j u ru t e ra KDN PP 1050/12/2012 (030192)
ISSN 0126-9909
Digital Transformation during a
Pandemic
JUNE 2021
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JURUTERA Number 06, JUNE 2021
contents
IEM Registered on 1 May 1959
MAJLIS BAGI SESI 2021/2022 (IEM COUNCIL SESSION 2021/2022) YANG DIPERTUA / PRESIDENT Ir. Ong Ching Loon TIMBALAN YANG DIPERTUA / DEPUTY PRESIDENT Ir. Prof. Dr Norlida bt Buniyamin NAIB YANG DIPERTUA / VICE PRESIDENTS Y.Bhg. Dato’ Ir. Ahmad Murad bin Omar, Ir. Mohd Aman bin Hj. Idris, Ir. Yau Chau Fong, Ir. Chen Harn Shean, Ir. Prof. Dr Leong Wai Yie, Ir. Mohd Khir bin Muhammad, Ir. Prof. Dr Ruslan bin Hassan SETIAUSAHA KEHORMAT / HONORARY SECRETARY Ir. Dr David Chuah Joon Huang BENDAHARI KEHORMAT / HONORARY TREASURER Ir. Fam Yew Hin BEKAS YANG DIPERTUA TERAKHIR / IMMEDIATE PAST PRESIDENT Ir. David Lai Kong Phooi BEKAS YANG DIPERTUA / PAST PRESIDENTS Y.Bhg. Academician Tan Sri Datuk Ir. (Dr) Hj. Ahmad Zaidee bin Laidin, Ir. Dr Tan Yean Chin, Y.Bhg. Dato’ Paduka Ir. Keizrul bin Abdullah, Y.Bhg. Academician Tan Sri Dato’ Ir. Prof. Dr Chuah Hean Teik, Y.Bhg. Dato’ Ir. Lim Chow Hock WAKIL AWAM / CIVIL REPRESENTATIVE Ir. Yap Soon Hoe WAKIL MEKANIKAL / MECHANICAL REPRESENTATIVE Ir. Dr Aidil bin Chee Tahir WAKIL ELEKTRIK / ELECTRICAL REPRESENTATIVE Ir. Francis Xavier Jacob WAKIL STRUKTUR / STRUCTURAL REPRESENTATIVE Ir. Gunasagaran Kristnan WAKIL KIMIA / CHEMICAL REPRESENTATIVE Ir. Dr Chong Chien Hwa WAKIL LAIN-LAIN DISPLIN / REPRESENTATIVE TO OTHER DISCIPLINES Ir. Dr Bhuvendhraa Rudrusamy WAKIL MULTIMEDIA DAN ICT / ICT AND MULTIMEDIA REPRESENTATIVE Ir. Jeewa Vengadasalam WAKIL JURUTERA WANITA / WOMEN ENGINEERS REPRESENTATIVE Ir. Rusnida bt Talib WAKIL BAHAGIAN JURUTERA SISWAZAH / YOUNG ENGINEERS SECTION REPRESENTATIVES Mr. Kuugan Thangarajoo, Mr. Lim Yiren, Mr. Naveen Kumar, Ms. Tan Wen Jia, Ms. Jacquelyne Anne Boudeville AHLI MAJLIS / COUNCIL MEMBERS Ir. Dr Tan Kuang Leong, Ir. Mah Siew Kien, Y.Bhg. Dato’ Ir. Mohd Azmi bin Ismail, Ir. Ng Yong Kong, Ir. Dr Mui Kai Yin, Y.Bhg. Dato’ Ir. Noor Azmi bin Jaafar, Ir. Ting Chek Choon, Ir. Sukhairul Nizam bin Abdul Razak, Ir. Lai Sze Ching, Y.Bhg. Dato’ Ir. Dr Ahmad Anuar bin Othman, Ir. Dr Chan Swee Huat, Ir. Ellias bin Saidin, Ir. Mohd Radzi bin Salleh, Dato’ Ir. Hj. Anuar bin Yahya, Ir. Dr Teo Fang Yenn, Ir. Prof. Dr Jeffrey Chiang Choong Luin Ir. Dr Siti Hawa bt. Hamzah, Ir. Dr Tan Chee Fai, Ir. Mah Way Sheng, Ir. Prof. Dr Zuhaina binti Zakaria, Ir. Lee Cheng Pay, Ir. Dr Kannan a/l M. Munisamy, Ir. Dr Siow Chun Lim, Ir. Wong Chee Fui, Ir. Dr Hum Yan Chai, Ir. Tiong Ngo Pu AHLI MAJLIS / COUNCIL MEMBERS BY INVITATION Ir. Yam Teong Sian, Ir. Gopal Narian Kutty, Ir. Sundraraj a/l Krishnasamy PENGERUSI CAWANGAN / BRANCH CHAIRMAN 1. Pulau Pinang: Ir. Bernard Lim Kee Weng 2. Selatan: Ir. Wong Yee Foong 3. Perak: Ir. Loh Ban Ho 4. Kedah-Perlis: Ir. Mohamad Shaiful Asrul bin Ishak 5. Negeri Sembilan: Ir. Chong Chee Yen 6. Kelantan: Ir. Shaipuddin bin Shapii 7. Terengganu: Y.Bhg. Dato’ Ir. Wan Nazri bin Wan Jusoh 8. Melaka: Ir. Puvanasvaran a/l Perumal 9. Sarawak: Y.Bhg. Dato’ Ir. Janang Anak Bongsu 10. Sabah: Ir. Jeffrey Ng Vun Ping 11. Miri: Ir. Wong Siong Ung 12. Pahang: Ir. Ahmad Kamal bin Kunji
AHLI JAWATANKUASA INFORMASI DAN PENERBITAN/ STANDING COMMITTEE ON INFORMATION AND PUBLICATIONS 2021/2022 Pengerusi/Chairman: Ir. Prof. Dr Leong Wai Yie Naib Pengerusi/Vice Chairman: Ir. Prof. Dr Zuhaina binti Zakaria Setiausaha/Secretary: Ir. Dr Hum Yan Chai Ketua Pengarang/Chief Editor: Ir. Dr Leong Wai Yie Pengarang Prinsipal Buletin/ Principle Bulletin Editor: Ir. Prof. Dr Zuhaina binti Zakaria Pengarang Prinsipal Jurnal/Principal Journal Editor: Ir. Prof. Dr Abdul Aziz bin Abdul Samad Pengerusi Perpustakaan/Library Chairman: Ir. Dr Kannan a/l M.Munisamy Ahli-Ahli/Committee Members: Ir. Ong Guan Hock, Ir. Yee Thien Seng, Ir. Chin Mee Poon, Ir. Dr Oh Seong Por, Dr Sudharshan N. Raman, Ir. Dr Lai Khin Wee, Ir. Tiong Ngo Pu, Ir. Dr Lee Tin Sin, Ir. Yap Soon Hoe, Ir. Dr Teo Fang Yenn, Ir. Dr Bhuvendhraa Rudrusamy, Ir. Dr David Chuah Joon Huang, Ir. Tiong Ngo Pu, Ir. Lau Tai Onn, Ir. Yee Thien Seng, Ir. CMM Aboobucker, Mr. Muhd Ashiq Marecan bin Hamid Marecan LEMBAGA PENGARANG/EDITORIAL BOARD 2021/2022 Ketua Pengarang/Chief Editor: Ir. Dr Leong Wai Yie Pengarang Prinsipal Buletin/ Principle Bulletin Editor: Ir. Prof. Dr Zuhaina binti Zakaria Pengarang Prinsipal Jurnal/Principal Journal Editor: Ir. Prof. Dr Abdul Aziz bin Abdul Samad Ahli-ahli/Committee Members: Ir. Lau Tai Onn, Ir. Ong Guan Hock, Ir. Yee Thien Seng, Ir. Dr Oh Seong Por, Dr Sudharshan N. Raman, Ir. Dr Lai Khin Wee Secretariat: Janet Lim, May Lee
THE INSTITUTION OF ENGINEERS, MALAYSIA Bangunan Ingenieur, Lots 60 & 62, Jalan 52/4, P.O. Box 223, (Jalan Sultan), 46720 Petaling Jaya, Selangor Darul Ehsan. Tel: 603-7968 4001/4002 Fax: 603-7957 7678 E-mail: sec@iem.org.my Homepage: http://www.myiem.org.my
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COVER NOTE & EDITOR’S NOTE
COVER STORY Digital Transformation for Engineering in the New Normal Digital Transformation for an Inclusive & Sustainable Recovery Post Pandemic
16 - 29 FEATURE The Digital Transformation Journey
Impact of Artificial Intelligence and Digital Transformation in a Post Pandemic World
31 ENGINEER’S LENS Temple of Trees
32 - 34 FORUMS Introduction to Electrical Design in Building Services
CESIG Industry4WRD Webinar Series
37 NEWS FROM BRANCH IEM UTAR FYP Poster Competition 2021
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39
CAMPUS NEWS
ENGINEER’S ADVENTURE
Workshop on Resume Writing and Job Interviews
Zhaozhou Bridge: 1,400-Year-Old Engineering Marvel
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41 - 43
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DIMENSION PUBLISHING SDN. BHD. [ 199701034233 (449732-T) ] Level 18-01-02, PJX-HM Shah Tower, No.16A, Persiaran Barat, 46050 Petaling Jaya, Selangor Darul Ehsan, Malaysia. Tel: +(603) 7493 1049 Fax: +(603) 7493 1047 E-mail: info@dimensionpublishing.com Subscription Department E-mail: info@dimensionpublishing.com JURUTERA is published and printed monthly by Dimension Publishing Sdn. Bhd.
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PUBLICATION DISCLAIMER The publica�on has been compiled by both IEM and Dimension with great care and they disclaim any duty to inves�gate any products, process, services, designs and the like which may be described in this publica�on. The appearance of any informa�on in this publica�on does not necessarily cons�tute endorsement by IEM and Dimension. There is no guarantee that the informa�on in this publica�on is free from errors. IEM and Dimension do not necessarily agree with the statement or the opinion expresssed in this publica�on.
COPYRIGHT JURUTERA Bulle�n of IEM is the official magazine of The Ins�tu�on of Engineers, Malaysia (IEM) and is published by Dimension Publishing Sdn. Bhd. The Ins�tu�on and the Publisher retain the copyright over all materials published in the magazine. No part of this magazine may be reproduced and transmitted in any form or stored in any retrieval system of any nature without the prior written permission of IEM and the Publisher.
COVER NOTE DIGITAL TRANSFORMATION by Ir. Yim Hon Wa Chairman, Consulting Engineering Special Interest Group
igital Transformation is the adoption of modern digital technology to transform services or businesses by replacing non-digital or manual processes with digital processes or by replacing old technology with new digital technology. The aspect of digital transformation is the concept of going paperless or reaching “digital business maturity” affecting both individual businesses and segments of society such as government, mass communications, arts, healthcare and science. In political, business, trade, industry and media discourses, digitisation is defined as the technical process of converting analog information into digital form (i.e. numeric, binary format), as the term may also refer to manual information digitisation. Digitalisation is the organisation process or business process of technologically-induced change within industries, organisations, markets and branches. Digitalisation of manufacturing industries has enabled new production processes and much of the phenomena today known as Internet of Things, Industrial Internet, Industry 4.0, machine to machine communication, artificial intelligance and machine vision. Digital transformation has created unique marketplace challenges and opportunities as organisations must contend with nimble competitors which take advantage of the low barrier to entry that technology provides. In addition, due to the high importance given today to technology and its widespread use, the implications of digitisation for revenues, profits and opportunities have a dramatic upside potential.
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EDITOR’S NOTE CONTINUING THE GOOD WORK by Ir. Prof. Dr Zuhaina binti Zakaria Principle Bulletin Editor
t is an honour and a privilege for me to assume the responsibilities as Editor of JURUTERA. I am grateful to the Standing Committee on Information & Publication for giving me this opportunity. On behalf of the editorial board, I would like to thank my predecessor, Ir. Dr Bhuvendhraa Rudrusamy, who had invested significant efforts to advance the profile of this monthly bulletin. Given the success of the bulletin, the new Editorial Board will not make any immediate or radical changes; however, we will continue to publish relevant and current articles to meet the needs of our readers. This month, JURUTERA highlights the impact of the COVID-19 pandemic on digital transformation. Since the first Movement Control Order was imposed more than a year ago, COVID-19 cases continue to increase. The pandemic has impacted all aspects of our life and due to the restricted movement, working from home has now become the new standard. In response, businesses and government offices have had to turn to new technologies in order to continue their operations, albeit remotely in many cases. Although technology has always been an important element in the workforce, the pandemic has accelerated the adoption of digital technologies and the trend is most likely to stay even after the pandemic.
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DIGITAL TRANSFORMATION
for
Engineering in the New Normal Mr. Arham Abdul Rahman has a distinguished career in MIDA that spans 3 decades. He had served primarily in its foreign investment arm with years of service in Germany and the USA. He also played an active role in drafting and formulating various Malaysian industrial roadmaps and blueprints, including the currently ongoing 12th Malaysia Plan and New Industrial Master Plan. His experience as a MIDA frontliner for 3 decades in various initiatives locally and overseas makes him uniquely qualified to lead MIDA to cement and enhance Malaysia's position as a preferred investment destination for prospective Foreign High-Technology Investors.
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THE INSTITUTION OF ENGINEERS, MALAYSIA
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COVER STORY Can Malaysia capitalise on the rapid and intensive expansion of the adoption of 4IR technologies to gain a competitive advantage in its more lucrative exports industries against regional and global competitors? Since Malaysia launched the National Policy on Industry 4.0 (Industry4WRD) in 2018, there had been many initiatives by the Government to attract stakeholders, to create the right ecosystem and to transform the country’s industry capabilities towards Industry 4.0. What are the opportunities and threats for the Government, Society and Industry now?
Q
For the last five decades, the Malaysian Investment Development Authority (MIDA), the Government's principal investment promotion and industrial development agency under the Ministry of International Trade & Industry (MITI), had assumed a critical role in contributing to Malaysia’s rapid industrial progress in the manufacturing and services sectors. MIDA keeps intensifying efforts to secure sustainable investments from domestic and foreign sources to strengthen the nation’s economic growth. Industry 4.0 is already addressing and creating solutions to global resource and energy efficiency, urban production and balancing demographic change. It enables continuous resource productivity and efficiency gains across the entire value network as innovative technology leads to better policymaking, more sustainable business models, new jobs and income opportunities. In pushing the adoption of Industry 4.0 technology, the Government is investing on infrastructure readiness as industry players undertake the necessary shift in their business processes. In 2019, the National Fiberisation &
Connectivity Plan was formulated in response to the nation’s desire for improved broadband quality and coverage, lower broadband prices and to provide Internet access for all spectrums of society. In January 2020, the Malaysian Communications & Multimedia Commission (MCMC) identified 700 MHz, 3.5 GHz and 26/28 GHz as the pioneer spectrum bands for the roll-out of 5G. In line with the goal to implement 5G infrastructure nationwide by 2023, MCMC, along with other stakeholders and companies (such as Celcom Axiata, Digi Telecommunications, Edotco Malaysia, Maxis Broadband, Telekom Malaysia, U Mobile, Petroliam Nasional and YTL Communications) are currently running 5G demonstration projects in 6 states, involving an initial investment of RM143 million. As the lead agency of MITI in implementing strategies for Industry 4.0, MIDA is collaborating with TM One for the deployment of high-speed internet connection in industrial areas. TM One, the enterprise and public sector business arm of Telekom Malaysia Berhad (TM), has successfully deployed high speed broadband (HSSB) accessibility to 33 industrial areas in the Northern, Southern and Eastern regions, including Sabah and Sarawak, in February 2021. This would allow industries and businesses to leverage on and keep up with the latest digital transformation to remain relevant as they rely heavily on internet connectivity to be more productive, efficient and competitive, enabling greater automation and richer insights through big data analytics. The Government is also aggressively creating awareness of the importance of Industry 4.0 technology adoption and its positive impacts on businesses. The Government has introduced funds to help reduce the financial burden for companies willing to take the leap forward and face the challenge of Industry4WRD. There is an undeniable urgency for companies to trust
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technologies and to strategically adapt these disruptive technologies to remain relevant and reduce lowskilled labour dependencies. Future machines will be increasingly highly networked, enabling work without boundaries across the globe. This translates to a knowledge revolution and a skilled workforce will be the norm. Rather than view machines and robots as a threat to job security, society should see these as an opportunity to elevate the current positions through knowledge upgrading and upskilling. Hence, there is an urgent need to invest in education and training sectors to ensure there is ample human capital supply that is equipped with the proper knowledge and technical expertise. In addressing digital literacy among Malaysians, a prerequisite for Industry 4.0 technology transformation is the importance of technological knowledge penetration through education, starting with secondary level education. Local training institutes, such as German Malaysia Institute (GMI), Penang Skills Development Centre (PSDC), Kedah Industrial Skills & Management Development Centre (KISMEC) and local universities including Universiti Malaysia Perlis (UniMAP), University Malaya (UM), Universiti Putra Malaysia (UPM) and Universiti Teknologi Malaysia (UTM), have been instrumental in offering Industry 4.0-related programmes. Malaysia is a popular destination for ICT companies looking at international market expansion and global players IBM, HP, Intel, Huawei, Microsoft and Oracle have already made their move here. In 2019, Oracle launched a Cloud Solution Hub in Kuala Lumpur to help firms integrate Blockchain, Machine Learning, Artificial Intelligence (AI) and Data Analytics. The successful operations were attributed to the enabling and progressive ecosystem in this country. The presence of these MNCs opens a gateway for homegrown companies to develop competitive advantage,
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some in complementing services for MNCs through knowledge transfer, joint ventures and collaborations. To compete with or to be in alliance with these tech giants, Malaysian companies must gain momentum through sizable capital investment. These companies can adopt a consortium approach in bringing local tech expertise together and pool their resources to complement each other. This partnership can gain a sizeable market share and support competitive advantage. The Government is also encouraging the utilisation of local services provided by services and manufacturing companies as this will contribute to the domestic growth and reduce the services trade deficit. For instance, MITI has imposed pre-conditions for the issuance of Manufacturing Licences for manufacturing projects to utilise local engineering and architecture services. To further capitalise on the progressive expansion on the adoption of 4IR technologies, under MyDIGITAL, the Government has set up the national Digital Economy & Fourth Industrial Revolution Council (MED4IR) to monitor the growth of the digital economy and the harnessing of 4IR technology. It is the highest administrative body for implementing and reviewing the nation’s strategies
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and initiatives for the digital economy and 4IR. The Council has also endorsed the establishment of the Digital Investment Office (DIO), a fully collaborative digital platform between MIDA and the Malaysia Digital Economy Corporation (MDEC). It aims to create awareness of digital investments in the country and to strengthen coordination among all investment promotion agencies (IPAs) in promoting and attracting new digital investments. MIDA is committed to working closely with industrial players and stakeholders to ensure the best outcome for the people, businesses and the economy.
What major changes has Malaysia made to its incentives package to attract investments that can accelerate economic growth in the post pandemic era, especially for industry sectors where local engineering related inputs under 4IR can be exploited?
Q
The Government has cultivated an investment-friendly environment with competitive investment incentives to ensure we remain a preferred investment destination amidst the COVID-19 pandemic. Continuous revision and fine-tuning of business
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policies are being made to make Malaysia more competitive and attractive. Since the launch of the National Policy on Industry4WRD, many initiatives have been outlined to drive digital transformation across the manufacturing and related services sectors. In 2020, the Government announced the National Economic Recovery Plan or Pelan Jana SemulaEkonomi Negara (PENJANA), with goals that included protecting jobs and empowering local businesses. Through this initiative, new measures and the enhancement of existing measures for employers/companies and employees/individuals were introduced to support the reopening of the economy under the "new normal”. Various incentives and grant packages to attract new investments are introduced especially for investments involving the adoption of 4IR, also known as “smart factory” with cutting-edge development in the digitisation and automation of manufacturing processes. MIDA is managing initiatives of Intervention Fund (IF), Smart Automation Grant (SAG), Domestic Investment Strategic Funds (DISF) and Automation Capital Allowance (Automation CA) in aligning to Industry 4.0 technology adoption. Notably, the announcement of PENJANA allows further enhancements to the DISF and SAG criteria and procedures. DISF was established to strengthen domestic investment to ensure sustainable economic growth. Funding options are offered to companies for the training of the local workforce, R&D activities carried out in Malaysia, modernisation and upgrading of manufacturing or services facilities and tools, obtaining of international standards/ certification and licensing or purchase of new/high technology. For the services sector, priority sectors include architectural/
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COVER STORY engineering services and ICT solution providers which relate to automation and Industry 4.0. MIDA has expanded the scope of the existing DISF which was targeted at the manufacturing sector in the initial years, to further include selected services sub-sectors. Among the eligible services subsectors are development, calibration, architectural, ICT solution providers related to automation and Industry 4.0 and integrated green technology projects. Under the National Budget 2019, the fund was further expanded to assist companies undergoing the Industry4WRD Readiness Assessment to migrate into Industry 4.0. Under the current PENJANA scheme, the enhanced DISF provides an avenue for second round matching grant for eligible companies that had been previously approved for DISF grants. This initiative, expanded until 31 December 2022, also includes industries in the ecosystem of sectors classified as of National Importance, as compared to the existing activities and products promoted under the Promotion of Investments Act, 1986. Other enhancements include increased flexibility on the equity ownership of at least 51 per cent Malaysian-owned and special increased ratio approval of training grants and capital grants for the purpose of Industry 4.0 technology adoption to 70:30, whereby the Government will finance 70% of the approved expenditure while 30% will be covered by the company. The Smart Automation Grant (SAG), on the other hand, was introduced under PENJANA to help local players adopt new processes to improve operational and manufacturing efficiencies through high technology. The Government initially allocated RM100 million to assist SMEs and Mid-Tier Companies (MTCs) to automate or digitalise operations and trade channels. Under the scheme, eligible companies will be offered a grant
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on a matching basis (1:1) based on eligible expenditure, up to a maximum RM1mil per company. Since its launch in December 2020, SAG has received overwhelming response from the industry players. As at March 2021, MIDA has received over 200 applications, which has surpassed the original projection. To address the increase in demand from the industry, MIDA was approved additional funding of RM50 million under the PEMERKASA initiatives to support the next phase of economic recovery this year. Another exciting concept is the Lighthouse Project being championed by MIDA,in approaching MNCs and local corporations which have successfully gained from 4IR transformation, to take up the initiative to guide, facilitate and support local manufacturing industries to also venture into the 4IR processes to gain business traction. This aligns with the Government’s aspiration for the country to be among the top Global Manufacturing Nations. MIDA seeks to seriously engage and propose to companies that have successfully adopted the Industry 4.0 key pillars in their projects in Malaysia. The foreign and local companies, including MNCs, are encouraged and provided with Government
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support to “tailor-made facilities” in establishing linkages and to develop local vendors in leading these local companies to take actionable steps to advance into Industry 4.0. In its on-going efforts, MIDA initiates discussion and webinar sessions with industry players, potential investors, international chambers of commerce and industry and associations. Initial interests have been conveyed by 9 multinational corporations and 10 local companies to explore the Lighthouse initiative. MIDA is ready to discuss with companies and industry stakeholders to provide the best options for their automation and digitisation journey. Local engineering companies such as machinery and equipment producers as well as system integrators can leverage on these opportunities. MIDA has also developed i-Services Portal, a single market place to link investors/companies interested to source for domestic services, with local service providers. The portal is reachable via http:// iservices.mida.gov.my. It acts as an effective medium for local service providers to expand their markets and further boost their business activities in today’s globalised and rapidly changing business environment.
COVER STORY Have industry associations (like FMM and MPMA) indicated their needs for transitioning to higher levels of digitisation or automation which can be satisfied through more intensive application of 4IR technologies? To what extent can institutions such as IEM and chambers/ associations help Malaysian industries and investors to make the country at least a regional leader in the adoption of 4IR on an accelerated basis?
Q
It is important to highlight that MIDA does not only focus on FDI. Domestic investments play a significant role to ensure Malaysia remains competitive and relevant on our path to recovery amidst this pandemic. The pandemic has compelled an inevitable shift towards digitalisation and automation. Businesses are under pressure to adapt quickly to this new normal and it has accelerated the need for us to leverage on digital technologies to develop better business practices and approaches. The implementation of Industry4WRD sees the expansion of MNCs and SMEs in accelerating the Industry 4.0 technology adoption.
Among the factors contributing to this development is the presence of solution providers within the ecosystem and existing industry players which are ready to take on the challenge to adopt Industry 4.0 technology. However, there is still plenty of room for improvement. The Government can connect stakeholders to work together and to share their knowledge and resources through collaborations to complement each other. As partners to investors, MIDA boasts of having a close working relationship with industry players on the ground. Hence, despite COVID-19 and the restrictions imposed on movement and gatherings, MIDA has remained resilient and responsive in providing advice and support to existing and potential companies. In 2020, MIDA successfully held over 500 online engagements with local and foreign stakeholders through various online platforms and digital tools were utilised to ease investors and to sustain confidence in Malaysia during these challenging times. Dialogues with local industry associations such as FMM, MPMA and NCCIM have witnessed their members highlighting the need to transition. Among the most common area of concerns raised are:
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• Readiness
of
the
internet
infrastructure for 4IR • Impact of workers who might lose their jobs after automation • Best time to promote machine vision automation • Pandemic impact to accelerate Malaysia's
d i g i ta l i s a t i o n
transformation, particularly for the SMEs • Challenges in terms of cost and talent availability. To address these concerns, MIDA continues to work closely with industry players to update on the latest policy changes due to the pandemic as well as available facilities to enable digitisation or automation undertakings to keep pace with the stringent requirements and demands of the pandemic. MIDA is ever ready to provide the necessary support to improve the adoption of the Industry4WRD initiatives towards enabling the business environment to be more productive, efficient and competitive. We look forward to more exciting ventures and further strategic partnership to take Malaysia to the next level, further leveraging our investment ecosystem and facilities to grow in the region for the future.
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Dato’ Abdul Latif bin Haji Abu Seman is Director-General of Malaysia Productivity Corporation (MPC). Under his stewardship, MPC has successfully collaborated with international government bodies such as the Australian Government Productivity Commission and OECD in establishing Malaysia’s Quality Regulatory Management System and modernising Malaysia business regulations. He also leads the MPC team under the ambit of PEMUDAH to improve Malaysia’s competitiveness and enhancing the Malaysia business climate.
DIGITAL TRANSFORMATION FOR AN INCLUSIVE & SUSTAINABLE RECOVERY POST PANDEMIC What are the initiatives or steps that Malaysia Productivity Corporation (MPC) is taking to assist industries, especially SMEs to face the challenges of digital transformation and stay competitive globally?
Q
• MPC continues to encourage technology adoption among businesses to improve productivity by - Acknow le dg ing and collaborating with technology centres and technical experts - Encouraging businesses for self-assessment on technology adoption and - Setting out to prove that digital technology is implementable. • In 2020, MPC introduced the MPC Go Digital initiative, where activities and services could be conducted online through Business Virtual Advisory Service (BVAS). The objective of Bringing Productivity Activities to Every Business That
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Connects to The Internet, benefited 20,000 firms in 2020. • Below are examples of MPC 2020 programmes.
B. PRODUCTIVITY1010 -
A. Plugfest 2.0 -
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Electrical & Electronics Productivity Nexus (EEPN) has initiated the Plugfest workshop to accelerate Industry 4.0 among the local industries. The primary objectives of Plugfest 2.0 are to promote Machine Vision technology based on Artificial Intelligence (AI) and to empower the participants to be able to embed the Machine Vision system in their work environment. Forty-five engineers from 25 companies took part in this programme from August to October 2020. EEPN is currently devising a plan to proliferate this programme on a larger scale.
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Machinery & Equipment Productivity Nexus (MEPN) launched PRODUCTIVITY1010 (Productivity through Digitisation) through Business Virtual Mentoring Services (BVAM) on 29 August 2020. This programme assists companies to develop individual digitisation roadmaps to start their digitisation journey. Developed digitisation selfdiagnostic and prioritisation matrix tools with 6 hours of virtual mentoring sessions, guided by 20 technology expects. 110 companies have utilised the digitisation self-diagnostic tool and MEPN has assisted 7 companies through the virtual mentoring sessions.
C. Compendium of Agrofood Technology -
In 2020, Agro-food Productivity Nexus (AFPN) developed a
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compendium of agro-food technology which offers indepth, reliable and valuable information with regards to upto-date knowledge and existing technology in the market. It covers the agro-food supply chain – namely production, postharvest handling, processing, distribution and retail – on a single platform. To date, 618 visitors have reaped the benefits of rich information on this database. Sufficient access to information through this compendium will empower farmers to harvest the full benefits of technology for suppor ting productive and sustainable farming practices.
D. Team Excellence Programme -
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Team Excellence provides a platform for sharing innovation ideas in organisations. It contributes to cost savings, the application of an effective work culture and builds strong talents and productive minds. In November 2020, MPC organised the Annual Productivity & Innovation Conference & Exposition (APIC) for the first time, virtually using a digital platform. This platform was used by various industries to share the results of innovations and best practices within the Team Excellence group for increased productivity, quality, service delivery and customer satisfaction. 246 Team Excellence groups representing 120 organisations from public and private sectors, shared their innovation projects in conjunction with APIC 2020. A record value creation worth RM1.14 billion from various initiatives such as Innovation & Creativity Projects, LEAN management projects and
Quality Environmental Certification programme (5S).
Does the MPC focus its efforts on any particular industry or sector of the economy such as manufacturing, E&E, professional services, etc?
Q
• Focus on priority subsectors are highlighted in the Malaysia Productivity Blueprint (MPB). - Manufacturing: Electrical & Electronics, Machinery & Equipment and Chemicals & Chemical Products. - Services: Retail, Food & Beverage, Professional Services, Private Healthcare and Tourism subsectors. - Agro-food subsectors. • However, MPC also assists other industry subsectors as well as the public sector.
What are the requirements in terms of human capital that need to be in place for the successful implementation of digital transformation? Do we have the resources available internally or would these have to be sourced externally?
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• Malaysia has the resources we need for digital transformation. The journey in digitisation started a few decades ago; we are a pioneer among ASEAN countries. • We are good at the infrastructure level. But to be competitive, we need to move up the value chain, mainly to embrace Industry 4.0 technology. • We need to star t teaching the coding curriculum (such as Big Data, Machine Learning and AI technologies) in school and to have more software parks for programmers, software development and embedded engineering development etc.
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With digital transformation, what are the initiatives that Malaysia can take to reduce our dependence on foreign labour?
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• Increase the adoption of Industry 4.0 with smart factories (data tracking and monitoring) and production floor automation. • This will allow local workers to do higher-value, higher-paying jobs. • In time, low-pay jobs will be eliminated, resulting in reduced dependence on foreign workers, especially in the low skills categories.
We know MPCMEPN developed PRODUCTIVITY1010. What is the overall plan for this programme?
Q
• PRODUCTIVITY1010 is aimed at assisting the manufacturing sector and manufacturingrelated services to kickstart their digitisation journeys. • We also introduced the digitisation self-diagnostic tool to help companies assess their digitisation readiness. • Based on the readiness result, we then help the company to digitise targeted manufacturing processes based on proof-ofconcept project, via training and on-site engagement. • The MyReskills IoT programme will provide training on Industry IoT knowledge and skillsets to enable participants to carry out IoT projects within their companies. • Our target is to train and assist 5,000 companies nationwide with the help of technology centres (such as Penang Skills Development Centre, Selangor Human Resource Development Centre and Sabah Skills & Technology Centre) and experts. • Participating companies will share their IoT projects on APIC.
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FEATURE
THE DIGITAL TRANSFORMATION JOURNEY
by Ir. Dr Tan Chee Fai
Dr Mazlina Shafii
H.E. David Khor
e are moving towards a faster paced, borderless world where convergence, personalisation, being more informed, higher expectations as well as cost-effectiveness and knowledge are power. Various factors have influenced the development and adoption of technology in order to improve productivity and economic growth. The severity of the COVID-19 pandemic and its impact on business worldwide are unprecedented. It has caused companies to shut down, supply chain disruptions, weak financial performance, retrenchment, etc. However, it has also become the catalyst for the digital transformation of Malaysian industries. Malaysia has embraced the Industry 4.0 journey with various initiatives, such as National Policy on Industry 4.0 (Industry4WRD), National IoT Strategic Road Map, Malaysia Productivity Blueprint, Establishment of Digital Free Trade Zone(s) and Malaysia Digital Economy Blueprint 2021 (MyDigital). We are in a good position to recover from COVID-19 as we have these Digital Transformation initiatives and the process of integrating digital technologies into the national economy had started before the pandemic. Still, strong commitment from the government and industries are necessary to lead the Malaysian economy by creating inclusive, high-quality growth through nationwide digitalisation initiatives that are aligned with our national policies. In addition, the industry also needs to have a positive as well as right mindset for the Digital Transformation journey. Digital Transformation is transformation based on digitisation and digitalisation that further touches a company’s core business and is aimed at creating a new business model in line with current needs. It is the development of digital technology and supporting capabilities to create a new digital business model. There are three phases of Digital Transformation development (Figure 1):
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Mr Vincent Oh Kok Loon
1. Digitisation Conversion: Information digitisation, analogue data to 01 binary 2. Digital Upgrade: Process digitalisation, typically incorporating various IT application systems 3. Digital Transformation: Business digitalisation, typical of Amazon and Apple
Figure 1: Phases of Digital Transformation
At the same time, another key description is given for Digital Transformation, which is that it enables a company to redefine its business systematically and comprehensively on information technology (IT), operation technology (OT) and communication technology (CT) as well as to redefine all aspects of organisational activities, processes, business models, and employee capabilities. The Digital Transformation concept emphasises the application of digital technology and the reshaping of business processes or business models. Business reshaping is the fundamental goal and digital technology is just a tool to support the company strategy and business development.
NATIONAL POLICY ON INDUSTRY 4.0 Launched on 31 October 2018, the National Policy on Industry 4.0 (Industry4WRD) aims to transform the manufacturing sector and related services. Industry4WRD
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FEATURE covers the period from 2018 to 2025. The Ministry of International Trade & Industry (MITI) has been responsible for the development of the Industry4WRD policy since 2017, working with the Ministry of Finance, Ministry of Multimedia & Communications, Ministry of Human Resources, Ministry of Education and Ministry of Science Technology & Innovation as well as various agencies, industries and stakeholders. The policy has three visions and is aimed at making Malaysia: • A strategic partner for smart manufacturing and related services in the Asia Pacific • A primary destination for investment in the high value and high technology industry • A total solutions provider for cutting-edge technology. The objectives were formulated on three main foundations: Attract (A), Create (C) and Transform (T). • Attract (A): To attract stakeholders to shift towards Industry 4.0 applications and technologies, thereby enhancing Malaysia’s attraction as a preferred location for smart manufacturing • Create (C): To create a holistic ecosystem to support the adoption of Industry 4.0 by industries and to coordinate existing initiatives in various related aspects such as talent and workforce, funding, infrastructure and regulation • Transform (T): To enable a holistic transformation of the manufacturing sector to increase and strengthen productivity, cost efficiency, technology applications and innovation ability, development of local technology and development of more highly-skilled workers. The primary enablers of the Industry4WRD policy can be accorded the acronym F.I.R.S.T. • F: Funding and Outcome-based Incentives • I: Enabling Ecosystem and Efficient Digital Infrastructure • R: Regulatory Framework and Industry Adoption • S: Upskilling Existing and Producing Future Talents • T: Access to Smart Technologies and Standards. There are 13 strategies and 38 action plans. One of the main programmes is the Industry4WRD Readiness Assessment programme, which assesses the level of readiness of an organisation in its shift towards Industry 4.0. Its main objectives are: • To create a guideline on the level of readiness in an organisation for the usage of Industry 4.0 elements • To identify areas of improvement in every dimension measured • To recommend further actions to enhance efficiency and productivity • To develop a baseline for adoption by the industry. The adoption of Industry 4.0 will assist the industry, especially small and medium-sized enterprises (SMEs), to increase efficiency and productivity in order to remain relevant and competitive at domestic and global levels. The Industry4WRD policy will encourage the development
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of Malaysian products and services using innovative manufacturing capabilities based on technology.
CONNECTIVITY-DATA-INTELLIGENCE The digitalisation approach should be based on toplevel and holistic design, combined with the core competitiveness of enterprise, such as product design capabilities and future industrial interconnection as well as ecological development directions. Digitalisation is based on a company’s strengths and weaknesses, to determine its business strategy and goals. The essence of digital transformation has 3 main aspects. Connectivity: All things are interconnected, solving the problem of connecting people with people, people with things and things with things. Data: Interoperability is generated after the connectivity and the interoperability will generate data. Intelligence: Data is processed and refined for intelligent analysis and applications. Connectivity solves fundamental interoperability issues through the business interoperability to capture data, cloud storage, data analytics and cloud computing to provide valuable feedback and business insight to the top management. At the same time, data continues to accumulate and further provides services for intelligent analysis applications such as machine learning and deep learning.
DIGITAL TRANSFORMATION FRAMEWORK In the digital transformation framework of an enterprise (Figure 2), operation is supported by the core business value chain, technology support and organisational support. Operational support: : The core business value chain is continuously improved, based on data-driven thinking with the goal of creating and enhancing value. Technology support: This includes Internet of Things (IoT), Big Data Analytics (BDA), Cloud Computing, Building Information Modelling (BIM) and digital twins etc., as well as the digital middle platform that integrates the digital support with the business needs. Organisational support: Includes organisation, personnel, culture, process and other content.
DIGITAL TRANSFORMATION JOURNEY Malaysia launched Industry4WRD at MITI Tower in 2018. Many local manufacturers are aware of Industry 4.0 and its potential for value enhancement. This is Malaysia’s response to the call for Digital Transformation of the manufacturing sector and its related services by facilitating companies to embrace the 4th Industrial Revolution (4IR) in a systematic and comprehensive manner as well as to be smarter and stronger through people, processes and technology. However, two years after its launching, many SMEs are still unable to translate their acquired knowledge to actionable transformation plans due to various factors.
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FEATURE
Figure 2: Digital transformation framework of an enterprise
A Digitisation Self-Diagnostic Tool is an online survey tool that can be used as the first step to understanding the digitisation readiness of an enterprise. This tool has been cross-referenced with other survey tools from TUV SUD, IMPULS Foundation of the German Engineering Federation (VDMA), Warwick Manufacturing Group (WMG) the University of Warwick, Economic Development Board (EDB) Singapore and MITI. The Digitisation Self-Diagnostic tool is based on 3 cores, 8 focus areas and 15 elements (Figure 3).
Figure 3: The Digitisation Self-Diagnostic tool
The Machinery & Equipment Productivity Nexus (MEPN), Malaysia Productivity Corporation (MPC), has developed the Productivity1010 programme to assist SMEs to answer their concerns about using the Digitisation Self-Diagnostic tool and this has established 4 key principles of prioritisation: Reality Check/Gap Analysis, Return on Investment, Review of Key Performance Indices and Reference to Best Practice. These principles, known as the 4Rs prioritisation framework, help SMEs to understand the digitisation areas where improvements made will deliver the greatest value enhancement. This will allow enterprises to start, scale and sustain their Digital Transformation journey in the right direction. The Productivity1010 programme is aimed at helping enterprises approach prioritisation in a systematic way that is robust and comprehensive. To assist local SMEs translate the principles into practice, a Prioritisation Matrix has been developed by MPC MEPN, with the support
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FEATURE of the Machinery & Engineering Industries Federation (MEIF), Malaysia Automation Technology Association (MATA) and Malaysia Industry 4.0 Systems Integrator Association (MISI4.0). The goal is to assist enterprises in quantitatively identifying the high-priority areas based on the digitisation self-diagnostic input, profit & loss status, key performance indices, and proximity scores where improvements will bring the most benefit. Figure 4 shows an example of Prioritisation Matrix.
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Figure 4: Example of Prioritisation Matrix
The next phase of the Productivity1010 programme focuses on projectbased assessment for Proof of Concept (PoC) initiatives. A technical expert will intervene in the Digital Transformation of a company and coordinate the PoC such as IoT. The technical expert will provide training under MyReskill programme about the PoC technology and guide the company in implementing PoC in its operations. The technical expert plays an important role to hand-hold the company in its digital transformation journey. The expected outcome will be the validation of the PoC in practice on-site, enhanced productivity growth for SMEs, enhanced digitalisation capabilities of SMEs and showcasing the success of the PoC. Engagement with a Digital Transformation Consultant (DTC) will enable greater understanding of the context and give a better insight into a company’s operation as well as connect it with niche specialists and technology partners which are the best fit for its business needs. It is very important to engage a consultant with a combination of technical knowledge, change management skills and implementation experience. The DTC plays an important role in assisting the company to create a clear strategy and roadmap of its Digital Transformation journey. The DTC will be able to identify any gap in the Digital Transformation process as well as be an integral part of the process. A DTC will understand both the current traditional and the desired digital side of the business and will assist with change management in the company by designing a tailored strategy. A good DTC can formulate cost-effective solutions, solve complex business challenges and drive continuous improvement in the company. The Consulting Engineers Special Interest Group (CESIG) is organising the 1st ASEAN Digital Transformation Symposium (ASEAN DIGITAL 2021) on 10 September 2021 in conjunction with the 1st Malaysia Engineering Exhibition & Conference 2021 at Kuala Lumpur Convention Centre (KLCC). The objectives are: • To create greater awareness among ASEAN engineering community on the latest digitisation and Industry 4.0 Enabling Technologies for the manufacturing sector
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FEATURE •
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To assist ASEAN Engineering community to learn to leverage on new technology and digitisation to improve business performance to grow and thrive To provide a platform for technology practitioners and manufacturers to network and learn from each other and To promote the adoption of digitisation and Industry 4.0, enabling technologies to the ASEAN Engineering community for long-term benefits in the global market.
SUMMARY Digital Transformation is changing the way enterprises operate. Organisation, Process and Technology are all evaluated. It affects each level vertically and horizontally to connect and bring together data holistically for real-time, transparency and productivity. Digital Transformation is a journey to help enterprises grow and sustain growth for the long-term. It is important that enterprises have a proper strategy and road map for their digital transformation journey. In addition, the engagement of a DTC is very important to ensure the successful implementation of the right strategy and roadmap towards digital transformation. The enterprises need to be responsive, adaptive and resilient to face challenges and crises now and in the future. “It is not the strongest of the species that survive, nor the most intelligent, but the one more responsive to change” Quote by Charles Darwin
BIBLIOGRAPHY [1] Industry4WRD: National Policy on 4.0. Link: https://www.malaysia. gov.my/portal/content/30610. Accessed on 18 April 2021. [2] Industry4WRD: National Policy on 4.0. Link: https://www.miti.gov. my/miti/resources/National%20Policy%20on%20Industry%204.0/ Industry4WRD_Final.pdf. Accessed on 18 April 2021. [3] Productivity1010: Digitisation Self Diagnosis Tool. 2021. Malaysia Productivity Corporation. [4] Productivity1010: Digitisation Prioritisation Matrix. 2021. Malaysia Productivity Corporation. [5] Machinery & Equipment Virtual Advisory Clinics (MEVAC). 2020. Malaysia Productivity Corporation. [6] Malaysia Digital Economy Blueprint (MyDIGITAL). https://www.epu.gov.my/sites/default/files/2021-02/malaysia-digitaleconomy-blueprint.pdf. Accessed on 18 April 2021. [7] Prime Minister Office of Malaysia. Speech Text in Conjunction with MyDIGITAL and Malaysia Digital Economy Blueprint Launch Ceremony. https://www.pmo.gov.my/2021/02/speech-text-in-conjunction-withmydigital-and-malaysia-digital-economy-blueprint-launch-ceremony/. Accessed on 18 April 2021. [8] The Edge Markets. Muhyiddin’s speech at MyDIGITAL, Malaysia Digtal Economy Blueprint launch ceremony. https://www.theedgemarkets.com/article/muhyiddins-speechmydigital-malaysia-digital-economy-blueprint-launch-ceremony. Accessed on 18 April 2021.
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Authors’ Biodata Ir. Dr Tan Chee Fai is Chairman, ASEAN Engineering Inspector for Manufacturing (AEI-MFG) and ASEAN Engineering Register (AER) Digital Transformation Consultant, Malaysia Productivity Corporation Dr Mazlina Shafii is Deputy Director, Malaysia Productivity Corporation H.E. David Khor is Minister Counsellor (Investment), Embassy of Malaysia in Beijing (Investment Section) and Director, Malaysian Investment Development Authority, Beijing Office Vincent Oh Kok Loon is Digital Transformation Consultant, Malaysia Productivity Corporation
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FEATURE
IMPACT OF ARTIFICIAL INTELLIGENCE AND DIGITAL TRANSFORMATION IN A POST PANDEMIC WORLD
by Ir. Tejinder Singh
hen one thinks of Artificial Intelligence (AI), one sees a distant, futuristic setting similar to what we see in science fiction movies. However, the lines between current reality and fiction have blurred. AI is changing the world and the lives of people; it has become the engine of growth for businesses and economies around the world. When we do a Google Search or engage with a chatbot on a shopping website, we are already interacting with an AI-based tool. AI and Digital Transformation are among new terms that engineers have faced in the last half decade. Currently graduating and future engineers are asking present practitioners about the impact these enabling technologies have on the engineering profession going forward. Is it still worth the while to pursue engineering as a career in view of the rapid pace of technological development? Clients of such engineering services are already asking engineers how these technologies can help improve and optimise their businesses. This article explores the impact that AI and Digital Transformation will have on the engineering profession. First a primer on some related definitions. Artificial Intelligence (AI) is the science and engineering of making intelligent machines, especially intelligent computer programs. It is related to the similar task of using computers to understand human intelligence, but AI need not be confined to methods that are biologically observable. AI is intelligence demonstrated by machines and the term is often used to describe machines that mimic cognitive functions that are associated with the human mind, such as learning and problem solving. AI has several sub fields: Machine Learning (ML) and Deep Learning (DL). Machine Learning is the study and application of computer algorithms that improve automatically through experience and by the frequent and repeated use of data. It is a branch of AI and computer science. ML algorithms
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build a model based on sample data, known as “training data”, in order to make predictions or decisions without being explicitly programmed to do so. ML algorithms are used in a wide variety of applications such as in medicine, email filtering and computer vision. Deep Learning is a class of machine learning algorithms that uses multiple layers to progressively extract higher-level features from the raw input. DL became popular in 2016 when AlphaGo beat the then reigning Go world champion Lee Sedol*. Perhaps a quote by a leading researcher, entrepreneur and practitioner of DL, Andrew Ng, is pertinent at this point. About a century ago, we started to electrify the world through the electrical revolution. By replacing steampowered machines with those using electricity, we transformed transportation, manufacturing, agriculture, healthcare and so on. Now, AI is poised to start an equally large transformation on many industries. For example, the IT industry (like Baidu) is totally transformed by AI. FinTech is also being totally transformed. Healthcare is starting to be, and there are huge opportunities there. Self-driving is an industry built on AI. Other industries, like search engines and food delivery, are also supported by AI. The only industry which will not be transformed will probably be hairdressing. AI is the new electricity. – Andrew Ng *In response to the match, the South Korean government announced on 17 March 2016 that it would invest $863 million (1 trillion won) in AI research over the next five years Digital Transformation is the adoption of digital technologies to transform services or businesses through the replacing of non-digital or manual processes with digital processes or replacing older digital technology with newer digital technology. At the heart, Digital Transformation is a set of rapidly evolving and converging technologies that pushes the boundaries of technology adoption, technologies such as cloud computing, cybersecurity, IoT and AI.
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FEATURE
Figure 1: Source NVIDIA
The term is also widely used in some sectors to refer to modest initiatives such as putting services online or legacy modernisation. McKinsey defines Digital Transformation as “an effort to enable existing business models by integrating advanced technologies”. Basically, it allows digital technologies to be integrated into already existing business models, changing the way organisations operate and deliver products or services. MIT’s George Westerman posits that Digital Transformation marks a radical rethinking of how an organisation uses technology, people and processes to fundamentally change business performance. The old term for Digital Transformation is Industry 4.0.
ARE WE READY TO TRANSFORM? Digital Transformation is among several crucial initiatives that many businesses have pursued or are embarking on. The perfect storm of a wide range of technologies, i.e. the nine pillars of Digital Transformation such as Additive Manufacturing, Robotics, Industrial IoT, Augmented Reality (AR), Big Data, Cyber-Physical Security etc., is playing a crucial role in the Digital Transformation of companies. AI and the various sub-fields will be the key technologies to propel organisations in their Digital Transformation. Though AI started in 1956, its tools and techniques only made a tremendous leap forward recently with the advent of better processing power and hardware and the availability of a huge amount of data. To put it in perspective, according to data compiled by Visual Capitalist, a single internet minute in 2020 holds more than 400,000 hours of video streamed on Netflix, more that 3.5 million video views on YouTube and nearly 42 million messages shared via WhatsApp. Compare this with only 4 years earlier in 2016: 69,444 hours watched on Netflix, 2.78 million video views on YouTube and 20.8 million messages shared on WhatsApp. According to a recent study by the IDC, the suggestion is clear that Digital Transformation, with the help of AI, is the way to move forward. This stimulates the need to pursue a plan to define a new AI-based operating model, organisational structure, roles and communication
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strategy to manage this transformation effectively. This is because the data that comes from IoT devices and Digital Transformation initiatives will have limited value without AI-based technologies that are able to find valuable information from the data generated. To respond to the challenges of the Digital Transformation economy, companies will have to grow their AI/ML teams faster. AI involves teams with synchronous communications, process automation and advanced analytics, so professional profiles are required in each of these fields, which are combinations of knowledge of Telecommunications, Computer Science, Mathematics, Statistics and Engineering. Any company that is considering to implement AI technology, is advised to start preparing its processes for the correct and effective exploitation of AI models as soon as possible.
IMPACT ON ENGINEERING Just like with many other industries, AI/ML/DL is changing perceptions and practices in engineering. Even though these technologies are now seemingly pervasive and ubiquitous, we shouldn’t overlook how truly remarkable they are and the incredible things they enable us to do today and will allow us to do tomorrow. For engineers, AI may cause the tasks they do to evolve rapidly and to help them do things they weren’t capable of doing before. AI in the engineering sector uses both software and hardware components. As machines become more complex, they will be able to impact not only smart production lines and complex manufacturing tasks but will also be able to design and improve tasks over time — with little or no human intervention — through machine learning. Car manufacturers have been using robots in the production line for quite some time to improve output quality and productivity and these have gone from completing simple engineering tasks to handling many precision moves required for some of the most intricate parts of the process. Tasks that engineers are responsible for can be enhanced with the support of AI tools. One example is Computer Aided Design (CAD) and Building Information Modelling (BIM) which is now a fundamental part of the daily design workflow. Tools like these will improve the capabilities of engineers to constantly seek new designs and optimisation options that were not possible before. Another way AI can support engineering tasks is to break down silos between departments and to help effectively manage data to glean insights from it. AI can provide automation for low-value tasks, while freeing up engineers to perform higher-value tasks. By using ML techniques to discover patterns in the data, machines will be of incredibly important help in engineering judgment. Next, we will discuss the impact of AI and Digital Transformation in two engineering disciplines, electrical and mechanical engineering.
JUNE 2021
FEATURE IMPACT ON ELECTRICAL ENGINEERS One case of AI transforming electrical engineering is in electrical power system operation and management. The increase of processing power and the availability of big data has set a clear roadmap which transforms the way that a power system can be monitored and managed. We can now look at a power system with fine granularity and resolution (both on the supply and demand side) and perform sensible management and optimised use of the massive amount of data that ensues. A possible development in the application of AI technologies is computerised, remotely managed smart home systems. Further development and improvement of smart home systems use Digital Transformation technologies, including cloud computing, IoT and ML etc. Currently, the key areas of smart home system improvement are the issue of safety/security and the management of various risk categories that occur in households and residential buildings, with safety being the topmost priority. AI can be exploited to improve the risk management processes. Other areas where AI and Digital Transformation are impacting the electrical engineering profession is in the integration of various energy sources that allows the building and operation of a unified grid network and optimised dispatching of multiple resources such as gas, hydro, heat, hydrogen and electricity. The safe and secure integration of intermittent generation energy from
distributed generation sources depends on AI to allow these systems to be more secure, energy efficient, flexible, environmentally friendly and sustainable.
Figure 2: AI in electrical engineering
IMPACT ON MECHANICAL ENGINEERS There are many ways in which mechanical engineering is adapting to a world that is increasingly becoming digital. AI and Digital Transformation are enhancing the product portfolio with digital functionalities and introducing creative, data-based services. The transformation of mechanical engineering in Digital Transformation promotes the development of smart industries which results in increased productivity, improved resource efficiency, reduced machine downtime, reduced
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FEATURE energy consumption, leading to reduced time to market. The AI contribution is in the power of intelligent predictive decision making, accelerating automating industrial processes. Digital Twin is another area where AI and Digital Transformation are playing a transformative role. A Digital Twin is a real-time virtual replication of physical models using algorithms. It can be anything, from a product, a process or a service and has become cost-effective with IoT. It is like having your best product technicians with the most advanced monitoring, analytical and predictive capabilities at their fingertips and it can be used for everything, from electric vehicles and aircraft to new developments. Another area where mechanical engineering takes advantage of AI and Digital Transformation is in 3D Printing. This rapid design and production method for making prototypes has grown so rapidly that the effect is being felt in many other industries outside the engineering fields, especially in medical and healthcare services. The application of AI and Digital Transformation in sustainable or green manufacturing minimises waste and reduces the negative impact on the environment. It involves adopting practices that influence the process design, product design and operational principles.
technologies and cyber-physical security transform the way we work. Engineers should also be prepared to exploit the latest tools available to them and to learn how to work alongside robots and smart machines. Engineers must optimise the work that needs to be done so that the benefits of interactions between humans and machines are maximised. AI and Digital Transformation are the foundation of advanced engineering. While there remain questions, most notably about how the roles of engineers will change, it is futile to resist the transformation. There’s no doubt that AI will help manage engineering data more efficiently and it will be an essential component of engineering in future. The sooner it’s adopted and adapted to, the sooner engineering will be able to capitalise on the advantages of these technologies.
ENGINEERS, AI AND DIGITAL TRANSFORMATION While there are many benefits of AI in engineering, some engineers are concerned that their jobs will be taken over by machines. Automation has and will continue to take over jobs that humans have done traditionally; however, this will free humans to do higher-level and creative tasks as well as take over jobs that require the unique skills of human creativity and innovation that don’t even exist yet. In a study by Stanford University titled One Hundred Year Study of Artificial Intelligence, there’s nothing imminent about the threat to jobs and, even when or if we get there, it will be balanced out by the positive impacts on society and the increased capabilities the technology offers. Kai-Fu Lee, in his book, AI Superpowers, postulates that many jobs will be lost, jobs that require low dexterity and structured environment, so tellers, cashiers, dishwashers, entry level translators will be at a higher risk of replacement in the next few years. Jobs such as physical therapists and home-care nurses are likely to be out of reach of automation in the foreseeable future. Jobs such as scientists and engineers that rely on manual dexterity in unstructured environments will have some tasks taken over by AI and automation, giving opportunities for these creative professionals to use AI to accelerate their progress. Engineers need to prepare to enhance their exploitation of AI and Digital Transformation, when factory automation, big data, additive manufacturing, smart
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Figure 3: Role of AI in engineering
WHAT’S NEXT IN A POST PANDEMIC WORLD? The COVID-19 pandemic has taught us that life continues even when most of the workforce is locked down. In fact, it was through AI and Digital Transformation that certain businesses were able to continue operations, albeit at a reduced level. Tesla continued to produce electric vehicles. NASA continued to proceed with the Mars Perseverance Lander mission which culminated in a successful landing on Mars this year. SpaceX successfully landed rockets on a drone ship. Manufacturers who had already embarked on the AI and Digital Transformation journey suffered very little as their warehouses were remotely operated by robots. AI and Digital Transformation are here to stay and are fuelling a transformation to make businesses more competitive and efficient. AI has already become a strategic factor in generating sustained growth and providing businesses with a competitive advantage. The challenge is in how we will manage the changes needed in the organisation structure, management culture and the investment needed to develop the right skills so that the workforce has the capability to adapt to this global trend that is now the norm in our professional and personal lives.
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FEATURE SOURCES [1] h t t p s : / / h o m e s . d i . u n i m i . i t / b o r g h e s e / T e a c h i n g / AdvancedIntelligentSystems/Old/IntelligentSystems_2008_2009/ Old/IntelligentSystems_2005_2006/Documents/Symbolic/04_ McCarthy_whatisai.pdf [2] Mitchell, Tom (1997). Machine Learning. New York: McGraw Hill. [3] Bengio, Yoshua; LeCun, Yann; Hinton, Geoffrey (2015). “Deep Learning”. Nature. 521 (7553): 436–444. [4] https://www.gartner.com/en/information-technology/glossary/digitaltransformation [5] George Westerman ; Leading Digital: Turning Technology Into Business Transformation [6] https://www.miti.gov.my/miti/resources/National%20Policy%20 on%20Industry%204.0/Industry4WRD_Final.pdf [7] Source for Figure 1 https://blogs.nvidia.com/blog/2016/07/29/whatsdifference-artificial-intelligence-machine-learning-deep-learning-ai/ [8] h t tp s: / /w w w.v is ua l ca p ita l i st.co m /wh a t- h a p p e n s- in ter net minute-2016/ [9] Source for Figure 2 https://www.electricalindia.in/artificialintelligence-an-advanced-approach-in-power-systems/ [10] https://ai100.stanford.edu/2016-report [11] Source for Figure 3 https://givingcompass.org/article/the-role-of-aiin-education-and-the-changing-u-s-workforce/ [12] Kai-Fu Lee (2018) ; AI Superpowers: China, Silicon Valley, and the New World Order
Author’s Biodata Ir. Tejinder Singh helms TJ Infinitium Sdn. Bhd., a boutique engineering advisory and consulting services company, operating in a space that intersects energy management, automation, artificial intelligence and industrial cyber security.
Special Features of HITEC METAL PEB Framing System CONDOLENCES
With deep regret, we wish to inform that Ir. Ismail Omar passed away on 21 May 2021. On behalf of the IEM Council and Management, we wish to convey our deepest condolences to the family.
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ENGINEER'S LENS
TEMPLE OF TREES
Ir. Dr Oh Seong Por Ir. Dr Oh Seong Por is the immediate past chairman of IEM Negeri Sembilan Branch.
W
at Bang Kung (Bang Kung Temple) is an ancient Buddhist temple in Thailand built during the Ayutthaya Period. It is located in Samut Songkhram Province where Siamese King Taksin The Great of the Thonburi Kingdom defeated the invading Burmese army in 1768. After the victory, King Taksin abandoned the place and the temple was left to co-exist with the surrounding trees. Over the years, the roots of long-living trees like Pho (bodhi or Ficus religiosa), Sai (banyan or Ficus benghalensis), Krai (Dracaena kaweesakii) and Krang grew and covered the entire temple. The roots provide natural protection and have kept the temple intact to this day. These are truly Mother Nature-engineered walls. The overgrown roots also created the impression that the temple was built inside the trees. This is why Wat Bang Kung is also popularly known as The Temple of Trees. There is a statue of the Buddha located in the hall. Devotees would walk around the statue and paste gold papers on it to produce a shining appearance under sunlight.
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FORUM
CONSULTING ENGINEERING SPECIAL INTEREST GROUP
INTRODUCTION TO ELECTRICAL DESIGN IN BUILDING SERVICES
by Mr. Muhd Ashiq Marecan bin Hamid Marecan
T
he Consulting Engineering Special Interest Group (CESIG), The Institute of Engineers, Malaysia (IEM) organised a virtual workshop on Introduction To Electrical Design In Building Services on 23 and 30 January 2021, held over 2 half-day sessions. There were more than 300 participants. This was the first virtual workshop organised by CESIG on GoToWebinar platform and was supported by The Electrical & Electronics Association of Malaysia (TEEAM). It was conducted by Ir. Mohd Taufik bin Mohammed Rathi, a Professional Engineer with Practicing Certificate (PEPC) in the Mechanical & Electrical (M&E) consulting field. He has vast experience and knowledge in the design of M&E services for high rise buildings, hospitals, mixed commercial developments, apartment blocks and other such facilities. The aim was to provide in-depth coverage of topics directly related to electrical design theory, the Regulatory provisions that such designs have to comply with, practical implementation guidelines in the design and construction of such projects and good engineering practice in accordance with Malaysian Standards
to benefit participating electrical and mechanical engineers, contractors, consultants, project managers, facility managers and others who wish to enhance their professional experience and competence. The workshop topics were: • Introduction to the scope of Electrical Building Services • Regulations, Standards and Codes in force in Malaysia • Electricity supply Voltages: • Low Voltage (LV) Distribution System, • Medium Voltage (MV) Distribution System • Standby Generator System requirements • Lightning Protection and Earthing Systems • Telecommunication Services and • ELV Services. Participants were provided with a learning module and certificate of attendance in digital format. This is in line with the new practice of going paperless during the pandemic period so as to reduce pollution of the environment.
UPCOMING ACTIVITIES Webinar Course on "Lifecycle Cost of Energy Efficiency-Green Project" Date Time Venue Approved CPD Speaker
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: 26 June 2021 (Saturday) : 9.00 a.m. – 5.00 p.m. : Digital Platform :7 : Ir. Noor Iziddin Abdullah bin Hj Ghazali
THE INSTITUTION OF ENGINEERS, MALAYSIA
Webinar Talk on "Ship Resistance Powering" Date Time Venue Approved CPD Speaker
JUNE 2021
: 28 June 2021 (Monday) : 3.00 p.m. – 5.00 p.m. : Digital Platform : Applying : Prof. Dr Adi Maimun
CONSULTING ENGINEERING SPECIAL INTEREST GROUP
FORUM
CESIG INDUSTRY4WRD WEBINAR SERIES
by Ir. Dr Tan Chee Fai
he COVID-19 pandemic has impacted Malaysia since March 2020. Besides implications to public health, it has significantly impacted businesses and the economy. Bringing fast-moving and unexpected variables to the engineering industry as well, it has become the catalyst of digital transformation for small and medium enterprises (SMEs). Since May 2019, the Consulting Engineering Special Interest Group (CESIG) had organised a total of 14 Industry4WRD webinars which contributed 24.5 CPD hours (Table 1). The aim was to assist IEM members to understand the digital transformation principles and mechanisms as well as to support the Malaysian National Policy on Industry 4.0 (Industry4WRD). Ir. Dr Tan Chee Fai, Digital Transformation advisor of Malaysia Productivity Corporation, Chairman of ASEAN Engineering Inspector for Manufacturing (AEI-MFG) and Technical Expert of ISO/IEC Smart Manufacturing Map Task Force, was the speaker in the series of Industry4WRD webinars. Ir. Dr Tan shared his experiences and expertise on Malaysia National Policy issues in Industry 4.0 and Digital Transformation. He started the series in May 2020, focusing on industry insights, especially the impact of COVID-19 on industry operations. During the first movement control order (MCO 1.0) from 18 March 2020 to 3 May 2020, many SMEs were not able to operate except for those involved in the movement of essential goods such as food. The economic impact of MCO 2.0 was less onerous for SMEs. However, operations were allowed only for companies categorised under “essential industry”, with the operational capacity limited to a minimum level or reduced by at least 50%. Many employees had to Work From Home (WFH) as one of the ways to control the spread of the COVID-19 infections.
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Table 1: CESIG Industry4WRD Webinar series
No.
Webinar
Date
CPD
1
Industry4WRD: The Update
14 May 2020
1.5
2
Industry4WRD: The Funding Support (Part 1)
22 May 2020
1.5
3
Industry4WRD: The Funding Support (Part 2)
29 May 2020
1.5
4
Industry4WRD: The Readiness Assessment
02 June 2020
1.5
5
Industry4WRD: Digital Transformation Strategy for Engineering Firms
04 June 2020
1.5
6
Industry4WRD: Skills & Talent
12 June 2020
1.0
7
Industry4WRD: Digital Transformation for SMEs in a Time of Crisis
18 Dec 2020
2.0
8
Industry4WRD: Building Industry 4.0 Capacity
21 Jan 2021
2.0
9
Industry4WRD: Digital Transformation for Professional Services
04 March 2021
2.0
10
Industry4WRD: Embrace Digital Economy – The Alibaba Model
05 March 2021
2.0
11
Industry4WRD: Platform and Digital Infrastructure
12 March 2021
2.0
12
Industry4WRD: e-Economy of South East Asia
18 March 2021
2.0
13
Industry4WRD: Harnessing Fourth Industrial Revolution Technologies in a COVID-19 World
23 March 2021
2.0
14
Industry4WRD: MPC Productivity1010 – A Digital Transformation Strategy
09 April 2021
2.0
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FORUM Thus, COVID-19 had impacted the industrial activity and stimulated the industry to rethink their current business practices. One of the immediate strategies for these businesses was to opt for digital adoption in order to speed up their recovery from COVID-19 implications as well as to build up resiliency and sustainability in their business. In response to the Fourth Industrial Revolution, Malaysia launched Industry4WRD: National Policy on Industry 4.0 on 31 October 2018 to drive the digital transformation of the manufacturing and related services sectors in the country. MITI introduced various initiatives such as Industry4WRD readiness assessment, Industry4WRD intervention programme and Industry4WRD Domestic Investment Strategic Funds (DISF) programme. The set of shift factors of Industry4WRD are People, Processes and Technology. The goal was to transform SMEs to achieve labour productivity growth, higher manufacturing contribution to the economy and an increment in innovation capacity and highly skilled jobs. In addition, the National Economic Recovery Plan or Pelan Jana SemulaEkonomi Negara (PENJANA) launched Smart Automation Grant (SAG) in December 2020. The PENJANA SAG would assist and incentivise SMEs and Mid-Tier Companies (MTCs) to automate and digitalise operations, production and trade channels. With the new normal arising from the COVID-19 pandemic, there is a significant acceleration of Malaysian SMEs towards digital transformation. The industry sector has already started to look for total solutions that are able to reduce their pain points, such as low efficiency in production, reliance on low skilled foreign workers, low production volumes, long working hours and high defects rate. Digital Transformation is one important option for SMEs to increase their competitiveness and to promote sustainable growth. Digital Transformation is a journey, not a destination. The right strategy and road map are important for SMEs in their unique digital transformation journey.
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Date Time Venue Approved CPD Speaker
: 1 July 2021 (Thursday) : 10.00 a.m. – 12.00 p.m. : Digital Platform :2 : Dr Uswah Khairuddin
One-Day Physical Course on Microsoft Project Date Time Venue Approved CPD Speaker
THE INSTITUTION OF ENGINEERS, MALAYSIA
: 3 July 2021 (Saturday) : 9.00 a.m. – 5.00 p.m. : Digital Platform : Applying : Ir. Faizal A. Sanusi
JUNE 2021
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NEWS FROM BRANCH
IEM UTAR FYP POSTER COMPETITION 2021
by Ir. Ts. Dr Leong Kah Hon
produce market-ready graduates to meet the industr y’s needs. The competition fur ther developed the students’ critical thinking on how they could ensure that their FYP outcome could benefit the industry and society. Electronic Engineering student Kau Ming Jiun emerged champion with his FYP titled “Eczema Lesions Segmentation using Deep Neural Network (U-Net, U-Net++ & ResUNet++)”. His study focused Closing session by Ir. Loh Ban Ho and Ts. Dr Yap Vooi Voon, dean of the Faculty of Engineering & Green Technology on solving the problem in segmenting skin lesions of eczema without the help of a specialist, by developing a he Institution of Engineers Malaysia (IEM) Perak deep learning model for segmentation. branch supported and sponsored the virtual Final Chin Yun Tong, an Environmental Engineering student, Year Project (FYP) poster competition organised by won 1st Runner-Up with her research topic, “Thermal UTAR Faculty of Engineering & Green Technology (FEGT), Activated Persulphate Oxidation on Landfill Leachate”, Kampar Campus. which focused on using the activated persulphate The annual event, held on 21 April 2021, was aimed oxidation method to treat landfill leachate. at providing engineering students with a platform to The 2nd Runner-Up was Wong Kai Meng from the showcase the results of their FYP to the industry panel as Construction Management Department for his poster well as to encourage and strengthen the link between titled “Effective Risk Management Plan of Residential local SMEs and the university to promote work-based Building Project during the Construction Stage in learning for the benefit of the students. Ipoh”. His study focused on identifying the significant A total of 90 posters were submitted. The top winners risks of residential building projects in Ipoh during from each department then presented their works to a the construction stage and then investigating and panel of judges comprising Ir. Loh Ban Ho (Chairman, IEM evaluating the current risk management practices Perak Branch), Ir. Dr Mark Olvinis and Mr. Koh Kai Fei (IEM during this stage. Perak Young Engineers Section). The virtual poster competition fostered a strong With this, the final-year students could communicate collaboration between the industry and the university and and present their works as well as strengthen their students were exposed to critical and industry-related engineering knowledge during the question-and-answer problems. sessions. This was important to enable the university to
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CAMPUS NEWS
WORKSHOP ON RESUME WRITING AND JOB INTERVIEWS
by Amanda Siaw
I
EM Monash Student Section organised a workshop on resume writing and job interviews on 5 April 2021, from 3pm to 5pm. It was held during the mid-semester break so as to allow more students to take part in and to benefit from the workshop. There was a total of 75 students, including the committee members. The main objective was to help students acquire a better understanding of how to write an impactful resume and how to effectively prepare for a job interview. The two speakers had vast experience in recruiting employees for the award-winning engineering company, Gamuda Berhad. The first speaker, Mr Keith Gabriel Gan, explained the differences between a CV and a resume. He then shared techniques on how to prepare an effective resume that would contain the right information. The second speaker, Encik Muhammad Afiq Coppey, talked about how to prepare for a job interview and what to expect. He said an interviewee should be mentally prepared, be honest and to anticipate potential basic and hard questions. He also shared the dos and don’ts of an interview. The presentation ended in a Q&A session. The workshop was also a great opportunity to promote IEM Monash Student Section to the participants, many of whom had yet to sign up as members. It was an insightful afternoon for everyone. IEMMSS hopes to organise more similar events in the future.
Pictures of speakers and participants at the end of the sessions
Poster of the webinar
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ENGINEER'S ADVENTURES
ZHAOZHOU BRIDGE: 1,400-YEAR-OLD ENGINEERING MARVEL
Zhaozhou Bridge
4
5kms to the west of Shijiazhuang, the capital city of China’s Hebei province, is a park that has been uniquely named after a bridge in it. It took my wife, my son and I about an hour to get there by bus from Shijiazhuang, during a trip that we made at the end of June 12 years ago. We were then travelling by train over a period of 3½ months from Malaga, our starting point in southern Spain, to Ho Chi Minh City in Vietnam, passing through much of Europe, Russia and China, on what was believed to be the longest train journey in the world. What attracted us to visit this park during that trip was not the park itself but the bridge. Zhaozhou Bridge was named after the county where it was located. Also known as Anji Bridge, it has a long history. It was constructed between AD595 and 605 during the Sui Dynasty, almost
1,420 years ago. It is a single-span masonry bridge with an arch that spans a distance of 37.37m. The total length of the bridge is about 50m. When almost all contemporary bridge builders believed that only arches in the form of a semi-circle would be strong and stable enough to withstand their own weight and carry the superimposed loads, the shallow arch of the Zhaozhou Bridge was hailed as an engineering milestone at that time. The man who received accolades for this extraordinary achievement was an exceptionally skilled mason named Li Chun. His ingenuity in the design and construction of this bridge could be seen in two areas: Firstly, he achieved the wide span of the bridge by using 28 parallel and abutting arches, each formed with massive, precisely-cut and wedged limestone voussoirs where joints were strengthened with wrought-
JUNE 2021
Ir. Chin Mee Poon Ir. Chin Mee Poon is a retired civil engineer who derives a great deal of joy and satisfaction from travelling to different parts of the globe, capturing fascinating insights of the places and people he encounters and sharing his experiences with others through his photographs and writing.
iron cramps or bars. Secondly, the spandrels over both sides of the main arches were constructed with two small arched openings to reduce weight as well as the lateral forces on the bridge due to flood waters. These novel design features and construction techniques have not only given the bridge tremendous strength but have also provided it with the flexibility required to withstand earthquakes. The bridge had undergone a number of repairs over the years; the 8th and last repair job was completed in 1958. However, the main structural elements of the bridge have survived the ravages of several wars, floods and earthquakes and have remained practically intact. The bridge continues to serve its original function of bridging the Xiao River. Zhaozhou Bridge may not be imposing or awe-inspiring in size or appearance, but its significance lies in the fact that it marks a milestone in the long history and evolution of bridge engineering. Today, Zhaozhou Bridge is China’s oldest standing bridge as well as the world’s oldest open-spandrel segmental arched masonry bridge. In 1991, the American Society of Civil Engineers dedicated the bridge as an International Historic Civil Engineering Landmark. I am truly pleased to have had the opportunity to visit yet another engineering masterpiece during my travels. The advancements made in the design and construction of this bridge have indeed enhanced my sense of pride in being a member of the great profession of civil engineering.
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TEMUDUGA PROFESIONAL Tarikh: 19 Mei 2021
Kepada Semua Ahli,
Pengumuman yang ke-151
SENARAI CALON-CALON YANG LAYAK MENDUDUKI TEMUDUGA PROFESIONAL TAHUN 2021 Berikut adalah senarai calon yang layak untuk menduduki Temuduga Profesional bagi tahun 2021. Mengikut Undang-Undang Kecil IEM, Seksyen 3.8, nama-nama seperti tersenarai berikut diterbitkan sebagai calon-calon yang layak untuk menjadi Ahli Institusi, dengan syarat bahawa mereka lulus Temuduga Profesional tahun 2021. Sekiranya terdapat Ahli Korporat yang mempunyai bantahan terhadap mana-mana calon yang didapati tidak sesuai untuk menduduki Temuduga Profesional, surat bantahan boleh dikemukakan kepada Setiausaha Kehormat, IEM. Surat bantahan hendaklah dikemukakan sebulan dari tarikh penerbitan dikeluarkan.
Ir. Dr David Chuah Joon Huang Setiausaha Kehormat, IEM (Sessi 2020/2021) PERMOHONAN BARU / PERPINDAHAN MENJADI AHLI KORPORAT Nama Kelayakan KEJURUTERAAN ELEKTRONIK MOHD HISYAM BIN MOHD RAMLI
BE HONS (UiTM) (ELECTRICAL, 2005)
SENARAI PENDERMA KEPADA WISMA DANA BANGUNAN IEM Institusi mengucapkan terima kasih kepada semua yang telah memberikan sumbangan kepada tabung Bangunan Wisma IEM. Ahli-ahli IEM dan pembaca yang ingin memberikan sumbangan boleh berbuat demikian dengan memuat turun borang di laman web IEM http://www.iem.org.my atau menghubungi secretariat di +603-7968 4001 / 5518 untuk maklumat lanjut. Senarai penyumbang untuk bulan April 2021 adalah seperti jadual di bawah: NO.
NO. AHLI
1
07691
MR. IDRIS BIN MOHAMED @ MAMAT
2
07039
Ir. WONG YII HENG
3
70290
MR. AMIR BIN ABD RAHIM
4
12458
DATO' Ir. NOR HISHAM BIN MOHD. GHAZALI
5
27607
MR. YEN KIEN MIN
6
59965
MR. SU HOW TOON
7
15346
Ir. RAMAYA A/L RAMAN
8
34847
MR. SYED FAREED BIN SYED OMAR
9
22944
MR. TAN YICK SIANG
10
32625
SDR. LAI SEA SEN
11
13505
SDR. CHUA BOON HWEE
CONTINUATION FROM MAY ISSUE 2021
KEJURUTERAAN MEKANIKAL MUHAMMAD HATTA BIN MHD YUSOF
BE HONS (UTP) (MECHANICAL, 2007)
PERPINDAHAN AHLI No. Nama Ahli KEJURUTERAAN AWAM
Kelayakan
96028
MOHD ZAMALI BIN ZAKARIA
BE HONS (UiTM) (CIVIL, 2007)
92347
MUHAMMAD FATHI BIN ABDUL AZIZ
BE HONS (USM) (CIVIL, 2014)
49976
NG GUO SHEN
BE HONS (LEEDS) (CIVIL AND STRUCTURAL, 2010)
111570
TAI YOONG HOU
BE HONS (UTAR) (CIVIL, 2013)
108441 YEE WAI FUNG
BE HONS (UKM) (CIVIL & STRUCTURE, 2004)
66360
CHUA KEIN HUAT
PERMINDAHAN KEPADA AHLI SISWAZAH No. Nama Ahli KEJURUTERAAN MEKANIKAL 86954 86993 72848 89323 99032 99018 31354 40380
KEJURUTERAAN ELEKTRIKAL BE HONS (UKM) (ELECTRICAL, ELECTRONIC AND SYSTEMS, 2004) ME (MALAYA) (2009) PhD (UTAR) (2017)
50491 78836
114796
ABU HASSAN BIN MOHAMMED NAZARI
BE HONS (QUEENSLAND) (ELECTRICAL, 2016)
80607
86001
FAISAL IRSHAD BIN HARUN
BE HONS (UNITEN) (ELECTRICAL, 2012)
39681
53432
HEW KEAN SING
BE HONS (UTAR) (ELECTRICAL & ELECTRONICS, 2014)
43459
71831
MOHAMAD NAZRI BIN MOHAMAD DIN
BE HONS (UTeM) (ELECTRICAL (CONTROL, INSTRUMENTATION & AUTOMATION, 2014)
45117
114709
MOHD ASRI BIN ARSHAD
BE HONS (MIDDLESEX) (ELECTRONIC, 1997)
23397
34003
NOOR AZMI BIN MOHD RADZI
BE HONS (UiTM) (ELECTRICAL, 2006)
59906
SYAHRUL NIZAM BIN MD SAAD
BE HONS (UNITEN) (ELECTRICAL & ELECTRONICS, 2005) ME (UNITEN) (ELECTRICAL, 2012) PhD (EDINBURGH) (2020)
90170
BEH HAO XIANG
BSc (KENTUCKY) (MECHANICAL, 2010)
KEJURUTERAAN PEMBUATAN 78895
76685 74502 75720 67682
KEJURUTERAAN MEKANIKAL
MOHD ROHAIZAD BIN MOHD RAZALI
BE HONS (UTeM) (MANUFACTURING(MANUFACTURING MANAGEMENT), 2009)
96154 96166 97937 96174 58807 89245
UPCOMING ACTIVITIES Webinar - One-Day Course on “Offshore Sand Separation: Design, Operation and Maintenance” Date Time Venue Approved CPD Speaker
40
JURUTERA
: 3 July 2021 (Saturday) : 9.00 a.m. – 5.30 p.m. : Digital Platform :7 : Ir. Dr John Eow THE INSTITUTION OF ENGINEERS, MALAYSIA
NAMA
KEE JIA MING, RYAN KUMARESWARAN A/L SUNTHRA SAKARAN LEE YONG SENG LIANG BAO WEN LINGESWARAN A/L SUNDARAMOORTHY LUM KHAI YET MATZAINI BIN KATON
MOHAMAD AZZAD BIN MOKHRI MOHAMAD HIZAMI BIN MOHD NOOR SHAHARUDIN MOHAMAD MIZAL SAIFUL ANUAR BIN MAZLAN MOHD AMIRUL HADI BIN ROSLI MOHD FIRDAUS BIN MOHD YUSOF MOHD FITRINIZAM EZANEE BIN BUNGSU MOHD ZULFADZLI BIN MOHD RIDZUAN MOY WAI HOONG
TAN JING YI TEOH HAN WEI
KEJURUTERAAN PETROLEUM 60720
BE HONS (UTAR SG LONG)(MECHANICAL, 2020) BE HONS (UTAR)(MECHANICAL, 2017) BE HONS (UTeM)(MANUFACTURING PROCESS, 2015) BE HONS (UTAR SG LONG)(MECHANICAL, 2020) BE HONS (UTAR SG LONG)(MECHANICAL, 2020) BE HONS (UTAR SG LONG)(MECHANICAL, 2020) BE HONS (UiTM)(MECHANICAL, 2009) MSc (UiTM)(MECHANICAL, 2014) BE HONS (UTM)(MECHANICAL, 2011) BE HONS (UiTM)(MECHANICAL, 2016) BE HONS (UTP)(MECHANICAL, 2017) BE HONS (UKM)(MECHANICAL, 2018) BE HONS (UTHM)(MECHANICAL, 2011) BE HONS(UMS)(MECHANICAL, 2013)
BE HONS (THE UNI. OF NOTTINGHAM)(MECHANICAL, 2012) ME (UNI. OF MALAYA)(MECHANICAL, 2019) BE HONS (UTM)(MECHANICAL, 2005) ME (MMU)(MICROELECTRONICS, 2014) MUHAMMAD ADRIAN THOMAS BE HONS (UTHM)(MECHANICAL, 2018) MUHAMMAD AIMAN BIN BE HONS (UTM)(MECHANICAL, 2017) MOHAMMAD ARIFF MUHAMMAD HAZIM BIN BE HONS (UiTM)(MECHANICAL, 2018) AZMAN MUHD FAKHIRUDDIN B. MOHD BE HONS (UiTM)(MECHANICAL, 2017) AFFANDI NG G-LIANG, JULIEN BE HONS (UTAR SG LONG)(MECHANICAL, 2020) ONG JUEN HAU BE HONS (UTAR SG LONG)(MECHANICAL, 2020) QUAH KENG TENG BE HONS (UTAR SG LONG)(MECHANICAL, 2020) TAN ROE DJER BE HONS (UTAR SG LONG)(MECHANICAL, 2020) YOGESWARAN A/L BE HONS (UTHM)(MECHANICAL, 2016) MARATHAIVERAN YONG MUN CHUN, VINCENT BE HONS (UTAR SG LONG)(MECHANICAL, 2020)
KEJURUTERAAN MEKATRONIK 97388 96180
Kelayakan
DHARSHINI YEAP MAY CHEN
BE HONS (UTAR SG LONG)(MECHATRONICS, 2020) BE HONS (UTAR SG LONG)(MECHATRONICS, 2020)
BE HONS (UTP)(PETROLEUM, 2016)
PERMOHONAN MENJADI AHLI SISWAZAH No. Nama Kelayakan Ahli KEJURUTERAAN AERONAUTIKAL 111791 CHIN KEAN SHIUNG
JUNE 2021
DCAM PART 66 AIRCRAFT MAINTENANCE ENGINEERS LICENSE TYPE C (CAAM)(AERONAUTICAL, 2018)
KE A H L IA N 112321 MURUGAN A/L VARAHARAJID
112205 NUR IZZAIDAH BINTI GHAZALI
DCAM PART 66 AIRCRAFT MAINTENANCE ENGINEERS LICENSE TYPE C (CAAM) (AERONAUTICAL, 2018) ME (MOSCOW AVIATION INST.)(AIRCRAFT & HELICOPTER DESIGN, 2012)
112315 MUHAMMAD NAJMI BIN GHAZALI 112211 MUHAMMAD NOOR HISYAM BIN ABANG HASHIM 111842 NAI WEN HAO, KELVIN
KEJURUTERAAN ALAM SEKITAR 114744 LOH XIANG RU 114741 SIAH WEELIAM
BE HONS (UTAR KAMPAR) (ENVIRONMENTAL, 2020) BE HONS (UTAR KAMPAR) (ENVIRONMENTAL, 2020)
KEJURUTERAAN AWAM 112196 ADIBAH BINTI AMIR SHARIFUDDIN 111598 AHMAD RASHDAN BIN MANSOR 111859 AHMAD SYIHAN SYAKIRIN BIN ZULKIFLI 111568 AHMAD ZARRUQ BIN MOHD HANAFI 112467 ALYAA ALIANA BINTI OTHMAN 112217 BAHARUDIN BIN MOHD 114763 CHAN JIN CHUAN 112475 CHAN MEN HOO 111823 CHEW YUN LIEH
114762 CHIAN WEI XUAN 111862 CHONG EE SING 114760 CHU WEI JIET 111824 CHUNG KAH SENG, RICHMOND 111563 CHUO NENG KEE, CLEMENT 111826 Dr KUEH SZE MIANG
111574 ESMAN SHAM BIN SHAMSUL BOHARE 111565 GOH JIA CHERNG
112214 HERDA BALQIS BINTI ISMAIL 111843 IZDIHAR NISZAR SYAFIQ 111866 KAMIL BIN IDRIS 112186 KELLY ERNOLD JOSEPH 112349 KONG KAI HUANG 114758 111863 111564
112352 112216 112343 114757 112458 112336 111596
111852
112324 112470 112323 112449 111577 111820 112362 111861
111844
BE HONS (UPM)(CIVIL, 2016) BE HONS (UMP)(CIVIL, 2014) BE HONS (USM)(CIVIL, 2016) ME HONS (THE UNI. OF SHEFFIELD)(CIVIL, 2019) BE HONS (UiTM)(CIVIL, 2017) BE HONS (UTM)(CIVIL, 1999) BE HONS (UTAR SG LONG) (CIVIL, 2020) BE HONS (UMP)(CIVIL with ENVIRONMENTAL, 2013) BSc (UNI. OF WOLVERHAMPTON) (CIVIL, 2006) ME (UTM)(CIVIL, 2013) BE HONS (UTAR SG LONG) (CIVIL, 2020) BE HONS (UTM)(CIVIL, 2009) BE HONS (UTAR SG LONG) (CIVIL, 2020) BE HONS (UTAR)(CIVIL, 2020) BE HONS (CURTIN UNI. OF TECHNOLOGY)(CIVIL & CONSTRUCTION, 2016) BE HONS (SWINBURNE UNI. OF TECH.)(CIVIL, 2011) PhD (SWINBURNE UNI. OF TECH.)(2016) BE HONS (UTM)(CIVIL, 2016) ME HONS (THE UNIVERSITY OF SHEFFIELD)(CIVIL & STRUCTURAL, 2019) BE HONS (UTM)(CIVILENVIRONMENTAL, 2004 BE HONS (UTM)(CIVIL, 2016)
BE HONS (UiTM)(CIVIL, 2014) BE HONS (UTHM)(CIVIL, 2012) BE HONS (SWINBURNE UNI. OF TECH.)(CIVIL, 2019) KOO JIA CHENG BE HONS (UTAR SG LONG) (CIVIL, 2020) LAI WEI LI BE HONS (UPM)(CIVIL, 2014) LAU ZHI SENG, JOHN BE HONS (RMIT)(CIVIL & INFRASTRUCTURE, 2015) ME (RMIT)( STRUCTURES & FORENSICS, 2016) LAU ZHI XIAN BE HONS (RMIT)(CIVIL, 2018) LAW TECK ONN ME (UNI. OF MELBOURNE) (CIVIL, 2019) LEE KAH WOON BE HONS (INTI INT. UNI.) (CIVIL, 2013) LIEW XIAN HUA BE HONS (UTAR SG LONG) (CIVIL, 2020) LIM JIAN XIANG BE HONS (UTAR)(CIVIL, 2014) LIM YANG SOH BE HONS (USM)(CIVIL, 2016) LING KIONG, THOMAS BE HONS (CURTIN UNI. OF TECHNOLOGY)(CIVIL & CONSTRUCTION, 2016) LOW BOON KIAT ME (THE UNI. OF MELBOURNE)(CIVIL with BUSINESS, 2018) BE (THE UNI. OF MELBOURNE) (ENVIRONMENTS, 2017) LYN KAUTHAR SABRINA BE HONS (UTP)(CIVIL, 2019) BINTI ALI SABRI SANI MEGAT MOHD WISWAN BE HONS (UTM)(CIVIL, 2002) B MGT MAZELAN MOHAMED SYAFIQ BIN BE HONS (UiTM)(CIVIL, 2016) ROSLI MOHD DZULRUSHDI BE HONS (UiTM)(CIVIL, 2004) BIN BAHARI MOHD RAIS BIN MOHD BE HONS (UiTM)(CIVIL, 2009) KAMARUDIN MOHD. RAPIZ BIN BE HONS (UNIMAS)(CIVIL, BARAHIM 2007) MUHAMAD ARIF BIN BE HONS (KLIUC)(CIVIL, OTHMAN 2012) MUHAMAD REDZWAN BE HONS (UPNM)(CIVIL, BIN MOHAMED 2018) HUSSAIN MUHAMMAD AIMRAN BE HONS (UMP)(CIVIL, 2019) AMZAR BIN KAMARUDIN
114755 NGU JUN JIE 112355 NORIZAN BIN MD ISA 111838 NORLIYANA BINTI SAZALI 111575 NUR ASIAH BINTI BIDIN 112221 NUR SYAHIRA BINTI ZULKAFLI 112453 NURUL IZZAIDA BINTI OTHMAN 112341 NURUL ZAWARNI BT ZAIM 111571 PAK JING SHEN
112192 PANG TZE CHIN, TIMOTHY
114747 SAU YUNG KANG 112314 SHIA JUN HUI
112488 SIA CHEN LUNG, LESTER 111825 SII HOU LEE 111590 SIM CHAI PING 112199 SITI AISHAH BT MOHD NOOR 112326 SIVA BALAN DARAMAKODAY 112193 SOPHIA ANAK MICHAEL 111895 SYAMSUL ANUAR BIN MOHD DAHARI 112354 SYED BURHANUDDIN BIN SYED AB RAHIM 111572 SYLVIA WONG 111570 TAI YOONG HOU 114752 TAN CHIN HIN 112351 TAN RUI ZHAN, IVAN
111537 TAN WEN HAO, TERENCE 111583 TANG MAN CHUN 111837 TIEW SIEW JUN, EDMUND 111848 TING WEE KIET 112461 TIONG MAW HIENG
112195 111566
112311 111846
BE HONS (UPM)(CIVIL, 2017)
114748 FAN CHIN WEI
BE HONS (UNIMAS)(CIVIL, 2011)
111849 GUNHALINGAM A/L VIJAYAKUMAR
BE HONS (UNI. OF NOTTINGHAM)(CIVIL, 2013) MSc (UNI. OF NOTTINGHAM) (CIVIL, 2014) BE HONS (UTAR SG LONG) (CIVIL, 2020) BE HONS (UTM)(CIVIL, 2000) BE HONS (UMP)(CIVIL, 2017)
112462 HAFIZUDDIN BIN MOHD HARIRI 112222 HANU VICNISHWARY A/P THEVENDERAN 111855 HAZUAN IZZUDDIN BIN HASAN
112337 KAMARUDY BIN KIMTAI BE HONS (UTM)(CIVIL, 2011) BE HONS (USM)(CIVIL, 2016) BE HONS (UiTM)(CIVIL, 2012) MPM(UTM)(2015) BE HONS (UMP)(CIVIL, 2012) BE HONS (CURTIN UNIVERSITY)(CIVIL & CONSTRUCTION, 2019) BE HONS (KARLSRUHE UNIVERSITY OF APPLIED SCIENCES)(CIVIL, 2012) ME (BEUTH UNIVERSITY OF APPLIED SCIENCES) (STRUCTURAL, 2018) BE HONS (UTAR SG LONG) (CIVIL, 2020) BE HONS (CURTIN UNI. OF TECH.)(CIVIL & CONSTRUCTION, 2016) BE HONS (SWINBURNE UNI. OF TECH.)(CIVIL, 2017) BE HONS (UMP)(CIVIL, 2013) BE (UNIVERSITY OF TASMANIA)(CIVIL,2011) BE HONS (UiTM)(CIVIL, 2007) BE HONS (UKM)(CIVIL & STRUCTURAL, 2005) BE HONS (UTM)(CIVIL, 2014) BE HONS (UiTM)(CIVIL, 2010) BE HONS (UTHM)(CIVIL, 2009) BE HONS (UMS)(CIVIL, 2013) BE HONS (UTAR)(CIVIL, 2013) BE HONS (UTAR SG LONG) (CIVIL, 2020) BE HONS (SWINBURNE UNI. OF TECH.)(CIVIL, 2018) ME (UNIMAS)(CIVIL, 2019) ME HONS (THE UNI. OF NOTTTINGHAM)(CIVIL, 2014) ME HONS (THE UNI. OF NOTTINGHAM)(CIVIL, 2019) BE HONS (IUKL)(CIVIL, 2017)
BE HONS (UMP)(CIVIL, 2015) BE HONS (CURTIN UNI.) (CIVIL & CONSTRUCTION, 2018) VINOT A/L ARTHIMULAM BE HONS (IUKL)(CIVIL, 2017) BE HONS (THE UNIVERSITY WONG SHINE YEE, ELAINE OF WESTERN AUSTRALIA) (CIVIL, 2012) WONG TIAN HUI BE HONS (MONASH UNI.) (CIVIL, 2012) YEOW YI XUAN ME HONS (ICL)(CIVIL, 2019)
111856 KHEM CHANDER @ KHERAN DAS S/O M. DORGADAS 112460 LEE KAI SHEN 112342 LEONG CHIN MENG 111609 MOHAMAD SHARAZMI BIN SHARUDIN 111850 MOHAMAD ZAHIN BIN MOHAMAD NOR 111586 MOHD AKMAL BIN JUMADI 111600 MOHD AMIRUL ANWAR BIN IBAHARIN 112345 MOHD KAMARUL NAJMI BIN ZULKIFLI 112191 MUHAMMAD AFIF BIN AHMAD LOTFI 112219 MUHAMMAD AKMAL BIN RAZALLY 112353 MUHAMMAD ARIFUDDIN BIN TUAN ALIAS 111845 MUHAMMAD AZRI BIN JOSRI 112320 MUHAMMAD FIRDAUS BIN ABDUL GHANI 112316 MUHAMMAD FIRDAUS BIN ZAINAL ABIDIN
111865 MUHAMMAD FIZWADI BIN OSMAN 112487 MUHAMMAD HAFRIZ AIZAT BIN M.BAKRI 111817 MUHAMMAD SHAFFIQ IZWAN BIN ABDUL AZIZ 112335 MUHAMMAD SYAHRUL NIZAM BIN ISMAIL 111858 NIK LUQMANUL HAKIM BIN NIK ARIFFIN
112325 NOORAMERA BINTI BELAH 112448 NUR ARINA BINTI AWANG 112185 NURHANA BINTI MD NASIR 111589 NURSYURA LAILI BINTI MAZLAN 112463 OOI CHUN YONG
KEJURUTERAAN BAHAN 112187 ANBU SELVAM A/L K M MAHALINGAM
BE HONS (USM)(MATERIALS, 1998)
KEJURUTERAAN BIO-PERUBATAN 112450 MUHAMMAD HANIF BIN RAMLEE 111588 NOOR HAURA BINTI SAMSUDIN
BE HONS (UTM)(BIOMEDICAL, 2009) BE HONS (UNIVERSITY OF MALAYA)(BIO-MEDICAL, 2012)
112451 PUTERI NUR JASHENA BINTI JEFRY 112469 SHESARUBEN YUTHAYA SURIAN 112197 SIM KIM LAI, JUDY
KEJURUTERAAN ELEKTRIKAL 112220 ABDUL ARIFF BIN ABDULLAHAMED 111582 AHMAD AMINULAH BIN SHAMSUDIN 111559 AHMAD TARMIZI BIN RAFI 111580 AZALLY BIN MAKMOR 111610 BOON JHUN YANN 112459 CHIA PU - HERN 112188 Dr WOOI CHIN LEONG
JUNE 2021
BE HONS (UTM) (ELECTRICAL, 2015) BE HONS (UiTM) (ELECTRICAL, 2014) BE HONS (UniMAP) (ELECTRICAL SYSTEMS, 2012) BE HONS (UTM) (ELECTRICAL, 2015) BE HONS (THE UNI. OF SYDNEY)(ELECTRICAL, 2018) BE HONS (UTAR SG LONG) (ELECTRICAL, 2020) BE HONS (UMS)(ELECTRICAL & ELECTRONICS, 2011) ME (UTM)(ELECTRICAL, 2013) PhD (UTM)(ELECTRICAL, 2017)
112347 SITI NURUL SALWA BINTI SH ABDUL NASIR
111841 SYAZWAN AZREE BIN SULEIMAN 114753 TAN BOON HONG, PHILIP 112206 TEOH CHEN HONG 111567 TIE SIANG NUK, RUTH
111847 TIOH JING YAN 112348 TUBAGUS HELMY BIN ABDULLAH
THE INSTITUTION OF ENGINEERS, MALAYSIA
BE HONS (UTAR SG LONG) (ELECTRICAL, 2020) BE HONS (UNITEN) (ELECTRICAL & ELECTRONICS, 2013) BE HONS (UiTM) (ELECTRICAL, 2013) BE HONS (UNITEN) (ELECTRICAL POWER, 2014) BE HONS (UTeM) (ELECTRICAL-POWER ELECTRONICS & DRIVE, 2015) BE HONS (UNITEN) (ELECTRICAL & ELECTRONICS, 2006) BE HONS (UTM) (ELECTRICAL, 2007) BE HONS (UNSW) (ELECTRICAL, 2010) BE HONS (UNI. OF MALAYA) (ELECTRICAL, 2011) BE HONS (UTeM) (ELECTRICAL-INDUSTRIAL POWER, 2006) BE HONS (UNITEN) (ELECTRICAL, 2014) BE HONS (UNITEN) (ELECTRICAL & ELECTRONIC, 2010) BE HONS (UTP)(ELECTRICAL & ELECTRONIC, 2009) BE HONS (UiTM) (ELECTRICAL, 2012) BE HONS (UNI. OF MALAYA) (ELECTRICAL, 2018) BE HONS (UTM) (ELECCTRICAL, 2013) BE HONS (UniKL) (ELECTRICAL, 2018) BE HONS (UniMAP) (ELECTRICAL ENERGY SYSTEM, 2017) BE HONS (UNIKL) (ELECTRICAL, 2017) BE HONS (USM) (ELECTRICAL, 2009) MSc (USM)(ELECTRICAL & ELECTRONICS, 2013) BE HONS (UTP)(ELECTRICAL & ELECTRONICS, 2018) BE HONS (UniKL) (ELECTRICAL, 2018) BE HONS (UTeM) (ELECTRICAL-INDUSTRIAL POWER, 2015) BE HONS (UiTM) (ELECTRICAL, 2017) BE (THE UNI. OF SHEFFIELD) (ELECTRICAL, 2011) MSc (EDIBURG NAPIER UNI.)( ELECTRONIC & ELECTRICAL, 2015) BE HONS (UTeM) (ELECTRICAL-INDUSTRIAL POWER, 2014) BE HONS (UNITEN) (ELECTRICAL POWER, 2015) BE HONS (UNITEN) (ELECTRICAL & ELECTRONICS, 2013) BE HONS (UniKL) (ELECTRICAL, 2019) BE HONS (THE UNI. OF NOTTINGHAM)(ELECTRICAL & ELECTRONIC, 2014) MSc (TH EUNI. OF BATH) (ELECTRICLA POWER SYSTEMS, 2019) BE HONS (THE UNI. OF SYDNEY)(ELECTRICALPOWER, 2019) BE HONS (UTP)(ELECTRICAL & ELECTRONIC, 2019) BE HONS (SWINBURNE UNI. OF TECHNOLOGY) (ELECTRICAL & ELECTRONIC, 2017) BE HONS (UTHM) (ELECTRICAL, 2010) MSc (UKM)(ELECTRICAL, ELECTRONICS & SYSTEMS, 2016) BE HONS (UNITEN) (ELECTRICAL POWER, 2015) BE HONS (UTAR SG LONG) (ELECTRICAL, 2020) BE HONS (MMU) (ELECTRICAL, 2017) BAppSc (THE UNIVERSITY OF BRITISH COLUMBIA) (ELECTRICAL, 2015) BE HONS (UNI OF MALAYA) (ELECTRICAL, 2019) ME (UNI. OF PORTMOUTH) (ELECTRONIC, 2017)
JURUTERA
41
KE A H L IA N 112202 VIKNESHWARAN A/L ARUMUGAM 111839 VINO A/L SUBRAMANIAM
111851 VOON CHUN YEE 111578 YEO ZHI HAO
112361 YIP TUCK LEONG
111599 YONG BOON CHUAN
BE HONS (UNITEN) (ELECTRICAL POWER, 2017) BE HONS (UTHM) (ELECTRICAL, 2009) ME (UTM)(ELECTRICALELECTRONICS & TELECOMMUNICATIONS, 2013) BE HONS (UNI. OF MALAYA) (ELECTRICAL, 2018) BE HONS (SWINBURNE UNI. OF TECHNOLOGY) (ELECTRICAL & ELECTRONIC, 2016) BE HONS (MONASH UNI.) (ELECTRICAL & COMPUTER SYSTEMS, 1996) BE HONS (UNITEN) (ELECTRICAL POWER, 2013)
112477 MUHAMMAD SHAHFEEQ BIN ZALIZAN 112322 MUHAMMAD SUHAIMI BIN MAN
BE HONS (UPM)(CHEMICAL, 2019)
BE HONS (UMP)(CHEMICALGAS TECHNOLOGY, 2012) ME (UMP)(CHEMICAL with ENTREPRENEURSHIP, 2013) 112464 NURUL AIN BINTI MOHD BE HONS (UTP)(CHEMICAL, HANAPIAH 2019) 112480 SAIFUL ASRI BIN BE HONS (UTM)(CHEMICALOTHMAN GAS, 2011) 111821 VINAYAGAM SIVABALAN BE HONS (UTP)(CHEMICAL, 2019) 114751 WONG SOOK MAY BE HONS (UTAR SG LONG) (CHEMICAL, 2020) 112476 YEK ZU MING, KEVIN BE HONS (UTP)(CHEMICAL, 2019) 114738 YEONG WEI MING BE HONS (UTAR KAMPAR) (PETROCHEMICAL, 2020)
KEJURUTERAAN ELEKTRONIK
KEJURUTERAAN KOMPUTER
112313 Dr MOHAMMADMAHDI ARIANNEJAD
112468 MOHAMAD SYAUFE HARRIZ BIN ABDULLAH
112209
112338
114745 112204 112340 112456
112189
111790
114740 111587
114739 112194
112356
BE (ISLAMIC AZAD UNI.)(ELECTRICALELECTRONICS, 2010) MSc (UKM) (MICROELECTRONICS, 2013) PhD (UNI. OF MALAYA) (PHOTONICS, 2019) Dr SYARFA' ZAHIRAH BE HONS (UTHM) BINTI SAPUAN (ELECTRICAL, 2006) MSc (NTU) (COMMUNICATIONS, 2009) PhD (UTHM)(ELECTRICAL, 2014) FIONA ISAAC NAIR A/P BE HONS (MMU) SUDESH (ELECTRONICSTELECOMMUNICATION, 2016) HEAW ZI BIN BE HONS (UTAR KAMPAR) (ELECTRONIC, 2020) MOHD DZULFAHME BIN BE HONS (UTM)(COMPUTER, ABD RAZAK 2008) MUHAMMAD SHAFIQ BE HONS (UTM)(COMPUTER, BIN NORDIN 2010) NUR FARAH AIN BINTI BE HONS (UniMAP) KAMARUZAMAN (BIOMEDICALELECTRONICS, 2016) NURHIDAYAH BINTI BE HONS (UTM) AHMAD (ELECTRICALELECTRONICS, 2006) RAMESH A/L BE HONS (UTM) SUBRAMANIAM (ELECTRICALMECHATRONIC, 2000) TAN XIN YEE BE HONS (UTAR KAMPAR) (ELECTRONIC, 2020) THULASITASAN A/L BE HONS (UPNM) NADARAJAH (ELECTRICAL & ELECTRONICCOMMUNIATIONS, 2018) WONG VIN YEAN BE HONS (UTAR KAMPAR) (ELECTRONIC, 2020) BE HONS (MMU) WONG YUNN SHENG, SHIRLEY (ELECTRONICSTELECOMMUNICATIONS, 2007) ZARITH ZULAIKHA BINTI BE HONS (UTeM) ZULKFLEE (ELECTRONICTELECOMMUNICATIONELECTRONICS, 2013)
KEJURUTERAAN KIMIA 111786 AN-NAJMI BIN MOHD FARID 111605 MUHAMMAD IRFAN MUSTAQIM BIN AWANG 114746 CHAW JIN SHENG 111608
112479
114759 111857 111794 114737 114743 114742 112357 112212
112457
42
BE HONS (UKM)(CHEMICAL, 2016) BE HONS (UNIVERSITY OF MALAYA)(CHEMICAL, 2012) BE HONS (UTAR KAMPAR) (PETROCHEMICAL, 2020) Dr OOI CHEL GEE ME HONS (THE UNI. OF NOTTINGHAM)(CHEMICAL with ENVIRONMENTAL, 2012) PhD (THE UNI. OF NOTTINGHAM)(2018) Dr SHAK PUI YEE, BE HONS (MONASH KATRINA UNI)(CHEMICAL, 2012) PhD (MONASH UNI) (CHEMICAL, 2016) HO JIA LYNN BE HONS (UTAR SG LONG) (CHEMICAL, 2020) IBRAHIM FIKRI BIN BE HONS (UTP)(CHEMICAL, MOHD SAID 2015) LAU SWEE LEONG BE HONS (UTP)(CHEMICAL, 2004) LEE WEI HERN BE HONS (UTAR KAMPAR) (PETROCHEMICAL, 2020) LOO GAIK ENG BE HONS (UTAR KAMPAR) (PETROCHEMICAL, 2020) LOW YU ZHENG BE HONS (UTAR KAMPAR) (PETROCHEMICAL, 2020) MATHAN KUMARR A/L BE HONS (UTAR) SELLVEKUMAR (PETROCHEMICAL, 2020) MOHAMAD FITRI BE HONS (THE UNI. OF AZRAAI BIN KAMARIZAN QUEENSLAND)(CHEMICAL, 2018) MOHD ASANI BIN BE HONS (UTM)(CHEMICALKALAM BIOPROCESS, 2004)
JURUTERA
BE HONS (UiTM) (ELECTRONICS-COMPUTER, 2016)
KEJURUTERAAN KOMUNIKASI 112190 Dr WEE FWEN HOON
112465 NOORFARHA BINTI MOHD NGABAS
BE HONS (UniMAP) (COMMUNICATION, 2009) PhD (UniMAP) (COMMUNICATION, 2013) BE HONS (IIUM) (COMMUNICATION, 2007)
KEJURUTERAAN MEKANIKAL 112483 AB AZIZ BIN MOHD YUSOF
BE HONS (UTM) (MECHANICAL, 2010) ME (UTM)(BIOMEDICAL, 2013) PhD (UTM)(BIOMEDICAL, 2017) 111840 ABDUL RAHMAN BIN BE HONS (UTeM) ABU HASSAN (MECHANICAL-AUTOMOTIVE, 2015) 111591 AFIFUDDEN BIN BE HONS (UTM) MOHAMAD ISA (MECHANICALAERONAUTICAL, 1996) 111592 AHMAD AIMAN EZREEN BE HONS (COVENTRY BIN ABU BAKAR UNIVERSITY) (MECHANICAL, 2013) ME (UNIVERSITY OF MALAYA)(MECHANICAL, 2019) 112327 AHMAD SYAHMI BIN BE HONS (UTP) AHAMAD AZAHARI (MECHANICAL, 2017) 111593 ARAVIND SINNIAH BE HONS (MIU) (MECHANICAL, 2019) 111854 ARIEF SHAH BIN AZAMY BE HONS (UMP) @ AZMI (MECHANICAL, 2019) 112333 HON KAH JYUN, BE HONS (TAYLOR'S UNI.) BRANDON (MECHANICAL, 2017) 112201 CHAN JAY REN BE HONS (TAYLOR'S UNI.) (MECHANICAL, 2017) 111562 CHIA TSUN SIUNG, BE HONS (UTM) RAYMOND (MECHANICAL-AUTOMOTIVE, 2009) 112360 CHOON CHIN AUNN, BE HONS (UNITEN) DANIEL (MECHANICAL, 2015) 114761 CHOW GENG YONG BE HONS (UTAR SG LONG) (MECHANICAL, 2020) 112474 DHARMARRAJ A/L BE HONS (MMU) JAYABALAN (MECHANICAL, 2016) 112208 DHINESHKARAN A/L BE HONS (UNITEN) BALKARAN (MECHANICAL, 2015) 111792 DOMINIC A/L FRANCIS BE HONS (UNI. OF MALAYA) (MECHANICAL, 2016) 112213 Dr TAN WOEI CHONG BE HONS (UTAR) (MECHANICAL, 2010) MESc (UTAR) (ENGINEERING, 2013) PhD (UTAR)(ENGINEERING, 2018) 112350 EWE CHERN YUE BE HONS (UNITEN) (MECHANICAL, 2016) 111581 FERDY ERLWIN BIN BE HONS (UTM) MARIZAL (MECHANICAL, 2019) 112344 HAN CHENYUE BE HONS (UTAR) (MECHANICAL, 2018) 112346 HII YU CHEANG, ROYCE ME HONS (THE UNI. OF SHEFFIELD)(MECHANICAL, 2017) ME HONS (THE UNI. 111604 IMMAN SOFIA BINTI MOHD BURHAN OF EDINBURGH) (MECHANICAL,2016) 112339 IZZAT MUHAIMIN BIN BSc (KOREA UNI.) MADISA (MECHANICAL, 2014) 112454 JEVARAJAN A/L BE HONS (UNITEN) GANASAN (MECHANICAL, 2018) 111607 KALAIVARMA A/L BE HONS (UTP) MARIMUTHU (MECHANICAL, 2018) 111576 KHAIRUL TAUFIQ BIN BSc HONS(CASE WESTERN SAIDIN RESERVE UNIVERSITY) (MECHANICAL, 1998) 111787 KOK JOON PENG BSc (THE UNI.OF TOLEDO) (MECHANICAL, 1989) BE HONS (MMU) 112472 KOSHELLAYOGAN A/L MUTHUVALLI (MECHANICAL, 2016)
THE INSTITUTION OF ENGINEERS, MALAYSIA
JUNE 2021
111573 LAU ZHEN SIN
BE HONS (MMU) (MECHANICAL, 2014) ME HONS (THE UNI. OF NOTTINGHAM) (MECHANICAL, 2020) 114756 LIM CHUN YING BE HONS (UTAR SG LONG) (MECHANICAL, 2020) 112359 LIM KAI MENG BE HONS (MONASH UNI.) (MECHANICAL, 2019) 112215 LIM TOW HAN ME HONS (THE UNI. OF SHEFFIELD)(MECHANICAL, 2019) 111896 LUQMAAN HAKIEM BIN BE HONS (UiTM) SULAIMAN (MECHANICAL, 2019) 111860 MEGAT SHARIFUDDIN BE HONS (UTeM) BIN MEGAT ZAKARIA (MECHANICALAUTOMOTIVE, 2007) ME (UKM)(MECHANICAL, 2018) 112328 MOHAMAD AMIRUL BIN BE HONS (UNITEN) ASARAPOO (MECHANICAL, 2016) 111606 MOHAMAD BIN BE HONS (UTM) MOHAMAD YUSOFF (MECHANICAL, 2019) 111788 MOHAMMAD FAIZ BIN ME HONS (THE UNI. OF MOHD YUSOF SHEFFIELD)(MECHANICAL, 2014) 111601 MOHAMMED HAFIZ BIN BE HONS (UTM) ABD.LAH (MECHANICAL, 2018) 112319 MOHD ABDULLAH BIN BE HONS (UPNM) MOHD YAMAN (MECHANICAL, 2012) 111603 MOHD HAFIZ BIN ABD BE (KOBE UNI.) KARIM (MECHANICAL, 2009) ME (UTM)(MECHANICALADVANCED MANUFACTURING TECHNOLOGY, 2013) 111585 MOHD REDZUAN BIN BE HONS (UTHM) MOHD YUNUS (MECHANICAL, 2010) 112329 MUAZZAM BIN BE HONS (UTP) MUHAMMAD (MECHANICAL, 2019) 111893 MUGUNTHAN BE HONS (UCSI UNI.) KUPPUSAMY (MECHANICAL, 2014) 112334 MUHAMAD NUR ALIF BE HONS (UPNM) BIN NADZRI (MECHANICAL, 2018) 111597 MUHAMMAD FIRDAUS BE HONS (UNIVERSITY OF BIN ZARMANI MALAYA)(MECHANICAL, 2014) 111569 MUHAMMAD HANIF BIN BE HONS (UNI. OF JALALUDIN TASMANIA)(MECHANICAL, 2016) 112452 MUHAMMAD HAZIM BIN BE HONS (TAYLO'R'S UNI.) ANUAR (MECHANICAL, 2015) 112471 MUHAMMAD NAZMI BSc (THE PENNSYLVANIA HANIS BIN MOHD STATE UNI.)(MECHANICAL, FAISUL 2019) 112312 MUHAMMAD NURDIN BE HONS (UTM) MOHD SOPEE (MECHANICAL, 2016) 111584 MUHAMMAD SHAHMI BE HONS (UTP) BIN AHMAD SHAUKI (MECHANICAL, 2011) 112200 MUHAMMAD ZURHAIRIE BE HONS (UiTM) BIN SENAN (MECHANICAL, 2018) 112207 MUSLIHUDDIN BIN BE HONS (UTM) TUNGKE (MECHANICAL-INDUSTRIAL, 2016) 111864 NG BOON LAY BE HONS (UNI.OF MALAYA) (MECHANICAL, 2018) 112198 NIK AHMAD FARHAN BE HONS (UNI. BIN ABDUL AZIZ OF LIVERPOOL) (MECHANICAL, 2010) ME (UNI. OF MALAYA) (MECHANICAL, 2019) 111561 NOOR HUWAIDA BINTI BE (THE UNI.OF ADELAIDE) YAHAYA (MECHANICAL & AEROSPACE, 2010) ME (UMP)(MECHANICAL, 2016) 111602 NORMAIZATUL AKMAL BE HONS (UTM) BIN NORHARIZAN (MECHANICAL, 2018) 112318 ONG KHOR JIN BE HONS (TAR UC) (MECHANICAL, 2019) 111853 SHATISWARREN S/O BE HONS (UNITEN) PACHIAPPAN (MECHANICAL, 2019) 111793 SIGITHASAN A/L BE HONS (UMP) NAGANTHERAM (MECHANICAL, 2016) 112332 SYAHIRAH BINTI ABDUL BE HONS (UiTM) HAMID (MECHANICAL, 2018) 111937 TENGKU MUHAMMAD BE TECH HONS (UniKL) FAHMI BIN TENGKU (AIR CONDITIONING IBRAHIM & INDUSTRIAL REFRIGERATION, 2015) MSc (UPM)(MECHANICAL, 2017) ME (UKM) (MECHANICAL, 2019) 111789 TEO CHUUN BEN BE HONS (UPNM) (MECHANICAL, 2014) 112358 VIKNESHWARAN S/O BE HONS (NILAI UNI.) KELUAN SINGH (MECHANICAL, 2017) 112317 WAN AHMAD NAZRIN BE HONS (THE UNI. OF BIN WAN SABRI AUCKLAND)(MECHANICAL, 2014) 111560 WONG SHUH KOOI BSc (THE UNI. OF KANSAS) (MECHANICAL, 1996) 114750 YAP KAH YEE BE HONS (UTAR SG LONG) (MECHANICAL, 2020) 114749 YEOH KEAT JIN BE HONS (UTAR SG LONG) (MECHANICAL, 2020) 112210 LEE CHUEN MING, ALVIN
KE A H L IA N 112330 ZAFIRUL AIMAN BIN ROSLI 112478 ZULKEFLEE BIN ZAKARIA
BSc (DREXEL UNI.) (MECHANICAL, 2017) BE HONS (UTM) (MECHANICAL, 2014)
114754 SHIM YI HENG
112218 KARTHIK A/L BALASUBRAMIAN 111822 MUHAMMAD UMAR BIN ABD AZIZ
BE HONS (UniMAP) (MECHATRONICS, 2007) MSc (UniMAP) (MECHATRONICS, 2009) BE HONS (UNI. OF NORTHUMBRIA at NEWCASTLE) (MECHANICAL, 2016) ME (UNI. OF MALAYA) (MECHATRONICS, 2019)
112486 YEOH RU SERN
KEJURUTERAAN MEKANIKAL 111898 Dr THEIN CHUNG KET
BE HONS (THE UNI. OF HULL)(MECHANICAL, 2007) PhD (THE UNI. OF HULL) (MECHANICAL, 2012)
KEJURUTERAAN PETROLEUM
KEJURUTERAAN MEKATRONIK 112466 CHAI TONG YUEN
BE HONS (UTAR SG LONG) (MATERIALS, 2020)
BE HONS (UTP) (PETROLEUM, 2018) BE HONS (UTP) (PETROLEUM, 2018)
PERMOHONAN MENJADI AHLI ‘AFFILIATE’
KEJURUTERAAN POLIMER 112331 ABDUL HAMID BIN ABDULLAH 111579 HO SHUH HUEY
BE HONS (USM) (POLYMER, 2008) MSc (USM)(POLYMER, 2012) BE HONS (UniMAP) (POLYMER, 2013) PhD (UniMAP)(2017)
No. Nama Kelayakan Ahli KEJURUTERAAN ELEKTRONIK 109184 DATO' PROF. DR NORAINI BINTI IDRIS
BSc (UNI. OF MALAYA) (MATHEMATICS & PHYSICS, 1982) PhD (OHIO STATE UNI.)(1998)
PERMOHONAN MENJADI AHLI ‘ASSOCIATE’
KEJURUTERAAN PEMBUATAN 112203 ANWAR AFIFI BIN ADIB RIDZUAN
ME (UNI. OF BESANCON) (ECO-DESIGNED PRODUCTS, 2017) BE (UNI. OF BESANCON) (ENGINEERING, 2016) 112473 IZHAM REZA BIN ZAINAL BE HONS (LOUGHBOROUGH ABIDIN UNI. OF TECH.) (MANUFACTURING ENGINEERING & MANAGEMENT, 1991)
PERMOHONAN MENJADI AHLI ‘INCORPORATED’ No. Nama Kelayakan Ahli KEJURUTERAAN ELEKTRIKAL 112490 RAJAKUMAR A/L RAJARATNAM
BE HONS (THE NOTTINGHAM TRENT UNI.)(ELECTRICAL & ELECTRONIC, 2002)
No. Nama Ahli KEJURUTERAAN AWAM
Kelayakan
111897 MOK SIEW FENG
DIPL. (KOLEJ BERSATU SARAWAK)(CIVIL, 2008)
KEJURUTERAAN ELEKTRIKAL 112489 THARUMA NATHAN A/L HARI KRISHNAN
DIPL. (PUO)(ELECTRICAL & ELECTRONIC, 2019)
PERMOHONAN BARU / PEMINDAHAN AHLI Persidangan Majlis IEM yang ke-423 pada 19 Oktober 2020 telah meluluskan sebanyak 447 ahli untuk permohonan baru dan permindahan ahli. Berikut adalah senarai ahli mengikut disiplin kejuruteraan: GRED KEAHLIAN DISIPLIN
FELO
SENIOR
AHLI
SENIOR GRADUATE
SISWAZAH
“INCORPORATED”
“AFFILIATE”
“ASSOCIATE”
SISWA
JUMLAH
1
1
1
Aeronautikal
1
Aeroangkasa Pertanian
2
Bioperubatan
3
Perkhidmatan Bangunan
1
Kimia
5
2
24
37
4
53
Awam
1
1
Komunikasi
1
Komputer
1
1
10
Elektronik
58
30
125 1
2
24
1
2
14
1
Alam Sekitar
1
14
Pembuatan
1
11
Bahan
26
1
Elektrikal & Elektronik Elektrikal
1
23
23
1
39
1
18
5
11
6
Mekatronik Sumber Mineral
1
Perlombongan
1
1 62
34
113
7
15
22 1 1
Petroleum
2
Struktur
1
3
139
447
1
1
JUMLAH
0
1
20 12
1
Mekanikal
2 3
69
17
217
2
2
0
Senarai nama ahli dan kelayakan adalah seperti di bawah. Institusi mengucapkan tahniah kepada ahli yang telah berjaya.
Ir. Dr David Chuah Joon Huang Setiausaha Kehormat, Institusi Jurutera Malaysia, Sesi 2020/2021 PEMINDAHAN KEPADA AHLI “SENIOR” No. Nama Kelayakan Ahli KEJURUTERAAN AWAM 17684
SIN WAI HO
BE HONS (MALAYA) (CIVIL, 1999)
PEMINDAHAN AHLI KEPADA AHLI KORPORAT No. Nama Kelayakan Ahli KEJURUTERAAN AWAM 30663 70402
CHEN YIE CHIN CHIEW MIN HUI, SAMUEL
85882
CHONG WOEI SONG, RAYMOND FAIDHIL BIN MOHAMAD
31111
BE HONS (UNITEN) (CIVIL, 2007) BE HONS (BIRMINGHAM) (CIVILBUSINESS MANAGEMENT, 2007) MSc (BIRMINGHAM) (COBSTRUCTION MANAGEMENT, 2008) BE HONS (MALAYA) (CIVIL, 2008) BE HONS (UPM) (CIVIL, 2010)
87384
GOH KOK KEONG
56145
HAFIZAN BIN MOHD SALLEH HUN SIA WEN LAU TZE LIANG LEE CHIN HUI LIM WOOI KEONG MAZLAN BIN SUDIN
32142 20911 20450 90012 18708 32101 33081 38783
50138 27048 27125 29795
MOHD HANIF BIN ISMAIL MOHD SHAFEQ BIN ZAIBULLAH MUHAMMAD MASRIZAL BIN SAAD NG CHAU CHIN NOR HAFIZAH BINTI MOHD SUHADIS SHEK POI NGIAN SURIYADI BIN SOJIPTO
JUNE 2021
BE HONS (MALAYA) (ENVIRONMENTAL, 2015) BE HONS (UTHM) (CIVIL, 2012) BE HONS (USM) (CIVIL, 2011) BE HONS (USM) (CIVIL, 1999) BE HONS (UNIMAS) (CIVIL, 2001) BE HONS (UTM) (CIVIL, 2013) BE HONS (BRIGHTON) (CIVIL, 1996) BE HONS (USM) (CIVIL, 2008)
26423 27857
VIKNESWARAN A/L MUNIKANAN YEONG KANG LOONG
KEJURUTERAAN ELEKTRIKAL 70566
CHAN WEI-HOW
79357
JANE ANAK JAONG
BE HONS (UiTM) (CIVIL, 2008)
27978
BE HONS (UKM) (CIVIL & STRUCTURE, 2001)
76197
MANIMARAN RAMIYA MUHAMMAD JAMALULLAIL BIN MAHAMAD ISA
BE HONS (KLiUC) (CIVIL, 2010) BE HONS (UiTM) (CIVIL, 2006) BE HONS (UTM) (CIVIL, 2005) BE HONS (UTM) (CIVIL, 2004)
BE HONS (UTM) (CIVILENVIRONMENTAL, 2000) BE HONS (USM) (CIVIL, 2007)
BE HONS (UTAR) (ELECTRICAL & ELECTRONIC, 2014) BE HONS (UiTM) (ELECTRICAL, 1999) CONVERSION (UNITEN) (ELECTRONIC, 2013) BE HONS (UTM) (ELECTRICAL, 2003) BE HONS (UNITEN) (ELECTRICAL POWER, 2014)
Note: Continuation would be published in July 2021. For the list of approved “ADMISSION TO THE GRADE OF STUDENT”, please refer to IEM web portal at http://www. myiem.org.my.
THE INSTITUTION OF ENGINEERS, MALAYSIA
JURUTERA
43
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