Sunday, 25 June 2017
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Saturday, 24 June 2017 12:55

Automotive 3DExperience Platform

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3D1

MAI-3DEXPERIENCE Platform

The 3DEXPERIENCE® platform is a Business Experience Platform available at MAI Automotive Cloud Computing Platform. It enables Automotive Players to create delightful EXPERIENCES for their ultimate customers or consumers.

The 3DEXPERIENCE platform is a business experience platform. It Provides software solutions for every organization in company – from marketing to sales to engineering – that help an organization, in value creation process, to create differentiating consumer experiences. With a single, easy-to-use interface, it powers Industry Solution Experiences – based on 3D design, analysis, simulation, and intelligence software in a collaborative, interactive environment.

3DExperience platform is part of MAI Automotive I-Cloud Initiatives. This platform is to integrate the missing link between process, material, product and system. Digital engineering with 3DExperience as an automotive collaboration platform is a key component of today's automotive engineering, as its applications have transformed product development by reducing manufacturing and production time, while increasing cost efficiency and shortening the time from concept to prototype.

          3DEXPERIENCE : TRANSPORTATION & MOBILITY INDUSTRY EXPERIENCES

3D3

 

3DEXPERIENCE PLATFORM CAPABILITIES

3D4

3D53D6

3D7

3DEXPERIENCE Dashboard

          BENEFIT

How the 3DEXPERIENCE can benefit your project:

Improve Productivity

  • Reduce or eliminate inefficient RFIs, submittals and change orders

Increase Quality from Suppliers

  • With all available data, suppliers and designers can improve coordination

Reduce Waste, Risk and Cost

  • The 3DEXPERIENCE platform is designed to predict outcomes more accurately giving responsible parties enough time to react to future issues and provide resolutions in a timely matter.

Gain a Competitive Advantage

  • Become more efficient than your competitors, build loyalty from owners and designers, and retain healthy profit margins

          TARGET USER

   

Community Usage Scope
R&D | CAR Manufacturers | Component Vendors | Academia 3D CAD , Digital Product Experience Design & Engineering
R&D | CAR Manufacturers | Component Vendors | Industry Experts | Academia Product Performance Virtual Simulation Product Performance Validation
R&D | CAR Manufacturers | Component Vendors| Technical Experts | Academia Mold Making Mold and Tooling Engineering
Tooling
Plastic Injection
CAR Manufacturers | Component Vendors | Industry Experts | Academia Plan, detail, simulate and Optimize Machining activities Manufacturing Engineering

                   At MAI, we provide the 3DX Platform at an affordable monthly hire basis. The 3DX Platform comes in a laptop with pre-installed CATIA V5 to accommodate        organisation needs for urgent and additional design stations when the design project is increasing.

Please feel free to contact us at This email address is being protected from spambots. You need JavaScript enabled to view it. if you need any further information

Starting from tomorrow, we will experience our annual “balik kampung” exodus. I’m sure that for the last two weeks, Malaysians have been busy preparing for the first day of Syawal, in anticipation of the excitement that will await us as we arrive home to our loved ones.

However, there is one preparation that I believe is of utmost importance, which is ensuring that our vehicles are in the proper and safe conditions as we embark on our journey home before Hari Raya.

As one of the few car-producing nations in the world, Malaysia has come a long way in increasing safety levels of vehicles produced and sold to Malaysians.

Even entry level models, such as the Perodua Axia and Proton Saga are fitted with safety features that qualify them for at least a four star safety ratings.

Nevertheless, just like how our engines require periodic servicing, so must the safety conditions of our vehicles be maintained.

While manufacturers strive to ensure that the car is delivered with the required safety specifications, it is the owner’s responsibility to keep their cars safe and roadworthy.

It is important for note that vehicle safety not just limited to seatbelts and airbags alone, but is rather a system of components working harmoniously to prevent accidents, as well as avoid injury should the worst happen.

Your brakes, tyres, steering, suspension, windshield wipers, and even your horns must play their roles when the moment calls for it. Therefore it is unwise to neglect or delay any repairs when these systems malfunction.

The second component of our journey home is ourselves. While our cars can to be maintained at a pristine, their performance and reliability are far more predictable than our abilities to maintain focus on the road.

My last "balik kampung" journey was a staggering 15 hours. Even at slower speeds, such taxing conditions are a major hazard to ourselves, our families and motorists around us.

The hazards of driving under fatigued or under the influence of medication are well documented. Several advances in the study of sleep have pointed to the occurrence of micro-sleep, or a temporary lapse into sleep or drowsiness between a second to half a minute.

As it takes only a second for an accident to occur, the consequences of micro-sleeping is clear, and the most important thing is to understand the reasons and symptoms of microsleep.

Current studies show that a major contributor to microsleep is sleep deprivation. However, some cases occur while performing monotonous tasks such as, ironically, driving a vehicle.

As the journey to our hometowns is often a family event, the drive should be a family responsibility just as much. In order to maintain focus, switch drivers as much as possible. In fact, don’t make the driving experience a monotonous one. Passangers should be good co-pilots and help keep the driver entertained.

With that in mind, let’s all make this year’s Raya an accident-free celebration. I’d like to wish all my readers Selamat Hari Raya Aidilfitri, and maaf zahir dan batin.

The writer is the chief executive officer of Malaysia Automotive Institute.

Wednesday, 21 June 2017 08:18

CATIA v5 Design Training

Written by

MAI Catia V5 Fundamental

MAI Catia V5 Intermediate

For me, one of the great blessings of Ramadan is that the structured practices of the holy months resets and realigns discipline in our daily routine.

Last year, during the same time of Ramadan, I wrote on how the practices of Ramadhan served as accelerators in instilling good habits.

For example, the practice of sahur teaches us to utilize early rising times to maximize productivity. The time saved from this efficiency allowed more time to dedicate ourselves to spiritual well-being that manifests itself in the tarawih prayers.

It is amazing how a simple re-enforcement of meal times, seen in the sahur and iftar, suddenly frees our usually busy schedules for life’s most precious things – increased spiritual being, time spent with family, and more.

This year, let me extend this idea beyond the practices, into a macro-outlook of personal enhancement in Ramadan.

As Ramadan transcends beyond the abstention of food and drink, towards a complete cleansing of the soul, it allows us to reflect on ourselves as we break into the months ahead.

When this abstention extends to controlling our anger, speech, appetite, spending and senses, we are in better positions to take a step back and reflect on our qualities and characters. This is a true benefit for all – individuals, business entities, communities, or just students of life.

This translates into meaningful opportunities for self-improvement and personal development.

In this context, this meaningfulness derives from the very fact that true progress is a product of true reflection – yet true reflection is difficult to achieve when we merely react to immediate phenomenon.

It is meaningful, as the design of the fasting practice creates that time and space for us to take a bird’s eye view of our internal systems and characteristics, and make major shifts towards positive being.

The great thinkers of yesteryear are often romanticized through the depiction that their personal enlightenment was a result of a step back into solitude in order to review one’s past to reshape himself or herself towards personal progress. The story of Prophet Muhammad’s (pbuh) interaction with the first Quranic verses is a classic example.

The key takeaway is that major change is a product of realignment of thought, culture and values. Perhaps, as a society, we can utilize the holy month to look at ourselves and look into what we value, and where our strengths, as well as weaknesses, lie entrenched within.

Undoubtedly, the last few years have seen the rise of the marketplace of ideas within the Malaysian society. It is clear that we all want progress, however the values we keep or discard in order to achieve such progress requires reflection.

This Ramadan, let us all take a step back with patience, open mindedness and a willingness to change. With this in mind, let’s all reflect on how, as a nation, we can achieve higher levels of success, and remain competitive in a world where values and virtue can easily be eroded due to the nature of competition.

The writer is the chief executive officer of Malaysia Automotive Institute.

Just like any large industry, the success or failure of the automotive sector is the dynamics of an entire supply chain or network.

Naturally, any major change will prompt even more changes within the supply chain.

When Proton announced is partnership with Geely recently, many were quick to point out how this would affect the local supply chain.

Some even spoke of extreme devastation of local business - that we’d lose everything to foreign powers, remain slaves of our own economy and so on.

Some say the government would swoop in to assist all vendors, and there would be no cause for concern at all.

Let’s just ignore the extreme ends of the spectrum and focus on the middle ground.

Firstly, let's address the elephant in the room – would there be any impact on the vendors?

The short answer is yes. However, before we throw our arms in the air and cry foul, allow me to clarify what those impacts are.

The Proton-Geely partnership may be a first step in the right direction for the national brand, but from the government’s standpoint, it is a continuation of our journey towards a globally competitive automotive industry.

The National Automotive Policy 2014 (NAP2014) has, since its announcement, made supply chain development and competitiveness a key ingredient to balance our need for growth and creating choice for the consumer.

Last year, exports of parts and components reached RM 12 billion, demonstrating our growing competitiveness and participation in the global value chain.

Therefore, the impact to vendors is simple – those who are competitive have a better chance at expanding their markets, something that may have not been possible since the national car maker started losing their market share.

Whether or not the impacts are positive, the good news it is now ever more in the full control of the vendors, and not limited to the challenges of low volumes.

At the end of the day, we are in business.

True entrepreneurs know that business relation is merely a byproduct of knowledge and capabilities, and not the other way around.

As local vendors, we have the massive advantage of logistics, and as operations are still within our borders, the only thing that will hamper our efforts are our capabilities.

A wise man once gave me an interesting analogy on business. To bake a good cake, it needs a good recipe, a good mould for shape, and good baking equipment. Anybody can buy baking equipment and bake the cake, not many can make the mould, and fewer can create a delicious recipe.

A good recipe is rare, but baking equipment is replaceable. To remain competitive, be the person who holds the recipe. Finally, would you rather have a small cake to yourself, or take a portion shared from a bigger cake?

Let’s not forget this is not the first time a national carmaker established a foreign partner. More than a decade ago, many predicted the demise of local vendors when Perodua entered into a partnership with Daihatsu Motor Co Ltd.

Today, all seems to be happy with their annual production volumes and Perodua is buying from the local vendors at a total amount of RM4.5 billion a year.

The key to staying relevant is to know what your customers want.

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The writer is the chief executive officer of Malaysia Automotive Institute.

Last week was a roller coaster for those who follow the Malaysian automotive industry. After more than a year in suspense, Proton finally announced its foreign strategic partner, China's Zhejiang Geely Automotive Co Ltd.

Although this was a business decision made by DRB-HICOM and Proton, it was natural to see a lot of emotional attachment to the national brand. Some felt we were letting go of national pride, while others felt it was time for Proton to chart its own destiny.

As a member of the automotive fraternity for the past 30 years, Proton’s story will always be that bittersweet journey.

If Proton’s establishment created excitement for a nation when it launched the Saga more than three decades ago, imagine the feeling of those inside the factory walls of both original equipmeny manufacturers and component manufacturers.

The tough tides of the industry were not only present in economic recession.

Uncertainty just made situations worse. A vehicle is assembled from thousands of parts – each requires specification, rigourous testing, tooling, many processes and the quality management associated with their life cycle.

If just one part or process comes up short, the vehicle would not be complete.

My brothers and sisters in the industry knew exactly what we all were getting into. The engineering levels were strict, the expectations of both company, customer and consumer were high.

The hard work put in never guaranteed success as a better competitor, a miscued investment or a line drawn in error could destroyers all our efforts.

The question to ask after almost three decades in the industry, is why are we here?

The answer is simple – we heeded the call to be part of a sector of high technology, one that would push us towards higher value, and place us on the global map as carmaker.

A year ago Proton hit that crossroad. The government decided that it was time to spread our wings and fly on our own. Up to that very moment, more than 600 parts and components manufacturers hired more than 250,000 people directly in the automotive talent pool.

While Proton created business and jobs, and developed its models of high safety ratings within its own walls, that didn’t seem like it was enough to break our glass ceiling.

Perhaps its time to ask ourselves, what did we do right?

If you ask me, a lot that Proton did was right. Proton pushed us into industrialisation and created many jobs and businesses in high level manufacturing.

When the Waja was fully developed in-house, we created a full-fledged national carmaker.

Fast forward to last year, Proton was able to launch four new models within 12 months.

The next step has to be making the right choice. Nissan, Renault, Hyundai, Kia, General Motors, Peugoet and Citroen, to name a few, have all had to make this difficult before us. Now is just our turn to do the same.

The aforementioned carmakers still retain their national identity and more importantly - are on the global map.

To achieve a better future, we needed to take a step in the right direction, despite our nostalgia for the way things were.

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The writer is the chief executive officer of Malaysia Automotive Institute.

Earlier this month the world was rocked by the WannaCry cyber worm. Many of us, for the first time, heard of the term "ransomware". Most significant, it served as an eye opener for the ever-evolving threats we face as we move into the fourth industrial revolution - a future where connectivity is at the very core of our daily lives.

Today, a car processes a massive amount of data. Its electronic control unit processes fuel injection timing, engine torque and load, vehicle speed, spark plug firing, just to name a few.

If we take a look at mid to high range models in the market, consumers receive even more onboard diagnostics, including tyre pressure and fuel distance, not to mention automated safety features, such as lane departure warnings and blind spot detection.

Last year, 94 million cars were produced worldwide. Imagine this number growing, with each connected to the other – telematics, user behaviour, traffic flow patterns, engine operations and fuel consumption, all connected to servers around the world.

If we want to make connectivity our future, we must move the cybersecurity agenda now.

While organisations such as CyberSecurity Malaysia and the Malaysia Digital Economy Corporation (MDEC) have reached tremendous in-roads in enhancing cyber security within the country, keeping our cyberspace free of attacks is everybody's responsibility.

WannaCry is estimated to have affected 200,000 victims with more than 230,000 computer infected. With such massive damage, the public awareness litmus test is simple. How many of us were aware of the attack? Second, and most important, how many among us have installed the latest security patch on our operating system?

If the likely answer for most of us is a blank, then the way forward is quite simple – more must be done to raise public awareness of the need for cyber security.

While Malaysia Automotive Institute’s Industry 4.0 initiatives have taken cyber security as one of the main pillars, a key national agenda would be to increase participation of the public in online security initiatives.

Recent breakthoughs included adoption of strong multi-factor authentication, in which access is granted beyond passwords, requiring user to add another authentication layer such as fingerprints, retinal scans or voice activation.

With this in mind, local businesses now face new opportunities created from such demand for online security.

While our domestic industry has the competitive advantage of understanding the local market when it comes to security behaviour, I urge more parties to seize this opportunity to allow locally developed cyber technology to take centre stage.

Technology may be the security enabler, but at the end of the day, people are what matter the most.

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The writer is the chief executive officer of Malaysia Automotive Institute.

In its previous article, this column discussed new frontiers of opportunities for small and medium enterprises (SMEs) by shifting business models towards global value chain thinking. In this article, we delve further into the implementation of such paradigm shifts.

It was 1876 when Alexander Graham Bell patented the first device that will eventually become the wired telephone. It took almost an entire century for Motorola to demonstrate the first handheld mobile phone in 1973.

The first smartphones were seen at the turn of the century, less than three decades later. In 2017, smartphones have evolved beyond this, making them our personal assistants, and also allow us to communicate visually with anyone around the world.

If it took a mere decade for the smartphone revolution to render copper-wire services obsolete, imagine what will happen over the next few years in an automotive industry that utilises thousands of components.

Disruptions will force businesses to reduce risk by focusing on specialisation, to ensure that the impacts of global disruptions are shouldered by many specialists in the entire work process. This chain of businesses will make up what will be referred to as the "Global Value Chain".

SMEs will need to develop expertise in a specific activity, or "values", in order to remain competitive in a future world where products and services require higher complexity, and this demand is expected to grow at an exponential rate.

As discussed previously, it would be a daunting task for SMEs, even large corporations, to maintain such capabilities in-house, under one roof. This is simply because global disruptions are expected to occur at a higher frequency than previously seen in earlier technology revolutions.

The silver lining is that a breakdown of specialisation is an advantage for SMEs, as smaller operations are much easier to realign to newer trends. The question that remains is - how this can be done with limited capital?

In embracing Industry 4.0, the government recognises that heavy investment is required to enhance digitalisation and connectivity.

Issues surrounding Industry 4.0 compatibility requires cloud connectivity and holistic processing of 3d collaborative designs, engineering simulation, manufacturing execution systems, logistics, telematics, aftermarket data and 3D printing.

Conventional processes will need digital upgrades, with the "Internet of Things" and Big Data Management becoming an increasingly ubiquitous feature to remain competitive.

To enable businesses, in particular SMEs, to bridge this gap, the Malaysia Automotive Institute (MAI) has developed such systems within its campuses, open for lease by all industry stakeholders. These systems, developed under MAI's Industry 4.0 initiatives, aim to assist businesses, academia and government organisations in building comprehension and integration with future business technology.

MAI's cloud computing servers have been set up to accommodate large amounts of data, connected to the systems mentioned above for use by the industry.

Coupled with MAI's human capital programs that cater to all industry needs within the manufacturing and aftersales sectors, this holistic system allows technology penetration into the SME workflow without risking high capital investments.

As these businesses grow with technological capabilities, we are more than happy to assist companies in developing in-house capabilities that are in line with the business needs of the future.

If you are a business owner, take a step into the future and contact us for more details.

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The writer is the chief executive officer of Malaysia Automotive Institute

SME INTEGRATION - Need for specialisation to join global value chain

 

One of the important talk points from recent economic tides is the integration of small and medium enterprises (SMEs) into the Global Value Chain (GVC).
Traditionally, participation into the global economy was based on supply chain models, i.e. as a business entity, specialising in specific products and services and offering them to the global markets.
Supply Chain models often require overall ownership of processes, from product development, logistics, operations and even marketing. This means that companies aiming to compete globally requires them to master all the above, despite not having the comparative advantage to do so.
On the other hand, value chain thinking focuses on value addition to the sub processes within the entire supply chain. This allows companies to develop specialisation to a specific process that adds value to the entire product development and delivery cycle.
For example, a steering wheel module requires numerous specialisation to complete its supply, including plastic injection, steel forming, air bag module assembly, and leather stitching.
Within these sub processes, specialisations are required on each level, including research and development on both product function and materials selection, marketing knowledge, process expertise, logistics, and perhaps even prototyping capabilities.
This need to develop a wide range of specialisation has, for quite some time, deterred SMEs from entering the global market, handicapped by massive capital risk and talent needs.
Trends show that this thinking will change, most likely resulting in a migration of supply chain models to a global value chain model.
This opens opportunities for SMEs to start penetrating the global markets through the specialisation of specific processes, reducing capital expenditure and focussing on processes they are best at.
If the region has learned anything from the 2011 Tohuku earthquake and floods in Thailand, it should be that supply chain models often result in single sourcing, which is extremely vulnerable to disruptions such as the natural disasters.
Original equipment manufacturings (OEMs) around the world are now realising there can never be sustainable without sustainable value chains.
Therefore, it is high time that Malaysian businesses start looking into new business models.
Firstly, we must start recognising that cheap labour, which used to be our competitive advantage some decades ago, has been replaced with many over qualified graduates seeking challenges in a high income economy.
This means that we have reached the point where we cannot be consumers of technology, but technology based innovators - possessing the abilities and capacities to bridge technology readily available around the globe and utilising them to breed and create new value-adding activities.
OEMs around the world are sourcing their parts and services from around the globe. At the same time, the fourth industrial revolution has allowed a level of communication and process digitalisation that has paved the way for more SMEs to be part of the global value chain.
If there is such a time for our domestic industry to breach its glass ceiling, that time is now.
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The writer is the chief executive officer of Malaysia Automotive Institute.

HIGH-VALUE EMPLOYMENT - It's time for holistic planning and implementation

 

On Monday, Malaysia, along with many nations celebrated International Worker’s Day.
For many, it was an opportunity to take a break from work, especially since we were fortunate that this year, it coincided with the weekend.
While we celebrate the achievement of our nation’s workforce, it is equally important to spend some time pondering the future. In this case, the future source of livelihood for the millions in need of quality jobs and career advancement to further enhance the standard of living for all Malaysians.
As the world moves through its fourth industrial revolution, it is important for the nation to address the future employment needs.
The future of products, businesses, manufacturing and services within Industry 4.0 needs no introduction. This column has discussed the possible scenarios extensively in previous articles.
With respect to the automotive industry, the major talking points specific to employment and career advancements will most certainly revolve around job scope evolution and talent development.
It is said that throughout all the industrial revolutions, including this fourth one, manufacturing is the first sector to feel the impacts. The culmination of the first three revolutions, which foresees rapid advances in connective automation, will not only disrupt blue collar jobs, but also the while collar positions that manage them.
Even before Industry 4.0, the last few decades have seen the global disappearance of jobs that require both precision and repetition, replaced by multi-axial robots that have taken over jobs such as welding, machining and assembly.
While this phenomenon was more apparent in developed countries – Malaysia, will most likely face the same issues, as the cheap labour commodity contradicts with our ambitions for high income status. Imagine now, the disruption to higher level jobs due to enhanced connectivity and data analytics, synonymous with Industry 4.0, paired with current automation technology.
Industry 4.0 may sound like a scary outlook. For me, negative impacts can be managed with positive takeaways. Disruptions affect everyone – but they are also opportunities, as this very disruption also resets the game, paving chances for those who reach up to remain strong players.
It is best to note that while some jobs will be reduced because of Industry 4.0, new jobs will be created – it is not meant to eliminate livelihood, but rather a shift and remodel in workplace demands.
In conclusion, what must take place is the holistic planning and implementation of human capital development programs that shift towards the demands of the future. After all, it is for this very reason the automotive industry was created – to spur high value jobs through the participation of Malaysians in an industry that demands technological prowess.
It is my hope that by the first day of May of next year, we are closer to this goal.
The writer is the chief executive officer of Malaysia Automotive Institute.
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