBM, for example in the part of Principled Entrepreneurship, which describes:

Create virtuous cycles of mutual benefit by becoming a preferred partner of customers, employees, suppliers, communities and other core constituencies. Continually seek to identify and close the gaps between what you are and what you could be accomplishing if you were fully applying Principle Based Management™

SHANGHAI OUTLOOK

What is Virtuous Cycles of Mutual Benefit?

Virtuous Cycles of Mutual Benefit starts by discovering and developing capabilities that will enable us to create value for others. These capabilities guide us to the opportunities that will create the greatest value for our customers and ourselves. The new opportunities then indicate the additional capabilities we need to build. The new capabilities open still more opportunities in never ending cycles of improvement and growth. We call these virtuous cycles because they benefit everyone involved, from yourself to society-that is, win-win or all-win.

Employees can turn their personal cycles into organizational virtuous cycles through two interrelated concepts: being a preferred partner and continual transformation.

How can we apply mutual benefit to our work?

I attended a PBM workshop hosted by JH Lee in early April this year, where he mentioned "One Molex", that we have to help other employees and other Molex entities, and that if they succeed, we succeed, which is a very good illustration of "Mutual Benefit".

Although Molex produces connectors and sells them to customers, but we cannot just sell connectors, but to meet customer needs, to solve the actual problems encountered by the customer, offering a total solution, so that we can create value for the customer, the customer will reward us with more orders, which is beneficial to the company, the staff, and customers. There have been some negative examples in the market, whose product quality was very good, but could not meet the requirements of the customer/market and was eventually eliminated by the market.

We can also help our suppliers to improve efficiency and quality, the lower cost of suppliers will contribute to the lower cost of Molex products, which will give Molex products a competitive advantage in the customer, and get more orders, which will form a virtuous cycle, both suppliers and customers of Molex will benefit.

VIRTUE AND TALENTS

Using the Five Dimensions

to Identify and Close Gaps in Your Work

By: HR Team

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At Koch we continually seek to close the gap between what we are accomplishing and what we could be accomplishing if we were fully applying our principle-based framework. To identify ways to increase your contribution, ask yourself, your supervisor or others the following questions:

VISION:

Maximizing my group’s contribution to Koch’s long-term success

Do I understand my group’s and Koch’s visions and how I can best contribute to them?

How do I use these visions to prioritize, make decisions, identify opportunities and innovate?

What capabilities does my group need to add or improve?

Living Our Values and strengthening our culture

How can I improve my understanding and application of Our Values? What other principles would help me contribute more? 

What will enable me to become more contribution motivated? Who can help?

How do I further develop my talents?

SHANGHAI OUTLOOK

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COMPARATIVE ADVANTAGE

Given the opportunities, fostering superior application of individual abilities, cooperation and teamwork

Given my interests and abilities, and those of other team members, how can my supervisor and I optimize my role?

Is my group continually reoptimizing roles and responsibilities as team members and conditions change?

MOTIVATION

Recognizing that I succeed by maximizing my contribution to Koch's long-term success

How can I make my work more energizing and meaningful to me?

Have I asked my supervisor how to increase my compensation by improving my contribution?

What external and internal barriers keep me from contributing more? Who can help me overcome or remove them?

KNOWLEDGE

Continually learning to succeed in a rapidly changing world

How can I better provide and solicit beneficial challenges and use them to help me and others improve?

What experiments would enable us to learn how to increase profitability?

How can I improve my knowledge networks to better innovate and transform? In what ways can I better share knowledge and motivate others to do the same?

What information, measures and principles would help me understand which parts of my work are profitable? What do I need to start, stop, change or improve?

SHANGHAI OUTLOOK

Hello, I’m Pei Liqiang from the Product Design Department, my English name is Robert, I am very honored to be here to share my growth in Molex.

I joined Molex in 2019, and now I have spent four years in Molex. Compared to many of colleagues, my time here in Molex is not very long, but I have grown and gained a lot in these passing four years, and my design ability has also had improved greatly.

At the beginning of 2021, I was assigned to develop a floating BTB connector (1.0mm pitch floating BTB connector), which I was unfamiliar with. Before joining Molex, I had experience in the development of Mobile BTB connectors, which did not have a floating function and were not automotive connectors, so I was unfamiliar with the concept of floating. This connector is also unfamiliar to the Shanghai R&D team, and Shanghai has not had any experience in developing this kind of connector, because this connector was a niche product before. With the rapid development of new energy vehicles, floating BTB connector application scenarios are becoming more and more extensive, for example, applications in DC/DC modules, battery management systems (BMS), motor control unit (MCU), inverters and other modules, so the development of automotive floating BTB connectors should not be delayed.

 Career Interview - CY22 Results Award Series

By: Robert Pei

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Robert Pei

PD

In the early stage of design, in order to obtain the knowledge of floating BTB connectors, I tried to find out as much knowledge as possible about it, such as researching the design of related products in Japan, investigating the competitors' products on the internet, visiting the customers with the business development managers and the product manager and seeking for the way of applying the floating BTB connectors in the customers’ side and listening to the customers' voices to solve the pain points of them.

At the beginning of 2022, the first floating BTB connector designed by Shanghai R&D team was completed and delivered to customers. In this process, we overcame a lot of difficulties, such as: deep involvement in product design and manufacturing cost optimization, including assembly method / electroplating method / molding method / improvement of process efficiency to promote the reduction of product costs; optimization of the terminal strip to make the terminal precision point plating possible; solve the problem of terminal breakage after vibration; patent layout and so on.

With the guidance of my supervisor, my coworkers, and the support of the Company's PBM culture, I have achieved success with Molex!

SHANGHAI OUTLOOK

Plating Production Team: there are 54 employees in the team now. With many years of experience in Plating, the team is mainly responsible for the production operation, the quality and timely delivery of orders, as well as the training of employees which aim to realize the development of multi-skill workers. Also this team constantly improve efficiency and quality to enhance the proactive management of the employees.

Plating Lab Team: there are 5 employees in the team now. We have high-end precision analytical instruments, with wealthy capabilities of chemical solution analysis, and strive to analyze the data in an accurate and timely manner, to provide effective data support to improve product quality and cost control, as well as to ensure the safe and accurate addition of any Plating chemicals.

Plating Maintenance Team: there are 9 employees in the team now, including technicians and setters, who are responsible for the maintenance and operation of the Plating production line, providing good equipment for production. The team members are willing to accept the challenge of updating or adjusting the equipment on multiple lines to fully meet the current high-speed production, reduce the downtime due to equipment or mold problems, and make a great contribution to the Plating noise improvement projects.

Plating Vision Team: the team shares resources and technologies with the Stamping Vision Team to achieve 100% detection rate of unqualified products, which brings more benefits to the department by utilizing the strengths of each member.

Plating Department currently has 22 production lines with their own characteristics, among which there are 8 dedicated lines, responsible for a relatively single but high output of MM, BTB, Fit Flow products, some BTB and Fit products, speed up to 20m/min ꓼ 14 multifunctional lines, responsible for different sizes and types of products. Our production lines can be switched at any time to meet customer needs, with a shopfloor environment that is one of the best in the industry. The products we produced are premium, and our team is a first-class team that can maximize its potential, create maximum value, and meet all kinds of challenges.

Core Capability Team | Plating Team

By: Plating Team

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"Set up low-cost production lines, improve the environment of the Plating shopfloor, train production employees with adequate skills, and provide high-quality and low-cost plating products to support Molex Shanghai to achieve the goals of productivity and profit"; all 76 of Plating employees have been working hard towards the mission of our team.

Forest Liu, as the production manager of Plating, has been serving Molex Shanghai for 23 years since 2000, focusing on the departmental transformation and leading the team to make the Shanghai Plating team the flagship workshop of CCS.

SHANGHAI OUTLOOK

July-August  Long Service Award

By: Rachel Zhang

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Persistence is the key to success. The success of Molex Shanghai could not be achieved without employees’s decades of hard work and dedication in different roles.

We are honored to announce the list of July-August 2023 Molex Long Service Award. A total of 25 employees from different departments received the award. We have invited two employees to share their work experience at Molex Shanghai.

Eric Ye

Quality Department

I don’t realize that I have joined Molex for fifteen years, and I have changed from a young man to a "senior boy" with greying temples. Words such as “antenna”, “connector”, “lab”, etc. are like a shining pearl stringing up most of my career, shining in countless nights, making me feel encouraging and warm. My fifteen-years at Molex was a happy fifteen-years, I enjoyed my work every day as I felt the respect here, even if some discussions were heated, but we were not against each other. I feel the honesty and integrity in Molex, from operators to engineers and to department managers, all of us are honest and truthful, and we share information to solve problems together. I feel the power of team collaboration, one person can go fast, but a group of people with the same goal can go much farther. The Shanghai team has made the impossible possible in the Watch project, Stylus Pen project, E-cigarette project and MM project, and constantly challenged even harder and higher goals. I have the honor to be a witness and a participant in this journey, and I feel my value and enjoy the fun of it. I sincerely hope that I can continue to enjoy the next fifteen years at Molex.

This is my first five years at Molex. These apparently uneventful years are full of memories and touches. The TOP project has grown with me, I joined Molex at the end of the first round of TOP, and now the eighth round has been kicked off, this journey is full of achievements and valuable experience. Furthermore I joined the Fusion M&O project halfway and began an unknown quest, groping and learning under the guidance of the pioneers, and finally creating a "new world". I would like to sincerely thank the company and let's work hand in hand to create a better future!

Mojo Zhu 

Operational Excellence Department

SHANGHAI OUTLOOK

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On July 10, 2023, Joe Nelligan, CEO of Molex, JH Lee, President of Global Operations Capabilities, CK Ryu, Vice President of CCS Operation, GG Lee, Vice President of TIS Supply Chain Operations, and Justin McMath, Director of Business Development and Corporate Strategy, visited Molex Shanghai as the first station of the site tour in China. Due to COVID, it was August 2019 when the global management team last visited Molex Shanghai. Four years have passed quickly but the changes and transformation that Molex Shanghai has undergone in these four years have been greatly praised by the global management team!

In the morning, the global management team started a three-hour plant tour after listening to the plant introduction by Julia Huang, Shanghai Operations Director. They were greeted by employees from each department on each floor in the office. After visiting the Lab, they also released five koi carp in front of the admin building, and then entered the production building to visit every shopfloor in turn. The visitors frequently expressed their appreciation for the brand-new Plating workshop and the highly efficient but low-cost gold recovery system, and also affirmed the successful case of the Stamping auto-packaging system being extended to other sites. In Molding, they listened with great interest to the manufacturing process introduction of Frame product; in the Assebly, they learned more about the advanced technologies such as the magnetic levitation track; and they also visited the new DDR5 auto-machine. Shanghai team also introduced to the visitors the efforts made to create a relaxing environment for employees to take a break in the rest area.

MOLEX Global Management Team Visit Shanghai

By: Loucts Zhang

♦ MOLEX CEO Joe Nelligan visited MOLEX Shanghai on July 10th, 2023

SHANGHAI OUTLOOK

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After a short lunch break, representatives of Shanghai management team shared their stories about Molex Shanghai in the past few years from the perspective of culture and talent, anti-epidemic, plant layout, innovation activities (TOP), digitalization projects (MOS, Fusion), transformation of Plating and Stamping, product design capability, manufacturing engineering capability, etc. We then held a mini townhall, where the global management team and employee representatives had a focused discussion on some hot topics. After the session, a recognition ceremony was held where global management team gave awards to the best employees and teams of the year 2022 in Shanghai.

In the wrap-up session, the global management team fully recognized the transformation journey of Molex Shanghai over the past four years, and at the same time provided suggestions and instructions for improvement.

♦ Brian Hauge, President of CCS, visited Molex Shanghai on July 14th, 2023

On the afternoon of July 14, 2023, Brian Hauge, President of the CCS, accompanied by CK Ryu, Vice President of CCS Operations, visited Molex Shanghai. Shanghai management team organized a tour of the office and shopfloor to Brian. During the two-hour tour, we explained how we overcame the challenges during the journey of transformation, which emphasized the humble spirit of Molex Shanghai. After the tour, representatives from the Shanghai and Kunshan plants gave briefings on the transformation, product design capabilities, manufacturing engineering capabilities, and Molex Kunshan. Brian recognized the capabilities and accomplishments of Molex Shanghai, and encouraged us to keep moving forward.

♦ Molex Philippines and Lincoln visited Molex Shanghai on July 20th and July 25th, 2023

On July 20 and July 25, we welcomed Molex Philippines and Molex Lincoln teams. Shanghai team shared with them the transformation initiatives and best practices of Molex Shanghai, while learned their experience which would helpful to the future success of of Molex Shanghai.

SHANGHAI OUTLOOK

KH Park, Molex Shanghai Operations Manager, and three production managers, Steven Song, Murphy Miao, and Liu Gang, as the management representatives, shared the Molex Shanghai Q2 2023 business updates; Robin Wu, representative of the Fusion M&O project team, reviewed the progress of the current project deployment; EHS Department shared the recent fire drill and safety incidents in the Company; HR Department introduced the first half of the year's PBM workshop series activities in the Production Department, as well as the benefits of the college entrance examination sympathy from the labor union.

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CY23 Q2 DL Employee Communication Meeting

CY23 Q2 DL Employee Communication Meeting was successfully held at the beginning of August. Three meetings were held on August 11, August 13, and August 15, covering all three shifts  DL employees attended the sessions.

The Q3 Employee Communication Meeting is under way and we look forward to continuing to share with you!

By：HR Team

SHANGHAI OUTLOOK

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Molex Shanghai Plant Energy Audit Project

By: Terrence Zhou

In order to achieve the 2030 energy strategy goal of reducing GHG emissions by 15%, Molex conducted the 2023 ASHRAE Level-2 Energy Audit in collaboration with an external consulting firm. After understanding the production layout, process performance, and energy consumption history of the Shanghai plant, a one-week energy on-site audit was conducted on August 7, 2023, with Kelly, Jennifer as the team leader, Saraswat Prabhat, Parminder Jeet Singh as the external energy audit experts. Julia Huang, Shanghai Operations Director, and Liu Yun, Zhou Wei, Wang Kaiquan, Huang Xiaochun, Dai Lifeng, Yin Longfei, and Liu Wenliang from Plant Maintenance team participated in this project.

During the project, we reviewed the energy consumption of each equipment and facility, checked the environmental hygiene standard of key areas and the specific requirements of energy management and operation and maintenance. At the same time, the Plant Maintenance team shared with the experts the energy-saving actions and achievements of Shanghai in recent years and demonstrated the experience of Shanghai plant in power equipment frequency conversion, LED lighting promotion, energy-efficient motor upgrading and replacement, solar energy utilization, as well as energy operation and management strategies. The expert team also compared historical data and conducted targeted energy efficiency assessment tests on the power distribution system, air compressors, chillers, pumps, cooling tower systems and key production lines, which helped us to identify new opportunities for improving ambient temperatures, energy efficiency of the cooling and external cycles, and power factor of the power distribution system in accordance with industry standards. The energy audit was successfully completed with total projected savings of over 1.4 million kWh in FY 2023 and a 10% reduction in GHG emissions.

The Plant Maintenance team will continue to focus on the strategic goal of energy saving and consumption reduction, explore new opportunities for GHG reduction and increase efficiency, as well as lead the whole team of Shanghai plant to promote the GHG emission reduction plan, and strive to realize the strategic goal of energy GHG reduction of more than 30% as soon as possible.

SHANGHAI OUTLOOK

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Green Energy Saving - Molex Shanghai in Action

By: Kevin Qiu

In recent years, our plant has systematically implemented a series of initiatives in terms of green energy saving and low-carbon health to our employees, which is the effort of the company to fulfill the commitment to safeguard the security of the plant and to protect the health of employees for sustainable development.

🍃The plant has been renovated with 150 square meters of new landscaping. The new green area has increased the greening rate and provided a new landscape for the plant. In the newly planted green belt next to the Gas Room at the East Gate, moonflowers and bushes are in full bloom, which provides employees with a place to enjoy flowers and plants after work.

🍃All the stairs in the Admin Building have been changed to calorie stickers with Fusion & MOS slogans to encourage employees to walk the stair instead of take the elevator. This will help employees remember the key elements of Fusion & MOS while taking the stairs, as well as remind them of the number of calories burning by walking the stairs, which will improve their cardiorespiratory fitness and ultimately help them achieve their fat-loss goals. We'll be expanding the use of the Fusion & MOS calorie stickers to the Production Building as well.

We need the concerted efforts and support of all employees to carry out green energy saving in plant; employees with good health is the foundation to ensure the safe, continuous and stable operation of the company, and at the same time result in the contribution to the healthy and sustainable development of the whole society.

🍃Some colleagues may notice that the street lamps in the plant have been replaced by more energy-saving and environmentally friendly solar ones, which use solar panels to store energy during the day and release the stored energy at night to provide illumination, while saving electricity and providing light for the employee to walk around the plant at night, for the vehicles to drive in the company, as well as for the security patrols.

🍃During the daily security patrols, the security guards will turn off the lights, television screens and air conditioners in the meeting rooms that are not in use in a timely manner, so as to save power, as well as to ensure that the machines and equipment are functioning properly. The patrol time for security guards to turn off the lights has been adjusted from 21:00 to 17:15 every day.

SHANGHAI OUTLOOK

22

TOP Project Close & Recognition and Kick-off Meeting

By: Sky Zhang

There is always a starting point for a journey, but it does not let the finish line stop you in your tracks. Take off, Transform, Projects (TOP), a plant-level improvement program, is about to start its new journey. In the five years since the implementation of TOP, we have completed 7 rounds of 62 cross-team improvement projects at the plant level.

In the afternoon of August 23, we conducted the close & recognition meeting for the 7th round projects and the kick-off meeting for the 8th round, which more than 50 participants from the management team and various departments attended. The meeting included five main parts: PBM sharing, project summary, project recognition, new project introduction, and commitment signing.

The meeting started with a speech by Julia Huang, Shanghai Operations Director, who recognized and praised the previous round of TOP projects and expected the new projects to continue to contribute to the site operation.

Peter Li, Manager of the Manufacturing Engineering Department, shared the topic of "Comparative Advantage", which is based on maximizing the team contribution and giving the team members some thoughts on project cooperation.

In the 7th round, there were 10 projects totally, and 3 excellent projects were selected and awarded by the management team. We would like to congratulate the winning teams. Improvement is endless, and the maintenance and continuous management of the improvement results are crucial, which will be followed up by the project teams, and the 7th round of the program has come to a perfect end.

The first 5 projects were launched in the 8th round of TOP, and each project leader introduced the project content and goal statement, and signed a contract with management team. While reaching a consensus on the improvement goals, they also set up a "military order" for the project team to enhance the cooperation confidence of team members.

We are confident that new projects and new partners will help us to meet the challenges on the way of improvement. With a lot of expectations, we have finished the review of the past achievements, but also started to pursue great achievements in the future.

SHANGHAI OUTLOOK

23

MIRROR MEZZ Capacity Improvement Project Introduction

By: Chen Hongxi

From the end of May, as the customer demand for Mirror Mezz products was urgent, the order quantity increased dramatically, and the demand was three times higher than the current one, while our production capacity at that time was far from being able to keep up with the customer demand, which could only fulfill 1/3 . In order to cope with such a demand and achieve this arduous task, the Assembly Department took the initiative to call for Assembly, Automation, MPE, Planning, Quality and other functional teams, and urgently set up the “Mirror Mezz Capacity Enhancement Project" Strategic Team. We met every day to identify the bottlenecks affecting the production capacity from the perspectives of manpower, equipment, raw materials, and processes; we analyzed, researched, and finally proposed a total of 46 optimization items. Despite the overwhelming task, each project member, including technicians and operators, always stayed positive. We worked together to find a solution, and after developing and confirming the optimization plan, we quickly implemented each action to make the solution into practice in a short period, and verified it through testing to ensure that each action achieved the expected results.

After nearly two months of hard work, team members have been tracking the effects of the action measures on a daily basis and continuously improving them, and so far the 46 items listed have all been overcome. The stability of the equipment, the downtime for maintenance and material changeover, and the shortening of the cycle time have all been greatly improved, so that our output finally met the expectations and successfully accomplished the target in August. Not only the output has increased by 3 times, but also the defective rate has been improved and the QAP% has been reduced by more than 50%.

Since the establishment of the Strategic Team, the team members have fully utilized PBM Comparative Advantage and Principled Entrepreneurship principles to develop effective improvement actions by fully exploiting the strengths of each member and ensuring that each improvement action achieves the desired results.

The other good news is that the product range of the Mirro Mezz project will once again double the number of orders on top of the existing ones. We will keep taking the improvement actions…

SHANGHAI OUTLOOK

24

"Molex Internal Communication Survey" Results

By: Global Communications Team

Thank you to everyone at Molex Shanghai who participated in the 2023 Molex Internal Communication Survey! Your feedback always helps us to identify improvement areas and opportunities for communication across the company, manufacturing sites and design centers.

The overall survey results for Molex Shanghai were over 85% . You can see the overall trend and summary of the survey via the following charts and graphs.

SHANGHAI OUTLOOK

Reader

• Shanghai Outlook / Award-winning Quiz •

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25

Editorial Team Introduction:

Final Reviewer: Lucy Li

Editor: Rachel Zhang

CALL FOR ARTICLES

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

The Editorial team is preparing the new edition of the Business Newsletter with great effort.

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

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!

26

Growth Against Headwinds!

Synergy with Advantages,