优秀员工/JOYSON BEST

1. Ensure that the information disclosure in the past 8 years meets Joyson Electronics’ overall operational and managerial needs and meets the compliance requirements at the same time.

2. Ensure the smooth and standardized operation of the board of directors（total 80 meetings）, special committees of the board，board of supervisors（total 43 meetings）and general meeting of shareholders（total 24 meetings）in the past 8 years.

3. Maintain effective communication with regulatory authorities and ensure the legal and compliance operations of Joyson Electronics.

4. Assist in the smooth progress of major asset acquisition and the related refinancing projects of Joyson Electronics.

Ulises has excellent communication skills and a strong results-oriented vision that led him to run the Matamoros facility with excellent results (relocated as Operations Manager) and to complete the transfer activity for steering wheels to Monterrey by successfully relocating GM, Chrysler, Tesla and BMW production lines (5,500 pcs per day / 1,350 associates) in a 9-month period which was finalized in April with the last inventory transaction.

Currently he plays an important role at Monterrey Plant 1 where he and his team developed / launched the production lines for different customers, and currently as the leader for transfer activities from Valle Hermoso to Monterrey Plant 1.

Jason has excellent communication skills as reported by engineers and managers from Karma Automotive and General Motors. Jason sets the bar for attention to detail in everything he does. He keeps manufacturability / assembly in mind in everything he designs.

Jason is able to manage his team’s priorities so that customer milestones are always met. He and his team were able to support both Karma Automotive’s aggressive production timeline and GM’s core development project simultaneously without missing a deadline.

Jason was a critical member of the team that launched the 1st production application of the New 3D Switch ™. The project was an 18-month rapid application project. This expedited development included full EDP compliance.

Jason’s extremely high attention to detail was critical in detecting, investigating and solving issues encountered in this industry first launch. Jason was also the Lead architect of the DFM’d electro-mechanical assembly.

1. Set up a data group to build the operation mode of “digital” + team.

2. Increased the coverage rage of information system from 8.9% to 42.3%，implemented system including MES\TPM\Andon\human skill\Kanban and etc.

3. Upgraded the air bag factory MES, involving 69 production lines and more than 400 projects, and the efficiency increased by 28%.

4. Challenged the problem of splitting three factories and complete the task one month in advance.

5. Developed more than 10 software for colleagues and GP12 to improve work efficiency and output quality.

1. Great Wall SW DAB successful development of B30 program – Fist JSS DAB/SW program with GWM. Following GWM programs have been nominated to JSS from GWM after B30 - > B02 & B06.

2. Successful launch of several SW/DAB programs like CJLR X540, Daimler V4, BMW, GM and CHJ.

3. Strong focus to cost and quality of development.

Main task in 2019 was the automation activity for production line in JSSJ plant and also overseas plant by using new technology and developed new automation machine by our own.  

In late 2018, it was decided that the Electronics Department will be reorganized into a separate operational unit at JSS Hungary. The aim was to turn the operational performance around and stabilize the department. Therefore, we set up a new organizational structure with a new chain of command. As an end result the previously negative financial performance has since turned positive. Both production units have achieved significant improvement in both production output and quality. In Production unit 6, productivity increased from avg. 52% to avg. 76%, while scrap decreased from 2.4% to 0.5%. In Production unit 7 the daily avg. Output increased from 2056 pcs/day to 5492 pcs/day, while scrap decreased from 2.52% to 0.67%. In addition, the number of outstanding complaints over 30 days decreased by 85% (from 34 to 5 NCTs). We implemented a new logistics planning structure and guideline by which the premium freights were eliminated, and internal changeovers got optimized. These improvements together contributed to a gross profit of +17%.

1. After joined Preh Joyson at 2019-07-25, always working as the system engineer in the E-mobility. And start to work with the Daimler MFA2 project at June-2018.

2. Keep good communication with customer and provide the system solution to the customer with the help from other department colleague during the MFA2 project quotation phase. And finish the work on time with the tight project timing.

3. Always keep good technical discussion with customer even there are three different time zone.

4. Also keep the well cooperation with other department colleagues.

5. Good knowledge with the high voltage BMS. Familiar with the system development process at Preh side.

Some weeks ago, it was announced, that Joyson intends to bundle its connectivity and infotainment activities in a new business unit with focus to the Chinese market. Therefore, Preh Car Connect Dresden will be merged to a new company with its Chinese sister. I'm responsible for the accounting issues of Preh Car Connect. Due to this with this I was involved in the project to make this idea possible. It seems easy - it's just a reorganization - put something from the left to the right. But in real it's like creating a new product, only our customers ate different. These are banks, authorities, investors. Like any new product it took us months to develop. And of course, we got different scenarios and very tight timeline. As you know a vision is only a first step. There are so many items to consider about - from legal over accounting to as also financing perspective. Any consideration aimed to find best solution for both Preh and new entity. 2019 was very challenging year. Finally, we get all figures, signings, financing, approvals just in time. It was like a thriller. I'm very proud to be part of a team, which enabled that new JCC group.

I started as a PE on BMW projects. After one and a half challenging years, I took over the responsibility of Projects Transfer Coordination. The main objectives of my position are: the preparation and planning the transfer of the projects, assuring the set-up and start-up of the assembly lines in Romania and coordinating the ramp-up phase. Together with my team we have implemented more than 30 projects in the last one and a half years, with many more to come.

I believe that the key to success is to be proactive, to think out of the box, in order to achieve more out of your responsibilities and to do more than what is expected from you.

Michael Lindig is a very professional and extremely experienced architect for automotive embedded systems. His position is Lead System architect with Preh Car Connect. Based on his many years of solid experience in the field of hardware and software development he is responsible for defining and optimizing system concepts for, but not only, complex infotainment systems. Furthermore, he has been a significant contributor of performance and stability improvements in several projects.

Michael is able to pinpoint problems, identify their root causes very fast and define possible solutions and improvements. He is the Swiss Army Knife of J/PCC, has very strong expertise and analysis capabilities, knows all strengths and weaknesses of our products and components. There is no technical area that is not understood by him. Therefore, Michael is automatically involved in nearly every RFI and RFQ that is processed by JPCC and PCC.

From the very beginning of the cooperation between JPCC and PCC, Michael took a leading part of breaking the ice and bi-directional transfer of knowledge, best practices and solutions. He is a team player my heart, combined with a direct, German typical communication, has an open-minded attitude and is always very cooperative. Michael has never ignored a call for help, whenever it happened. He is accepted and well honored at all places, within PCC and JPCC, and also from various customers. Michael has been at different places around the globe, often on short notice and usually to support not only J/PCC, but also partners and customers.

I believe that the greatest achievement in my two-year plant manager’s career is that I have created a team which was able to meet the challenges of the last two years. And, what is more important – I am sure that this team is eager to achieve more goals in the future. Together we were able to plan for our company the record year 2019 (in terms of employment, turnover, numbers of parts sold, number of recipients , etc.) and it must be said that it was the best year in our company’s history and at the same time – quite unexpectedly- the most peaceful year of the past few years.

I am glad that we were able to anticipate difficulties, prepare for them properly and that we used opportunities that have occurred - which was reflected in all company’s indicators (KPI) and significantly improved our financial results. I see it as my and my team’s greatest success. What I am also significantly pleased with, are the changes that we managed to introduce in our plant - in organizational culture. These changes are related to the use of Lean Manufacturing tools i.e. 5S, agile working, problem solving, TPM, SMED as well as the implementation of Kaizen Circle. It allows for the development of our employees and thus allows us to be better prepared for the next challenges.

Shuangfeng Hu implemented J100 talent development project. Cooperate with JOYSONQUIN’s globalization and deepening the demand for talents to support JOYSONQUIN ’s long-term human resources strategy, design, recommend and execute J100 talent development project. Through the combination of accurate evaluation and interpretation of external professional organizations, annual personal development plan formulation, online and offline learning methods, lectures and guidance by senior consultants, in-depth questioning and coaching by internal executive coaches, and integration of organizational development pain points into action learning method, creatively put forward different qualification students under the same talent development structure, divide the students into fast and slow groups, and take different methods to teach-"take the elevator" and "staircase" synchronously, greatly promoting the learning efficiency and effects; promote students to actively apply what they have learned, and motivate staffs to learn through behavior change. Clarify the development and training model of the middle management posts and their high-potential reserve echelon in JOYSONQUIN and accumulate the evaluation data of the middle-level management posts and their high-potential reserve data.

Mr. Christian Schreiner and his Supply-Chain-Team were significantly involved in the extraordinary growth in PIA Amberg 2018. One of his major contributions was the integration of external service providers and contractors in our Supply Chain respectively Production process for the completing of our huge order backlog and realization of the increased sales volume. The Saving result in 2019 exceeds the expectation more than 25% - this is the basis for future growth and an important contribution to strengthen our competitiveness on the market. The ongoing search for new suppliers in "Best-Cost-Countries" will also help to generate savings and to achieve positive effects on the cost structure of our company.

In 2019 we had to deal with a continuous overload in the Concept department. Especially the Macro BU had to deal with exponential much of requests from customers. Till the middle of the year we had only Kelly, Quan, Collin and Lewis in this BU. Later on, Quan moved to SPIA and Michael and Ni Gene joined. To these four / five gentlemen we have the highest expectation on order intake and respectively working out of RFQ’s. Kelly have done this with an extraordinary effort without any complains he worked on major projects like A123, ZF IBC Pre and Main- assembly, ZF Imager lines. Since in all these above-mentioned projects we had USA involved, Kelly organized meetings very early in the morning starting from 7am or very late starting from 8pm. At these time working has often exceeded 13h per day! Working on weekends became also quite normal to work to overcome the situation. Projects these projects had a huge volume and four of them could be secured. IBC Pre assembly 85,0Mio, IBC Main line 97,5Mio, A12360,0Mio, SHW GW oil pump 10,5Mio, ZF Imager final assy 4,5Mio, ZF Imager line 7,5Mio, Sum 264,5Mio With this behavior he is not only a team leader who teaches the new guys the PIA style, his behavior is an excellent example for others and shows an strong engagement and loyalty to the company. He really put the interests of the company in front. (In the cooperation work with PIA USA, he even teaches the leader of concept dep. PIA USA Mark Beyer how to use our new calculation template. At the end Kelly was the trainer for PIA USA concept team)