big investor sapu rm1million shares at friday! fake? haha.

Fantastic morning to all dear PURE FIGHTERS of ARBB 7181

TALKNUMBERONE is so myopic as to think we bother about ARBB 7181 short term result

See. Masteel, lionind, annjoo steel have surged up although people also know clearly coming result will still be very bad. Why then people rushed to buy steel stocks?
The answer is due to future profits from ecrl, bandar Malaysia which will increase steel usage

Also why people rush and chased up Tdm, rsawit and Jtiasa by 150% to 200% price rise? When their next quarter results will still be horrible? The answer is because Cpo prices have surged to Rm3,000 a ton or up by 50% in price which will later explode up their future profits although near term still very bad

So is ARBB 7181

We don't buy ARBB 7181 for one quarterly results

ONCE ARBB 7181 HIT A GOLD MINE ITS RESULTS WILL OUTSHINE ALL STEEL STOCKS, ALL PALM OIL STOCKS AND EVEN ALL OGSE UPSTREAM STOCKS

FOR THIS REASON WE BUY IR 4.0 STOCKS ESPECIALLY ARBB 7181 AS WE SEE CLEARLY IT IS A CYCLICAL TURNAROUND THAT WILL EXCELL ALL OTHERS

ARBB 7181 IS ON THE RIGHT PATH! HOLD TIGHT OR SAPU MORE!

THE REAL DEAL

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IR4.0 expected to benefit the technology sector, ARBB IS ON THE RIGHT PATH! SALUTE!

Technology sector
Maintain neutral: We attended the International Conference on Industry 4.0 (IR4.0) held by SEGi University on IR4.0 enablers, such as simulation, augmented reality, artificial intelligence, cloud computing and big data analytics, as well as the blockchain technology.

We came away with a few key takeaways. Among the key challenges of implementing IR4.0 shared by the speakers are: i) a lack of skills and resources (no “deep pockets”) with the use of autonomous robots and smart manufacturing at only 7.4%; ii) risk management and compliance concerns (such as those regarding cybersecurity and data protection); iii) finding the right technology partners; and iv) enduring executive support and leadership.

There will be income tax exemption for 70% to 100% of statutory income for five to 10 years. Unabsorbed capital allowances and accumulated losses incurred during the pioneer period can be carried forward and deducted from post-pioneer status of a company.

Furthermore, there will be an allowance of 60% to 100% of qualifying capital expenditure (capex) (factories, plants, machinery or other equipment used in an approved project) incurred within five to 10 years from the date the first qualifying capex is incurred.

There will be an expansion of the Automation Capital Allowance (ACA) to cover the service sectors for the first RM2 million and an extension of the existing ACA until 2023.

Several presenters also stressed the importance of authenticity in the medical space. With more than 250,000 children suffering from the consequences of counterfeit drugs each year, there is increasing demand for a decentralised data recording ledger that is immutable to ensure that the data provided by the entire supply chain of medicine is dependable. Non-fungible tokens serve as an excellent solution in this case as patients would be able to track the data of a specific pack of medicine before consuming it.

The application of the blockchain technology is still in its infancy and often faces scrutiny from regulators as we currently see in the case of N2N Connect Bhd’s rocky journey in developing a blockchain-enabled exchange. However, we are positive that Budget 2020 has allocated RM25 million for digital application pioneer projects, including the blockchain technology. With developers and regulators working hand in hand, we believe the adoption of the blockchain technology can improve the economy and social welfare by amplifying the technology’s main reason for existing — to promote transparency.

Although challenges exist, we note that the newly launched Shared Prosperity Vision 2030 is also in line with efforts to ensure that the requirements of IR4.0 are met through upskilling of labour with the creation of higher-value-added jobs in manufacturing and services through technology and automation.

GOOD MORNING TO ALL ARBB FIGHTERS

WHAT DOES ALL OF THIS MEAN?
In a report by The Star earlier this year, Ministry deputy secretary-general (trade) Datuk Seri Norazman Ayob had said, “The ministry had targeted to assist 500 SMEs to undergo the assessment by the end of the year, and support 60 of them by providing a 70:30 matching grant of up to RM500,000 for each firm.”

After the recent 2020 budget announcement, the industry may expect funding efforts to ramp up.

Top Glove, is a popular example of a manufacturing organisation which has successfully embarked upon an Industry 4.0 transformation. This was a journey they undertook in earnest in 2017, however.

This journey comprised of implementing and applying technologies like Internet of Things, robotics and an automated real-time manufacturing system.

Today, it is one of the world’s largest manufacturer of gloves, with 40 factories in three countries, 648 glove production lines and capacity of 60.5 billion pieces of gloves produced, every year.

Malaysia may have many more manufacturers with Top Glove’s potential to successfully deployed IR4.0 technologies and reap benefits from it.

But, they should take the first crucial step of assessing their readiness, to be able to better strategies their next steps moving forward. MIDA offers this, and also funds companies that undergo their readiness assessment programme.

IR4.0 Funding options according to MIDA

Industry 4.0 is a big deal for Malaysia. It is one of the highly anticipated ‘visions’ for Malaysia since the Multimedia Super Corridor (MSC) launched in 1996.

When the Industry 4.0 national policy was launched last year, and one year later at MYINDUSTRIES 2019, Tun M had stated emphatically there has to be a single, directed emphasis to rejuvenate IR 4.0.

Yes, this is a rejuvenation of our efforts. Malaysia is not starting from scratch.

This rejuvenation refers to the manufacturing skills and expertise that Malaysia has earned for itself the past 40 years.

Industry 4.0 is the next stage, where the industry takes stock of how far we have come, and how much further we need to go to achieve the across-the-board efficiencies touted to come with Industry 4.0.

Some may take this to mean Malaysia has to build flying cars to be seen as truly at the next-level. Others may see it as a direct replication of what Germany is doing with their factories, and so on and so forth.

I’ve discovered IR4.0 technologies isn’t just for manufacturing, but for services sectors and is even applicable in banking and health care.

What does this mean?

IDC had even described IR4.0 as third platform technologies like cloud computing, and information / analytics (big data), and possibly the Internet of Things. Some of the technologies are used in business organisations, and not just in manufacturing.

Whatever Industry 4.0 eventually turns out to be for Malaysia, this is about more than just keeping up appearances.

FUNDING
IR 4.0 is going to be expensive.

When the national policy was announced last year, the ministry responsible for driving it, Ministry of International trade and Industry (MITI), announced they were identifying SMEs to be placed under a IR4.0 readiness assessment programme.

According to MITI also, RM210 million was allocated under the programme to encourage transition of businesses to Industry 4.0 technology from 2019 till 2021.

One of its agencies, MIDA or the Malaysian Investment Development Authority, is one of, if not the, main driver for this readiness programme.

In this video, a MIDA rep actually goes through the financing options under the 2019 budget.

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You are too heavy Anne. Size 44-44-44 is no good...

Come follow Daddy to see Uncle John

Let's get you back in shape...38-33-38

https://www.youtube.com/watch?v=UFY1adhFMpQ&t=241s

Malaysian SMEs Urged to Sign up for IR4.0 Assessment
The Ministry of International Trade and Industry (MITI) is encouraging SMEs in the manufacturing
sector to sign up for the National Policy on Industry 4.0 Readiness Assessment. This assessment is an
all-encompassing programme aimed at helping Malaysian SMEs to assess their capabilities and
readiness to adopt the Fourth Industrial Revolution technologies and processes, said MITI Regional
Office (Penang Branch) Director, Clement Wong Chen Siong.
About 500 SMEs would be selected for the free assessment every year by assessors such as Malaysia
Automotive, Standard and Industrial Research Institute of Malaysia (SIRIM), Robotics & IoT Institute
(MARii), and MIMOS to identify the individual firms’ status in the readiness of IR4.0, said Wong.

when you see it, its too late to buy in, the right time to buy its now!

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Will JR 4.0 benefit businesses of all sizes?
In general, I would say yes. JR4.0 will directly
affect medium and large corporations by
lowering their production costs because of
complete or partial changes in production
and operation activities. Such lower production costs are likely to trickle down to micro
and small enterprises translating into lower
production costs and·prices.
What are the macroeconomic-implications of JR 4.0 on Malaysia? Efficiency gains
confer cost benefits, which translates into
more competitive pricing of Malaysian
products (and exports). More competitively
priced exports have the potential to b09st
export volume, and stimulate the Malaysian
economy. In other words, JR 4.0 improves
the competitiveness of Malaysian exports,
thereby raising its Gross Domestic Product
(GOP). A higher GOP translates into more income which may further boost the industrial
sector and potentially employment. .
When at least large corporations can
lower cost of production as well as opera tion
cost due to IR4.0, price of goods and services
to be sold might be lower. As a result, it has
the potential to make Malaysian products
more competitive. This happen if Malaysia
adapt to changes fast and benefiting from
first/early mover advantage.
On the oilier hand, it may be argued that .
increased automation implies iliat employment opportunities may be reduced for
highly manual jobs involving repetitive
tasks. There is a potential that some will be
out of job due to this wave as robots are taking human role for some activities. However,
this is not expected to occur across all jobs,
SO.me large scale factories are already automated. The real benefit ofJR4.0 lies in access
to and learning from big data. These are
likely t9 create new dimen~ions of employ-
'ment, tOQ.
What are my recommendations to ensure that ilie Malaysian economy can benefit
from JR 4.0? Firstly, studies must be conducted in order to identify which sectors
have the most potential to benefit from IR
4.0. These sectors must be given more prior- ,
ity, when shifting to JR 4.0. This way, the
t:ransformative and deployment costs oflR
4.0 can be mitigated early on. This approach
is also a good way of determining which activities are more suitable for automation,
and ilie sectors that are not.
Secondly, creating awareness of JR 4.0
and stakeholdCf'rs engagement is necessary.
Many are still not fully aware of ilie importance and benefits ofJR4.0. We need to prepare our workforce in areas such as additive
manufacturing, so iliat ilie transition to the
new system is a smooth one, with minimal
resistance.
Thirdly, there is a need to minimise the
cost of transition to JR4.0. Incentives should
be provided to companies that are willing to
transform. This not only has the benefit of
reducihg ilie cost of transformation, but also
has the advantage of increasing the rate of
transition to IR4.0.
There is also a need to minimise ilie social
costs of shifting to 4.0. For example, to address possible unemployment issues arising
from automation, the government must
provide training programs and! or provide
alternative forms of employment.
Finally, it is imperative that ilie necessary
infrastructure is ready and available to meet
the requirements for transition to lR4.0. For
example, internet services have to be furtller
improved nationwide in terms of coverage
and speed. This is necessary to fully capitalise
on rOT and big data. Wiiliout ilie necessary
infrastructure, the benefits of JR 4.0 will not
manifest.

GOOD MORNING TO ALL ARBB FIGHTERS

Industry Revolution 4·0 and Internet of
Things (lOT) have become subject of
much interest in recent years. Both are expected to gain momentum locally and internationally when they become part of the
core initiative of various government.
With the advent of the 4th global industrial revolution (IR), the government has
recognised the importance of integrating
the IR4.0 initiative into the national agenda
as a means to keep pace with the latest advancements. This article outlines some of the
issues that the author feels requires further
explanation. For example,· what exactly is IR
4.0? And, is itreally necessary to adopt JR4.0
when some traditional businesses are not
even intoIR3.0? Also, what are the likelyimplications of IR 4.0 on the country's economy? Finally, some recommendations are
forwarded to ensure that the Malaysian
economy is able to capitalise on the benefits
ofIR4.0.
So, what is JR 4.0? Ever since the first Industrial Revolution (IR) occurred, during
which steam power propelled industrial advancement, development came to be viewed
in terms of separate stages of industrial development that was primarily motivated by
the discovery of a new power source. Thus,
just as the first Industrial Revolution (IR 1.0)
was initiated by the creation of the steam engine, the secon.d and third I,Rs w~re set in
motion by the mvention of electnc powt;!r
and information technology (IT), respectively. JR 4.0, in the same way, is economic
and infrastructural advancement brought
about by the automation of human activities
through software. .
JR 4.0 involves the use of software (apps)
as a medium for automating business activity. It stimulates manufacturing productivity
by enhancing the connectivity between hu-·
mans and machines. In other words, apps
are a means of synchronizing the physical
and digital world ~o stimulate and innovate
industrial efficiency. It digitises, automates
and interconnects all the processes, not only
within a company, but along the entire value
chain. These inter-firm and customer datalinkages leads to the creation of holistic production network that generates and learns
.from 'big data' on manufacturing.
IR4.0 allows for the deployment oHOT in
a way that adds meaningful value through
synergistic and innovative gains in manufacturing proce!ises. Thus, it allows manufa.cturers to use data derived from physical cissets
within the production process, (machines
etc) to provide insights based on data. These
data-driven insights into efficiency and innovation are the key for the Malaysian industrial sector to remain globally
competitive.
JR 4.0 will make machine more intelligent where it gives manufacturers insights
tqey never had before. Automation process
is used in factory for the production in the
manufacturing sector. The used of automa- ,
tion in factory are called smart factory.
Is it necessary to adopt JR 4.o? Some traditional businesses are not even into IR 3.0.
Like it or not, IR4-('> is a change th~t is sweeping the global landscape. This is the current
trend of development and advancement,
and not adapting to these changes can only
. mean one thing, that we get left behind.
This does not mean that every single
business entity must embrace IR 4.0. Even
though, we are in IR 4.0, there might be
small companies exist who do not embrace
to current change. That might not be a problem since it involves a small supply of products or services for local demand.
Is JR 4.0 relevant to sectors otller than
manufacturing? It is my understanding that
JR 4.0 can benefit other sectors such as the
agriculture and services (education, tourism,
logistic). Examples of activities that reflect IR
4.0 include the development of smart universities, hospitals, factory, airports, sea
ports, the digitalization of accounting service, digitalization oflegal service and digitalization of human resource management
services. More specific examples include
fully automated production process.in factory, the process of loading or unloa~ing
containers at ports, robot waiters in restaurants, remotely managing the power of
buildings from smart phones or other devices.
Does it in olv~ significant costs? Any
structural change will involve some costs.
The initial set up of IR 4.0 will incur some
costs because of the deployment of an infrastructural framework that· facilitates JR 4.0,
as well as trans formative costs to adapt the
industry to utilise IOT."However, in tl)e long
run it is reasonable to expect the efficiency
and innovation gains to significantly outweigh tlle deployment and transformation
costs.

GOOD MORNING TO ALL ARBB (7181)FIGHTERS! THANKS KELVIN61

Have the courage to adopt IR4.0


MALL businesses are urged to have more courage to adopt the fourth industrial revolution (IR4.0) technologies to increase their productivity and remain competitive.

Entrepreneur Development Minister Datuk Seri Mohd Redzuan Yusof says Malaysian small and medium enterprises (SMEs) are still reluctant to adopt IR4.0 and this could hamper their opportunities to participate in the international arena.

“Their reluctance will lead them to lose out not only to successful economies but also developing economies.

“We need to wake them up or else, the core competencies that have been developed by our country, especially in IR4.0 such as in mechatronics, might migrate to other countries,” he says.

Mohd Redzuan was speaking to reporters after officiating the SME CEO Forum 2019 last week.

He says foreign direct investments (FDI) have made Malaysia a leading high-tech manufacturing hub in South-East Asia, with advancements brought into Malaysia by multinationals using foreign technologies.

Merely having access to the know-how, the human resources and the technology in this space will not suffice as local entrepreneurs must now become innovators in developing own solutions to stay ahead of the game, he says.

“We must take the reins and become leaders in our own right. We have the know-how, the human resources and technology in this field. We cannot sit idly and wait for foreign advances to reach our shores. Take the lead in the development of IR4.0 and become the envy of the world.

“As entrepreneurs, we must be courageous and creative and have just the right amount of candour to enable us to learn and unlearn in order to remain relevant, find our niche and compete with the rest of the world,” he says.

He notes that at this juncture, the country is losing its competitiveness to Vietnam, hence, the need to create more awareness among the SMEs to adopt IR4.0 technologies to remain competitive.

Mohd Redzuan says his ministry would also encourage SMEs to showcase their skills and core competencies as well as enhance the pool of resources for IR4.0 technologies to stimulate FDI and bring about quality investments.

This could also help in creating better employment opportunities for local workers as well as reducing the five million legal and illegal foreign workers in Malaysia, he adds. —THANKS FOR READING CHEERS!

SALUTE ARBB (7181) AND GOOD DAY TO ALL ARBB FIGHTERS! THE BEST COMPANY IS COMING YOUR WAY!

BRAVO AND GOOD CALL TO ARBB (7181) NON DEAL MOU JUST CANCEL IT! JUST WAIT FOR THE REAL DEAL TO BE ANNOUNCE ANYTIME SOON!

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To get the most out of Industry 4.0 technologies, and to get past square one with a digital business model, companies will have to take a third step: prepare for a digital transformation. Manufacturers should begin today to join the hunt for the best digital talent, and think about how to structure their digital organization. Data management and cybersecurity will be critical problems to solve. Many companies will find that a “two speed” data architecture can help them deploy new technologies at the speed required, while also preserving mission-critical applications.

Lightning in a bottle
To capture the potential, manufacturers can consider three moves. Primarily, companies can gather more information and make better use of it. An oil-exploration company collected more than 30,000 pieces of data from each of its drilling rigs—yet 99 percent of that data was lost due to problems of data transmission, storage, and architecture. The tiny trickle of data it did capture was incredibly useful for managers. But so much more can be done. The executives we surveyed said that correcting these data inefficiencies should improve productivity by about 25 percent.

With production data now available for the asking, executives rightly wonder about how to begin. Which data would be most beneficial? Which data leakages are causing the most pain? Which technologies would deliver the biggest return on investment for a company, given its unique circumstances? To sort through the choices, manufacturing leaders can use a “digital compass” (exhibit). The compass consists of eight basic value drivers and 26 practical Industry 4.0 levers. Cross-functional discussions that will help companies find the levers that are best suited to solve their particular problems.

One kind of lost value that is sure to interest manufacturers is process effectiveness. Industry 4.0 offers new tools for smarter energy consumption, greater information storage in products and pallets (so-called intelligent lots), and real-time yield optimization. Swiss giant ABB used the latter in an Australian cement kiln. A computer-based system mimics the actions of an “ideal” operator, using real-time metrics to adjust kiln feed, fuel flow, and fan-damper position. The company found that the new tools boosted throughput by up to 5 percent.

The bigger picture
Strategists should also take Industry 4.0 into account as they contemplate the company’s future directions—the second way to capture the potential. The traditional manufacturing business model is changing, and new models are emerging; incumbents must be quick to recognize and react to these new competitive challenges. More specifically, executives must consider the following options—and watch for others that may be deploying them. Eighty-four percent of the manufacturing suppliers we surveyed expect new competitors to enter the market soon.

“Platforms,” in which products, services, and information can be exchanged via predefined streams. Think open-source software applied to the manufacturing context. For example, a company might provide technology to connect multiple parties and coordinate their interactions. SLM Solutions, a 3-D-printer manufacturer, and Atos, an IT services company, are currently running a pilot project to develop such a marketplace. Customers can submit their orders to a virtual broker platform run by Atos. Orders are then allocated to SLM’s decentralized network of production sites, and subsequently produced and shipped to the customer. Some companies are also trying to build an “ecosystem” of their own, as Nvidia has in its graphics-processor business. It provides software developers with resources, and offers start-ups help to build companies around Nvidia technologies.
Pay-by-use and subscription-based services, turning machinery from capex to opex for manufacturers. Rolls-Royce pioneered this approach in its jet-engine business; other manufacturers have followed suit.
Businesses that license intellectual property. Today, many manufacturing companies have deep expertise in their products and processes, but lack the expertise to generate value from their data. SAP offers consulting services that build on its software. Qualcomm makes more than half of its profits from intellectual-property royalties. Manufacturers might offer consulting services or other businesses that monetize the value of their expertise.
Businesses that monetize data. The SCiO, a Kickstarter project, is a low-cost, pocket-sized spectrometer that uses near-infrared technology to assess the composition of materials. It is expected to cost $250, whereas traditional machines cost upward of $10,000. Every time a SCiO is used, it contributes to a large database of scanned materials, helping to make the machine more accurate. To be sure, it is a consumer product, and not yet ready for industrial use. But industrial models are on the way. Kaggle, a distributed network of about 270,000 data scientists, has already helped more than 20 Fortune 500 companies solve their toughest data problems.

GOOD MORNING TO ALL ARBB (7181) FIGHTERS

Manufacturing’s next act

Industry 4.0 is more than just a flashy catchphrase. A confluence of trends and technologies promises to reshape the way things are made.

Mention “Industry 4.0” to most manufacturing executives and you will raise eyebrows. If they’ve heard of it, they are likely confused about what it is. If they haven’t heard of it, they’re likely to be skeptical of what they see as yet another piece of marketing hype, an empty catchphrase. And yet a closer look at what’s behind Industry 4.0 reveals some powerful emerging currents with strong potential to change the way factories work. It may be too much to say that it is another industrial revolution. But call it whatever you like; the fact is, Industry 4.0 is gathering force, and executives should carefully monitor the coming changes and develop strategies to take advantage of the new opportunities.

Coming to terms
Start with some definitions. We define Industry 4.0 as the next phase in the digitization of the manufacturing sector, driven by four disruptions: the astonishing rise in data volumes, computational power, and connectivity, especially new low-power wide-area networks; the emergence of analytics and business-intelligence capabilities; new forms of human-machine interaction such as touch interfaces and augmented-reality systems; and improvements in transferring digital instructions to the physical world, such as advanced robotics and 3-D printing. (The four trends are not the reason for the “4.0,” however. Rather, this is the fourth major upheaval in modern manufacturing, following the lean revolution of the 1970s, the outsourcing phenomenon of the 1990s, and the automation that took off in the 2000s.)

Most of these digital technologies have been brewing for some time. Some are not yet ready for application at scale. But many are now at a point where their greater reliability and lower cost are starting to make sense for industrial applications. However, companies are not consistently aware of the emerging technologies. We surveyed 300 manufacturing leaders in January 2015; only 48 percent of manufacturers consider themselves ready for Industry 4.0. Seventy-eight percent of suppliers say they are prepared.

Consider an example of each disruptive trend:

Big data. An African gold mine found ways to capture more data from its sensors. New data showed some unsuspected fluctuations in oxygen levels during leaching, a key process. Fixing this increased yield by 3.7 percent, worth up to $20 million annually.
Advanced analytics. Stronger analysis can dramatically improve product development. One automaker uses data from its online configurator together with purchasing data to identify options that customers are willing to pay a premium for. With this knowledge, it reduced the options on one model to just 13,000—three orders of magnitude fewer than its competitor, which offered 27,000,000. Development time and production costs fell dramatically; most companies can improve gross margin by 30 percent within 24 months.
Human-machine interfaces. Logistics company Knapp AG developed a picking technology using augmented reality. Pickers wear a headset that presents vital information on a see-through display, helping them locate items more quickly and precisely. And with both hands free, they can build stronger and more efficient pallets, with fragile items safeguarded. An integrated camera captures serial and lot ID numbers for real-time stock tracking. Error rates are down by 40 percent, among many other benefits.
Digital-to-physical transfer. Local Motors builds cars almost entirely through 3-D printing, with a design crowdsourced from an online community. It can build a new model from scratch in a year, far less than the industry average of six. Vauxhall and GM, among others, still bend a lot of metal, but also use 3-D printing and rapid prototyping to minimize their time to market.
These changes and many others like them are sure to be far reaching, affecting every corner of the factory and the supply chain. The pace of change, however, will likely be slower than what we’ve seen in the consumer sector, where equipment is changed frequently. The coming of steam power and the rise of robotics resulted in the outright replacement of 80 to 90 percent of industrial equipment. In coming years, we don’t expect anything like that kind of capital investment. Still, the executives surveyed estimate that 40 to 50 percent of today’s machines will need upgrading or replacement.

boom

Good say guys

GOOD MORNING TO ALL ARBB FIGHTERS! ARBB (7181) IS ON THR RIGHT TRACK!

JUST KEEP ON SAPU

Integrations in Industry 4.0: vertical and horizontal integration as all systems change
Further in this guide we will explore the two key integrations in the Industry 4.0 model. The first is vertical integration whereby all the systems in the traditional automation pyramid are affected: from field level and control level to production level, operations level and enterprise planning level.

Vertical integration will make the traditional automation pyramid view disappear. The same goes for several systems and applications across these various levels. Other systems such as ERP will dramatically change while still others will be replaced by rapidly emerging applications in the scope of Industrial IoT platforms, specifically manufacturing platforms and vertical platforms for various tasks and use cases in the many aspects of industry that get ever more features and become combined in an interoperable ‘systems of systems’ approach and by digital transformation platforms and business applications where IoT platforms and functionalities get integrated into.

The second is horizontal integration which is not about the hierarchical view of several systems as in vertical integration but about the mentioned end-to-end value chain: from supplier and the processes, information flows and IT systems in the product development and production stage to logistics, distribution and ultimately the customer. This too impacts the various systems employed in industrial markets and in the end is all about data and how, why and where it is used at the right time and right place for the right reasons to paraphrase the good old mantra of information management and business intelligence experts, with on top of course the good old DIKW model; from data to knowledge with the additional layer of action: decisions. And in Industry 4.0 that means human, semi-autonomous and autonomous (although it’s best to see it as a continuum)

An additional element that is key to mention in this quick introductory overview is indeed that of semi-autonomous and autonomous decisions, cornerstones in both Industry and Logistics 4.0, the essence of the self-organizing plant and autonomous production vision and, ultimately, the dream of as much automation as possible with IoT, artificial intelligence, the new integrated systems, advanced analytics and so forth all playing a role. It directly touches upon what we cover next: Industry 4.0, technologies and workers whereby the view is one of augmented capabilities, different skills, savings on human labor and so on, whereby the promise is one where workers with ‘obsolete jobs’ will find other work (emphasis ‘the promise’ as until now significant job losses have been the result of automation).

Industry 4.0: technologies, security, people/workers and society
Before diving into all the mentioned evolutions, integrations, cyber-physical evolutions, IoT elements, big data aspects and before looking at the origins of Industry 4.0, definitions, evolutions, global implications, similar initiatives, Industry 4.0 design principles, building blocks and the Reference Architecture Model Industrie 4.0 a final word on technologies and people to wrap up this quick introduction.

It is important to note that Industry 4.0 is not just about those technologies. It also looks at the impact on and role of society and workers (e.g. collaboration between man and machine as with collaborative robots or cobots, new required skillsets of workers in industries amidst all these changes and, inevitably, the loss of jobs due to ongoing automation as mentioned – and how to tackle this major challenge).

An increasing number of vertical industries is adopting the technologies, concept and principles of Industry 4.0.
Moreover, Industry 4.0 also has a strong focus on security. This does not just mean security of data and communication networks, data protection (including personal data protection, especially since the arrival of the General Data Protection Regulation, the ePrivacy Regulation and coming rules in several areas, including green facilities, energy and ecology, and again personal data in the wake of scandals that have emerged in consumer markets), cybersecurity in the broadest sense and industrial control systems security (ICS security) but also the protection and security of workers, industrial assets, critical infrastructure and ‘physical security’. As industrial assets and critical infrastructure (from critical power buildings to energy grids and more) get connectedand attacks are on the rise in the traditionally rather isolated industrial environments the stakes and dangers of vulnerabilities and attacks are huge in industry 4.0 which requires an end-to-end ‘security by design’ approach.

This overall security challenge and certainly the ICS security and end-to-end cybersecurity challenge ranks high among the Industry 4.0 challenges and riskF

Data and optimization across the value chain: benefits and IT, OT and cyber-physical systems in ‘smart anything’
As you will discover in this guide Industry 4.0 is conceived as the next stage of organization and control in the full life cycle of the product value chain.

Industry 4.0 is a vision and journey. Organizations implement Industry 4.0 initiatives and prepare to turn the clearly document Industrie 4.0 vision, components, principles, technologies and architecture into reality, within their context
The cyber-physical systems are the basis and enable new capabilities in areas such as product design, prototyping and development, remote control, services and diagnosis, condition monitoring, pro-active and predictive maintenance, track and trace, structural health and systems health monitoring, planning, innovation capability, agility, real-time applications and more.

These latter capabilities also lead to the types of use cases and deployments as well as the benefits of industry 4.0 which we cover later and include personalization capabilities, real-time alerts and interventions, innovative service models, dynamic product improvement, increased productivity, higher up-time and, ultimately, new business models.

The new capabilities of Industry 4.0 lead to the ‘smart anything’ phenomena which often get most attention: from smart grid, smart energy and smart logistics to smart facilities, including smart buildings and smart plants, and smart services to the mentioned smart manufacturing, smart factories, smart cities and so on. The cyber-physical system, its components (e.g. intelligent control systems and embedded software systems) and its place in the evolution of manufacturing and industry (starting from mechanical systems) is explained in depth in this guide.

Industry 4.0 builds upon data models and data mapping across the mentioned end-to-end product life cyle and value stream. All the technologies in Industry 4.0 need to be seen in that perspective whereby integration is key.

A first integration (or convergence) is that of information technology (IT) and operational technology (OT). Without IT and OT convergence there is no industrial transformation, let alone modern building management and several other areas where the silos between different traditional systems dissapear due to, among others, IoT on one hand and where IT and OT meet on the other, which is the case in close to all industries. The essence of IT and OT convergence revolves around data (and the systems where they have been sitting for many years), processes and people/teams. Again, the IoT is key here as also the Internet of Things starts with the capture (and subsequent analyses/leverage of data). It is safe to say that Industry 4.0 is only possible because of IoT.

Since the convergence of IT, OT and their backbones (such as networks and infrastructure, whereby we can also add CT or communication technologies) essentially boils down to an advanced and enhanced application of Internet, IT technologies and IT infrastructure impacted by IoT data (cloud infrastructure, server infrastructure, storage and edge infrastructure etc.) many see Industry 4.0 as a continuation of the third industrial revolution. On the other hand, the impact of ongoing automation in all organizations, including factories, has a clear impact on work and society. Yet, here as well it is argued that this is merely a result of the next steps in the third industrial revolution where automation already was intensive on many levels. Regardless of those discussions it’s clear that the fourth industrial revolution aspect of Industry 4.0 has won the debates.

Industry 4.0: the fourth industrial revolution – guide to Industrie 4.0
Industry 4.0 is the digital transformation of industrial markets; specifically the manufacturing industry. Industry 4.0 has evolved from an initiative to make the German manufacturing industry more competitive (‘Industrie 4.0’) to a globally adopted term referring to industrial transformation in discrete and process manufacturing, related with the vision and evolution of the smart factory.

Industry 4.0 is the evolution to cyber-physical systems, representing the fourth industrial revolution on the road to an end-to-end value chain with Industrial IoT and decentralized intelligence in manufacturing
Industry 4.0 is often used interchangeably with the notion of the fourth industrial revolution. This fourth industrial revolution is enabled by technologies that bring physical production and operations into a combined cyber-physical production environment.

In essence the technologies making Industry 4.0 possible leverage existing data and new data from assets that can now be connected with the Internet of Things (IoT; sometimes Industry 4.0 is also called Industrial IoT) in order to gain efficiencies on multiple levels, transform existing manufacturing processes, create end-to-end information streams across the value chain and realize new services and business models.

To understand Industry 4.0 it is essential to see the full value chain which includes suppliers and the origins of the materials and components needed for various forms of smart manufacturing, the end-to-end digital supply chain and the final destination of all manufacturing, regardless of the number of intermediary steps and players: the end customer.

Enabling more direct models of personalized production, servicing, as well as customer/consumer interaction (including gaining real-time data from actual product usage) and cutting the inefficiencies, irrelevance and costs of intermediaries in a digital supply chain model, where possible, are some goals of Industry 4.0 in this customer-centric sense of increasingly demanding customers who value speed, (cost) efficiencies and value-added innovative services.

sell, bye bye

GOOD MORNING TO ALL ARBB(7181)FIGHTERS!

WHEN NAYSAYERS CRY CRY CRY, THEN ITS TIME WE WHACK WHACK WHACK SAPU ARBB7181 SHARES CLEAN CLEAN!

Buffett believes the most important quality for an investor is temperament, not intellect. A successful investor doesn't focus on being with or against the crowd.

The stock market will experience swings. But in good times and bad, Buffett stays focused on his goals, and so should we. This esteemed investor rarely changes his long-term investing strategy no matter what the market does.

"If the business does well, the stock eventually follows."

"The Intelligent Investor" by Benjamin Graham convinced Buffett that investing in a stock equates to owning a piece of the business. So when he searches for a stock to invest in, Buffett seeks out businesses that exhibit favorable long-term prospects. Does the company have a consistent operating history? Does it have a dominant business franchise? Is the business generating high and sustainable profit margins? If the company's share price is trading below expectations for its future growth, then it's a stock Buffett may want to own.

ARBB7181 IS ON THE RIGHT TRACK! the future is in ir 4.0 industry! BIG PROJECT ANNOUNCING VERY SOON A.K.A second and third wave FOR ARBB7181 is coming soon!

GOOD MORNING TO ALL ARBB FIGHTERS!

Very HAPPY indeed

Where people attack THIS COUNTER ends up MANY OF US making the most money

How come?

Answer:

Because of sour grapes and fierce attack timid holders gave up. Others dare not buy

So?

So THE REAL DEAL bought more

Simple as a, b and c

If Merc Benz new car sells for Rm10,000 per unit on offer and nobody wants

THE REAL DEAL will buy AND tell all MY friends to buy

Later when people want Merc Benz THE REAL DEAL AND FRIENDS EARN LOTS

So is a stock

ARBB (7181) at 0.305 sen few people want so we buy

ARBB (7181) HITS 0.40sen and many scramble to buy

UNTIL Many screaming to buy more ARBB(7181) at 0.70sen

Ok let them have it

JUST LIKE I BOUGHT GREACTEC AT 0.65SEN

NOW SHOOTS UP TO RM2.20

So buy when UNDERVALUE like now

Act now

TIME IS MONEY AND MONEY WAITS FOR NO ONE!

ARBB (7181) IS ON THE RIGHT TRACK IR 4.0 INDUSTRY!

UP UP AND AWAY

ARBB (7181) MOVING FORWARD
POLICY Objectives

Already, a number of initiatives and organisations have been established at
national, state and regional levels by both the Government and industry to develop
action plans to strengthen the manufacturing industry. This support for, and focus
on, manufacturing firms are important. However, these initiatives have largely
been developed independently and often have overlapping objectives and industry
audiences.
There is a need for a more streamlined and cohesive national agenda under which these
initiatives and organisations can be integrated to accelerate Malaysia’s transformation
into a smart and modern manufacturing system. This will also include the need for
a greater alignment across Government, research and academia regarding priority
industries, specific goals, enabling actions, and their funding. Countries like Germany
and Japan provide examples of best practices where Government, research and
academia are tightly integrated with the manufacturing industry through collaborative
public-private partnerships (PPPs) that develop innovative solutions for specific
industry needs.
With this in mind, Malaysia has put in place the National Policy on Industry 4.0 –
Industry4WRD – that provides a concerted and comprehensive transformation agenda
for the manufacturing sector and its related services

GOOD READING YEAR 2020 IS THE SUPER BULL RUN FOR ARBB (7181)

CHEERS

GOOD MORNING TO ALL ARBB FIGHTERS!

18,594,100 is yesterday volume, today heng ong huat argh!

GOOD MORNING TO ALL ARBB FIGHTERS!

The book says

In all labour there is profit but the talk of the lips tends to penury

THE REAL DEAL with fellow investors of ARBB (7181) are working hard to find more monies to invest in IR 4.0 INDUSTRY shares while cheap

So because we labour. Study hard. Research harder to put money in potential shares that will eventually profit from IR 4.0 bull run.

So at the end of the rainbow is a pot of gold

In this case we seeARBB (7181) goes up in value and there is a profit if we sell at 0.60 sen or 0.70 sen later

On the other hand those who just talked talked and talked or the talk of the lips (lips service with no concrete action) will end up in penury or poverty

IR 4.0 INDUSTRY IS GOING TO BOOM IN 2020!

SO ALL INVESTOR MUST BE BRAVE AND STAY SAFE! INVEST IN ARBB(7181)!

GOOD MORNING TO ALL ARBB COMMANDOS,SOLDIERS AND REAL FIGHTERS!

Fighting off naysayers bravely

Great job

We are now only SHORT DISTANCE FROM ANNOUNCING Job award time

After that we will be on our journey to a multi year bull run for IR 4.0 INDUSTRY stocks

KEEP ON FIGHTING, SAPU....ING!

GREAT NEWS IS COMING AHEAD!

its cheap now, sapu

By now all should know very clearly that ARBB stock are not pump and dump stocks

buy call are based on future fundamental like carimin, penergy, naim, velesto and this ARBB at 0.30 sen when issued 1st buy call.

ARBB will only go limit up on 2 strong factors

1. Winning huge job award

2. Great sets of results out later

Can almost guarantee history will repeat here again.

Go go go ARBB. You are the strongest company

GOOD MORNING TO ALL ARBB(7181)FIGHTERS!

MALAYSIA
moving forward…IR 4.0

From the stakeholder interactions and issue analyses, five themes emerge that drive
the development of an end-to-end Industry 4.0 ecosystem in Malaysia. They have
also been guiding the development of this National Policy on Industry 4.0 and the
four key goals of GDP contribution, national productivity, high-skilled employment and
innovation capabilities.

Upskilling and reskilling existing and future
labour pool need to be at the heart of Malaysia’s
transformation

Focused funding support is needed to kickstart
the adoption and complement private sector investments

Good digital infrastructure is required to enable
reliable and secure Industry 4.0 operations

Inclusive involvement of SMEs is critical to
power a holistic step up in labour productivity across the
economy

Significant evolution in innovation
capabilities and collaborative platforms is essential to
foster the development of, and access to, cost-effective
technologies that address specific sector needs

HAVE A NICE DAY CHEERS!

ARBB (7181) IS THE FUTURE!
To ensure this Policy comprehensively addresses potential issues and challenges faced by Malaysian manufacturing firms, a series of industry and government agency workshops were conducted, involving a broad range of stakeholders.
The issues on both the demand and supply side are summarised as follows:

Governance
1.Multiple, but isolated efforts and limited
coordination among all stakeholders in moving
towards a common vision for Industry 4.0
2.No national platform and mechanism to coordinate
programmes and structure collaborative and
aligned approaches for Industry 4.0 requirements

Funding &
Incentive
1.Existing, but underutilised funds for
training and development, and need
for higher allocation for STEM
education (e.g. scholarships)
2.No specific financial support and
incentives for Industry 4.0
technology development, ranging
from R&D, prototyping, testing,
scaling up to upgrading facilities

Ecosystem
Support
1.Limited number of local players
providing Industry 4.0 solutions
across key technologies and not
cost competitive vis-à-vis
international players
2.Limited collaboration and industry take-up of Industry 4.0
outputs from universities and research institutes
Shortage of experts in the industry, universities and research
institutes across most Industry 4.0 technologies
3.Insufficient local capabilities and capacities in providing
cybersecurity solutions that protect Industry 4.0 applications

Training
Providers
1.Education syllabus
and pedagogy for
STEM-related
subjects are not
attractive and do
not match with
industry needs
2.Limited
attractiveness of
manufacturing as
career destination
for top talent
3.Existing training
programmes are not
sufficiently geared towards
Industry 4.0 and current
pool of trainers are unable
to keep up with the
advancement of technology

Standards
&
Digital
Integration
1.Limited digitalisation and digital
integration of key Government
agencies and processes into
manufacturing and supply chain
(e.g. some certifications, licensing,
custom clearances, approvals, etc.)
2.Lack of clear standards for
equipment or systems that support
local and global interoperability of
Industry 4.0 technologies and
processes

Infrastructure
1.Gaps in deployment of high speed
broadband infrastructure in key
industrial and training locations and
not always able to support Industry
4.0 technology needs

ALL DONE AND CLEAR, ARBB(7181) IS THE BEST!

GOOD MORNING TO ALL ARBB FIGHTERS!

Eagle fly high so it sees first

Followed by other flying birds

but for Chickens, they only stay low on the ground and see nothing..... until too late!

Addressing Malaysia’s Issues & Challenges FOR IR 4.0

ARBB(7181) IS MORE THAN READY TO OVERCOME MOST OF THIS PROBLEMS! GOOD JOB!

Best Practices
Lack of a centralised and easily
accessible information platform to
understand best practices and
relevant use cases

Few visible success stories of
applying Industry 4.0 technologies and
processes by local companies

Awareness
Lack of awareness on the impact of,
and need for, Industry 4.0
technologies, both in terms of
opportunities and business model
disruption, especially among SMEs

High Cost of Investment
Higher cost of adoption and
longer payback period for
Industry 4.0 technologies and
processes

Inadequate understanding
of costs vs benefits and
ability to conduct Industry
4.0 business case analysis


Skill Enhancement
Limited understanding of
manufacturing firms of required future
skills and expertise, and own
readiness to embark on Industry 4.0
transformation
Significant shortage of required
talents, skills and knowledge for
Industry 4.0, particularly in the areas
of IoT, robotics and AI

Innovation
Evolving customer expectations
and demand for customisation of
products and faster delivery

Ownership of Intellectual Properties
due to inter-connectivity and
information sharing along the
supply chain

Digital Readiness &Connectivity
Low digital adoption especially
among SMEs (~20%) and
limited use of automation by
manufacturing firms (majority
of firms use less than 50% of
automation)

Lack of integrated and digital
approach to data gathering
along manufacturing and
supply chains

Exposure to cyberthreats with
increased connectivity and new
technologies, especially IoT

ARBB(7181) IS READY FOR IR 4.0 INDUSTRY!
SALUTE DATO LIEW!

GOOD MORNING TO ALL ARBB FIGHTERS!

THANKS FOR THE INFO ELAINE TAN, TOMORROW SURE TUNE IN FOR BFM THE MORNING RUN!

ARBB (7181) IS THE UPCOMING BULL STOCK! STAY TUNE GUYS!

WEF’s analysis identifies technology, human capital, global trade and networks, and institutional frameworks as key drivers of production for Industry 4.0.
Malaysia’s ranking in each of these drivers emphasises priorities in technology, human capital and institutional frameworks (21st to 30th position out of 100
countries), consistent with some of the challenges highlighted previously

Technology adoption and diffusion are particularly important for SMEs and underscore
the importance of creating production networks and collaborations with MNCs and large
companies.

Human capital focus is key to creating an accelerated shift in productivity, especially as
Malaysia has been relying on low labour cost in the past, with a declining share of
skilled labour.

Strengthening institutional frameworks underpins the role of Government in creating the
right ecosystem and facilitating collaborative platforms.

On global trade and investment, Malaysia is already well-integrated into regional value
chains and exhibits a very good trade infrastructure, which is reflected in its strong
global ranking (7th).

WHEN THE PRICE IS DOWN WE SAPU SAPU AND SAPU!
GOD OF PROSPERITY IS COMING THRU!

good morning to all arbb fighters

Crony gaji buta ,

Earn lots of money here, thanks ARBB 7181!

thanks samtuckfatt, cheers and adios!

kick that vampire ceo out for god sake,the last thing new malaysia needs no more cronies parking at good company! new malaysia new faces new style new business strategy!