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Collaborative Technologies in The Era of Indurty 4.0 - PT Toyota Motor Manufacturing Indonesia - Raidha Nur Afifah
Collaborative Technologies in The Era of Indurty 4.0 - PT Toyota Motor Manufacturing Indonesia - Raidha Nur Afifah
Collaborative Technologies in The Era of Indurty 4.0 - PT Toyota Motor Manufacturing Indonesia - Raidha Nur Afifah
FINAL TEST
COLLABORATIVE TECHNOLOGIES
IN THE ERA OF INDUSTRY 4.0
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Cyber-Physical Systems, Internet of Things, Smart Factory, and Internet of Services are
the most common four terms cited in academic research publications related to the industry.
Consequently, and given its initial stage, these are the four main components of the industry.
A cyber-physical system aims at the integration of computation and physical processes. This
means that computers and networks are able to monitor the physical process of manufacturing
at a certain process. The design principles allow manufacturers to investigate a potential
transformation to Industry 4.0 technologies. Based on the components above, the following
are the design principles:
Interoperability: the communication ability of all the elements of the factory, cyber-
physical systems, robots, corporate information systems, smart products and the people,
as well as third-part systems.
Decentralization: the capacity for the design of autonomous sub-processes within the
factory with cyber-physical elements with the capacity to make decisions
autonomously.
Real-time analytics: the ability to collect and analyse large amounts of data (Big Data)
that allow the monitoring, control and optimization of processes, facilitating any result
and decision derived from the process immediately and at every moment.
Virtualization: the ability to generate a virtual copy of the fabric by collecting data and
the modelling industrial processes (physical), obtaining virtual plant models and
simulation models.
Service orientation: the ability to transfer the new value generated to the customer in the
form of new services or improved services with the exploitation of new disruptive
business models.
Modularity & Scalability: the flexibility and elasticity to adapt to the needs of industry
and business at all times, with the ability to scale the technical capacity of the system in
accordance with the technical requirements required by the evolution of business
demand in each case.
The following are some of the important changes that will affect the demographics of
employment:
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COLLABORATIVE TECHNOLOGIES
IN THE ERA OF INDUSTRY 4.0
Since its establishment, TMMIN has continued to strive to increase the ratio of local car
content and other products. The development of the local component industry is carried out
jointly between TMMIN and component manufacturers. In an effort to develop a network of
component suppliers, TMMIN focuses on six key factors which include safety, environment,
quality, productivity, costs and human resources. All points are disseminated to all TMMIN
elements as a corporate culture that is the basis of work.
The Toyota car production process is carried out in several processes consisting of Press
Shop, Welding Shop, Paint Shop, Engine Shop and Assembly Shop. Each shop in the Toyota
car production process at PT Toyota Motor Manufacturing Indonesia has advantages, new
technology, prioritizing efficiency and being environmentally friendly.
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Flow to Produce Toyota Cars
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Supply Chain
TMMIN conducts their activity in consistent manner, resulting in the expansion of our
business network to 1,656 companies as our business partners (production and non-
production) with the the total number of workers absorbed by TMMIN reached 9,500 people,
while the overall operation of TMMIN Indonesia by involving suppliers was able to absorb a
workforce of up to 300,000 people.
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Component Suppliers
As one of Toyota's production base in the world, TMMIN always seeks to strengthen
the production base of supporting industry by continuing to improve the ratio of local
components used. TMMIN, together with the local suppliers, leverage the competitiveness of
Indonesian automotive industry by increasing the composition of local components utilization
in all its production cars.
TMMIN has many suppliers to support their production. Here are some component
suppliers of the company ;
PT. Inti Ganda Perdana has been developing its capabilities in product design
and development, as in manufacturing opertaions balanced by cost efficiency. With
customer's support and the implementation of international standards like ISO 14001,
OHSAS 18001 and ISO/TS 16949, PT Inti Ganda Perdana has setit upon itself to
ever improve product quality, cost, development and delivery time. Including for the
implementation of the just in time supply system and the award as Best Supplier.
Next to development of engineering capabilities, manufacturing operations and
market expansions, the strategy implemented to archieve its mission is by applying
Just In Time production systemat all production lines. Here are the company’s
machining product :
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Coinciding with the start of the globalization era, PT Gemala Kempa Daya has
committed to be a world-class corporation in the field of underbody components. To
accomplish this objective the company has established cooperation with a design
house in Europe. Engineers from the company are dispatched to the design house to
improve their capabilities in product design, while the company has set up an in-
house learning center to expediate the development of its human resources. It is
reflected by the acquirement of the ISO 14001, OHSAS 18001 and ISO/TS 16949
certications. PT Gemala Kempa Daya has also received other awards from its main
customers, such as: for the extraordinary constribution in achieving product quality
and complying with delivery targets. Here are some of PT Gemala Kempa Daya
equipments :
Press 1000 T Assembling Line Categories II & III (medium & heavy duty truck)
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The company has also set up a Calibration and Product Testing Laboratory,
which complies with the international iso 17025 standarts. This laboratory is fully
dedicated to companies growth, hence supports the development program for the
frame chassis and drive train that are being conducted by the Product Develeopment
Team of the company. Apart from that, the company also cooperate closely with its
customer, providing optimum solution, suggesting improvement, modiflying product
design or production process to generate quality product at compentitive cost. The
company has also set up a fully responsible Maintenance Center, which ensures that
equipments and machniries are maintenanced id operational condition to produce
product that comply with customer's demans.
Material Suppliers
The use of basic materials (steel, resin, etc.) from local suppliers are expected to enrich the
local content in the production of TMMIN’s car. In this activity, TMMIN cooperates with the
government and private company to strengthen the foundation of Indonesia's automotive
industry. In addition to component suppliers, TMMIN also has many material suppliers. One
of them is PT Autocomes System Indonesia. The company produces a number of products,
including cable assemblies, meters and automotive instruments, gas equipment, air
conditioners and solar power systems. As a first-tier supplier, Yazaki sells mainly to car
makers, and, to a lesser extent, electricity, gas and general construction companies.
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Dealers
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The fourth industrial revolution has seen the rise of robots working alongside factory
workers, and autonomous vehicles replenishing production line supplies. Sensor networks and
communications technologies have been used to connect designers with factory workers, with
intelligent machines and software interacting autonomously through the cloud, and facilities
connected in real time to suppliers and customers. Smart technologies, or rather, smart
technological utilisation, offers the manufacturing industry so much potential. Engineers can
get instant feedback on costs and performance predictions. Factory machines can
automatically assign factory processes. Smart factories will also enable companies to predict
when their equipment is about to fail and therefore take preventative measures to make sure it
doesn’t or inform maintenance team of incident sooner so companies can react more quickly.
IoT could save organisations lots of money by improving uptime through predictive
maintenance, or else informing them in real time through re-active maintenance.
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Reluctant to adopt technologies related to IR4.
However, although there are potential benefits, there are some who are reluctant to
accept this change. Concern that investors, employees, and the wider community will not trust
the concept of are some of these factors. The following are some of the challenges faced by
The fourth industrial revolution in the automotive industry which make the companies might
be reluctant to adopt technologies related to IR4.
1. The absence of innovation centers. The government budget for research and
development (R & D) is still very limited, only 0.1% to 0.3% of GDP.
2. ssues of overlapping regulations and policies.
3. Hard to find new people with necessary digital skills to run new systems and adapt
them to future technologies.
4. The ability of smart systems to communicate across factories and with suppliers and
customers that have different systems also emerged as a concern. Industry specific
data standardisation would help to solve this problem, firms could use one interface
for all their customers and suppliers.
5. Those relating to cybersecurity. The risk of security breaches – that’s hackers
accessing IT systems through an Internet of Things (IoT), It makes the risk of
investing in smart factories increased. Technology providers need to tell
manufacturers about security features that come with their products and explain how
the features work to prevent cyber-attacks. It is also important for IT teams to work
closely with operational teams generally, and provide support within a common IoT
strategy.
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6. The conservative attitude of those who run manufacturing production lines can also
prevent companies from taking on new smart technologies. People do the same thing
again and again and don’t want to tinker with something that works reasonably well,
companies have to decide on whether companies want to gamble on something new.
7. Consumers demand for increasingly complex products, so make smart technologies
increasingly important for the manufacturing industry. Today’s car buyers want
models built to their own specifications. The challenge for manufacturers is to
balance repetition and automation with demand for variation whilst at the same time
maintaining a high quality product.
8. Upgrading factory systems to embrace The fourth industrial revolution requires a lot
of investment which could be seen as a potential roadblock to widespread uptake.
PT Toyota Motor Manufacturing Indonesia faces The fourth industrial revolution 4.0
For this PT Toyota Motor Manufacturing Indonesia itself, there are several challenges
that must be faced by companies such as;
1. Supply chain components. The lack of development of domestic component industry
has resulted in the process of manufacturing still being sufficiently dependent on
import activities.
Toyota Motor Manufacturing Indonesia as one of the automotive industry players in
Indonesia recognizes that industry still needs to be deepened at this time. Including
by increasing the number and capabilities of local suppliers. Not only in layer 1, but
also in layers 2 and 3 which are Small Medium Industries (SMIs). Adequate local
component supply chains will increase local content in automotive products. This
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means reducing the dependence on imports which is greatly influenced by
fluctuations in the exchange rate. Product competitiveness in terms of price certainty
will increase.
2. Expand globally which is a global issue about the environment and energy.
Today, global automotive consumers are very concerned about fuel consumption and
exhaust emissions. It takes time for various adjustments, for example, in terms of
manufacturers, even though the national automotive manufacturing is ready and able
to produce vehicles with standards set to meet consumer demand and adjust to the
regulations of the export destination countries. Developted countries that are
currently the destination of Indonesia's exports are also increasingly paying attention
to vehicle safety technology. Therefore, it is necessary to implement a global
standard production prodcess.
3. The readiness to replace the previous positions
4. The use of IoT in Toyota's factories has so far been limited to detecting problems
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3. National industries can use digital technologies such as Big Data or industrial
automation which are used to optimize production schedules based on suppliers,
customers, machine availability and cost constraints.
4. What is needed is technological innovation through the development of startups by
facilitating the place of business incubation.
The Just-in-Time concept in the manufacturing process must be truly adapted to the
organization that will implement the concept. Like workers who must be highly motivated to
continue to make improvements over time or set higher standards. Companies must focus on
group development efforts that will involve various combinations of talents and also
knowledge, problem solving skills and ideas to achieve common goals.
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PT Inti Ganda Perdana (Rear Axle & Propeller Shaft) as a supplier of PT Toyota
Motor Manufacturing Indonesia also implemented Just-in-Time in their manufacturing
process. For them, Just-in-Time helps them to find system and idea of manufacturing and
conveying only what is needed, when it is needed, in just the amount needed at all stages of
productions.
In the Toyota Global's Just-in-Time concept almost came to a crashing halt in February
1997. A fire at an Aisin-owned brake parts plant decimated its capacity to produce a P-valve
for Toyota vehicles. The company was the sole supplier of the part, and the fact that the plant
remained closed for weeks could have devastated Toyota's supply line. The auto manufacturer
ran out of P-valve parts after just one day. Production lines shut down for two days until a
supplier of Aisin could manufacture the valves. Other suppliers for Toyota also had to shut
down because the auto manufacturer didn't need other parts to complete any cars on the
assembly line. The fire cost Toyota nearly $15 billion in revenue and 70,000 cars due to its
two-day shutdown, but it could have been much worse.
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Kanban System
In the TPS (Toyota Production System), a unique production control method called the
"kanban system" plays an integral role. The kanban system has also been called the
"Supermarket method" because the idea behind it was borrowed from supermarkets. Such
mass merchandizing stores use product control cards upon which product-related information,
such as a product's name, code and storage location, are entered. Because Toyota employed
kanban signs for use in their production processes, the method came to be called the "kanban
system." At Toyota, when a process refers to a preceding process to retrieve parts, it uses a
kanban to communicate which parts have been used.
Through continuous technological improvements, the kanban system has evolved into
the "e-kanban," which is managed using IT methodologies and has increased productivity
even further. A supermarket stocks the items needed by its customers when companies are
needed in the quantity needed, and has all of these items available for sale at any given time.
Taiichi Ohno (a former Toyota vice president), who promoted the idea of Just-in-Time,
applied this concept, equating the supermarket and the customer with the preceding process
and the next process, respectively. By having the next process (the customer) go to the
preceding process (the supermarket) to retrieve the necessary parts when companies are
needed and in the amount needed, it was possible to improve upon the existing inefficient
production system. No longer were the preceding processes making excess parts and
delivering them to the next process.
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Two kinds of kanban (the production instruction kanban and the parts retrieval
kanban) are used for managing parts.
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To strengthen relations and facilitate communication with suppliers, on July 2, 1987 PT Toyota
Motor Manufacturing Indonesia established an independent non-profit organization Toyota
Manufacturers Club (TM Club). Through the TM Club, PT Toyota Motor Manufacturing
Indonesia organizes integrated education and communication programs for our employees,
management and suppliers with the aim of increasing competencies in order to progress together.
Production Management
With the spirit to grow together, TMMIN shares experiences and competencies with suppliers
by carrying out Jishuken activities through the establishment of joint improvement groups with the
aim that suppliers can be more independent.
At present, the first tier 1 supplier of Toyota Indonesia is mostly a joint venture whose majority
shares are controlled by foreigners, but local companies can still become second tier 2 and third tier
suppliers. Thus, the continued growth of the automotive industry can also be felt by Indonesians. The
use of local raw materials must also be encouraged so that Indonesia can get added value from the
automotive industry tree. Toyota Indonesia works together to help suppliers to improve and improve
the management of safety, quality, shipping and work productivity to maintain & improve the
competitiveness of our business partners, such activities include: training, QCC / Quality Control
Circle, and also benchmarking. In addition, Toyota Indonesia also fosters manufacturing management,
specifically regarding the application of Lean Manufacturing, and the repair of shop floor production.
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The industrial revolution 4.0 is considered to be a threat to human work, plus the rapid
flow of economic change. Almost the entire order will experience disruption. What we have
now will be obsolete especially routine service. Slowly it will happen. Computers and Robots
become a new, fast, open and systemic icon. There are several types of jobs that will later use
machine automation or the use of robots. Technology will help more to what people lack. So
it's not replacing human roles. But most poeple think that technology is believed to be able to
make companies make mass layoffs. The role of humans as laborers still cannot be replaced
by technological sophistication. It's just that the ability of humans to be able to work and
adapt to technology is inevitable.
Workers must be encouraged to reach the peak of their achievements such as creativity,
innovation and intuition. Technology cannot replace human performance, but rather
encourages people to be more creative, innovative and intuitive. In the midst of the
increasingly sophisticated technological developments emerging technology concerns will
replace human labor in work. With the presence of the internet things, robots will become
stronger and have the possibility to change the role of humans, and it will create a gap in the
community.
For information, The fourth industrial revolution is the latest trend in automation and
data exchange in factory technology. This term includes cyber-physical systems, the internet
for everything, cloud computing, and cognitive computing. The fourth industrial revolution
produces smart factories. In smart modular structures, cyber-physical systems oversee
physical processes, create copies of the physical world virtually, and make decisions that are
not centralized. Through the Internet for all (IoT), cyber-physical systems communicate and
cooperate with each other and humans simultaneously.
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Pancasila can form a superior character of Human Resource in this case. Pancasila is needed to
equip themselves in the industrial revolution 4.0. There is a flow of revolution that combines physical,
digital and biological technologies that have an impact on all disciplines and ultimately modern
technology will revolutionize the way we live our lives. The current free competition of labor in the
Era requires jobseekers to equip themselves as much as possible to master modern technology,
especially digital technology. But many people forget, there is another side that is more important to
have is character and integrity.
Character is interpreted as a character that grows and is reflected in the attitude, behavior and
work patterns of someone who will distinguish one from the other. Whereas Integrity is one of the key
attributes that a worker must possess. At a time when global competition is very tight with various
countries in the world that only see from the mastery of technology, Pancasila can actually be the
answer about the distinctiveness of Indonesia's human resources. Pancasila as a source of ethics in the
concept and implementation of the work of Indonesian human resources professionals.
Pancasila must be the main spirit in the formulation of the Professional Ethics Code which
covers ethical, moral and legal aspects. Indonesian HR will have a distinctiveness as humans who are
adaptive to technology with superior character and integrity of the Pancasila. With this concept,
Indonesia's HR bargaining position will dominate the world market.
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