Like many other sectors, India’s tyre industry is undergoing a massive digital transformation. Companies like CEAT have been at the forefront of this shift, adopting state-of-the-art technology.

The company was recently included in the World Economic Forum’s Global Lighthouse Network due to its impactful digital transformation using Fourth Industrial Revolution (4IR) technology.

The leading tyre manufacturer has also planned to extend its technological advancements to its Nagpur plant. “CEAT’s vision for a smart factory dates back to 2015, when it commissioned its Nagpur plant. The groundwork, however, was laid earlier at Halol, where barcode tagging was introduced for traceability and error-proofing. While Nagpur became the first facility to implement a manufacturing execution system (MES), deeper analytics and machine learning capabilities were not yet in focus between 2015 and 2020,” revealed Jayasankar Kuruppal, Sr Vice President –Manufacturing, during an exclusive interview with Tyre Trends.

As Halol expanded and exports to Europe surged by the early 2020s, CEAT had to rethink its manufacturing strategy, shifting from a high-volume, low-variant model to a high-variant, low-volume approach. Once limited to 60-70 stock-keeping units (SKUs), the company's passenger car segment expanded nearly fivefold to meet European demand, requiring a complete overhaul of production workflows. 

At the same time, the adoption of silica-based compounds, which is critical for wet grip and rolling resistance, posed new challenges. These materials inherently increased cycle times, impacting capacity utilisation. While Halol was not initially designed for high-silica production, the company’s Chennai plant incorporated necessary corrections. However, tighter OEM specifications and European market requirements led to higher scrap and yield losses. 

Recognising the limitations of conventional manufacturing, CEAT turned to 4IR technology to optimise its processes. The 4IR technology refers to the advanced digital and automation-driven technologies transforming industries today. It builds on the Third Industrial Revolution by integrating AI, IoT, big data and robotics to enhance efficiency and decision-making.

“The digital transformation began at the Halol plant, expanded to Chennai and is now planned for Nagpur. Between 2020 and 2022, CEAT developed and deployed over 80 digital use cases, earning its first Lighthouse Factory designation. This data-driven manufacturing approach is now being systematically rolled out across its entire production network,” added Kuruppal.

Intelligent factories

4IR plays a crucial role in tyre manufacturing and recycling by enhancing predictive maintenance through IoT sensors, increasing energy efficiency via AI, production optimisations and advancing smart tyres with real-time monitoring.

On the other hand, an intelligent or smart factory in tyre manufacturing is defined by two core pillars, namely automation and digital intelligence. Traditionally, the tyre industry has been labour-intensive, but the shift towards smart factories is transforming operations through seamless machine-to-machine communication, real-time data sharing and AI-driven decision-making. 

The first layer of an intelligent factory is pure automation. This includes automated machines for tyre handling, programmable logic controllers for managing machine operations and automated warehousing systems to ensure smooth flow.

“For a plant to be truly smart, data must move seamlessly across all these systems, creating a connected ecosystem. This integration extends to ERP systems and advanced AI/ML-powered analytics, optimising throughput and efficiency,” said Kuruppal.   

The next stage is where operations run end-to-end with minimal human intervention. CEAT has already implemented elements of this, particularly through curing-to-dispatch automation, where tyres move untouched from uniformity testing to segregation, grading, storage, retrieval and final dispatch. It also has AI-driven IoT integrations that enhance energy efficiency, yield optimisation and first-time-right accuracy across all processes.

“The fusion of AI, IoT and automation is enabling tyre manufacturers to move from traditional manual-heavy processes to a digitally orchestrated, high-efficiency production model,” quipped Kuruppal.

CEAT’s production capacity spans multiple plants, each specialising in different tyre categories. The Chennai and Halol plants both produce 20,000 passenger car tyres daily. The Nagpur plant, India’s largest two-wheeler tyre manufacturing facility under one roof, with a capacity of close to 78,000 two-wheeler tyres daily.

Digital implementation

Curing operations in CEAT’s passenger car and truck tyre segments are almost entirely automated. While the curing medium remains unchanged, continuing with a combination of steam and nitrogen across Halol, Chennai and other facilities, the company is also exploring radical new processes, though still in the proof-of-concept stage. 

One key digital use case implemented in Chennai focused on reducing steam consumption through real-time process monitoring. Traditionally, mould heating followed fixed time cycles (e.g. 120 or 150 minutes). CEAT optimised heating based on actual temperature data, cutting steam consumption by almost 30 percent by integrating sensors and applying a machine-learning model.

The manufacturer has invested approximately INR 450-500 million in capital expenditure across its three factories to implement automation and digital transformation initiatives. On the operational expenditure side, CEAT spends INR 60-70 million annually on software licenses, infrastructure upgrades, sensors and scanners to sustain these smart factory systems.

Adopting smart manufacturing technologies has led to significant cost reductions for CEAT. Factory conversion costs at Chennai and Halol have decreased by 20-30 percent, driven by lower energy consumption, improved yield, higher manpower productivity and throughput enhancements.

Lead times from order placement to tyre dispatch have been cut by 50-55 percent, significantly improving supply chain efficiency. Additionally, material wastage has been reduced with process scrap, both component-level and finished product waste, dropping by 25-30 percent, resulting in substantial raw material savings.

Alluding to how difficult was it to implement such extensive digital changes, the executive explained, “From an infrastructure standpoint, Chennai had a clear advantage over Halol since the latter was commissioned in 2010 and 2015, when network and digital infrastructure were not as advanced. Unlike Chennai, Halol still does not have a fully integrated MES, making digital transformation more complex.”

“However, the approach to smart manufacturing differed at both plants. At Halol, the primary focus was on efficiency improvements. In contrast, Chennai underwent a more comprehensive transformation, covering the entire manufacturing chain from design and production to dispatch and supply chain optimisation. The goal at Chennai was to reduce overall turnaround time, significantly cutting the cycle from customer order receipt to final dispatch,” he added.

While Chennai benefited from a stronger digital foundation, CEAT did not merely replicate Halol’s use cases but developed new ones tailored to Chennai’s specific needs, further driving end-to-end operational efficiency.

Commenting on the challenges surrounding this paradigm shift, the executive noted, “Integrating legacy systems with Industry 4.0 technologies posed a significant challenge as ensuring compatibility between older manufacturing infrastructure and new automation, IoT and AI-driven solutions required meticulous planning and phased implementation.”

“Another critical hurdle was maintaining data quality and governance, necessitating robust validation processes, data lineage tracking and an accountability framework to enhance data integrity and reliability,” he added.

Answering whether such transformation is possible on OTR production lines, he said, “Unlike passenger or two-wheeler tyres, OTR tyres have a longer cycle time and high levels of customisation, making digital automation less complex but highly specific. While digital transformation is feasible, CEAT plans to prioritise full automation at Nagpur in the next 18–24 months, before shifting focus to digitalisation in OTR production.”

Workforce re-alignment

CEAT is reshaping its workforce strategy to align with its digital transformation, ensuring that shop floor employees are equipped and actively involved in adopting new technologies. 

It has digitised over 100 operator touchpoints to secure operator buy-in. The programme simplifies shop floor tasks through digital tools, MES integration and real-time dashboards, allowing operators to make decisions independently and reducing reliance on supervisors. Every operator has undergone basic digital awareness training to facilitate this transition. 

A key move was the introduction of business translators, who are frontline supervisors with strong technical acumen. They bridge shop floor pain points with digital solutions. Working alongside data engineers and scientists, these individuals co-develop AI-driven use cases, such as reducing setup time in mixing processes to improve efficiency. 

The company also strengthened its talent pipeline, hiring computer science graduates, a rarity in the tyre sector just a few years ago.  It has pioneered hiring female operators in the tyre industry, beginning in Halol in 2009.

“Today, 24–30 percent of shop floor employees in Chennai and Nagpur are women. While digitalisation isn’t the primary driver of this shift, automation has made traditionally labour-intensive jobs more accessible. The company also enforces pro-women policies, including home pick-ups and drop-offs, designated rest areas, female security and an internal support forum (V Power) to address workplace concerns,” informed Kuruppal.   

When asked whether digitisation will lead to a cut in vacancies, Kuruppal stated, “Contrary to fears that digitalisation reduces shop floor jobs, we find ourselves grappling with the bigger challenge of talent attraction. Post-pandemic, fewer young workers are willing to pursue manufacturing roles, with many opting for finance, retail and IT-driven careers instead. This trend is evident across major tyre-producing states like Tamil Nadu, Maharashtra and Gujarat.” 

“While automation and AI reduce physical strain and deskill certain operations, a fully manless tyre plant remains economically impractical in the near term. However, with rising labour costs and shrinking workforce interest, a fully automated future – perhaps within 15–20 years – isn’t off the table,” he added.

Sustainability through digitisation

CEAT is driving sustainability through digital transformation, reducing energy and water consumption while lowering its carbon footprint. Energy efficiency measures have led to a 15 percent reduction in power consumption at Halol and 25 percent at Chennai.

Renewable energy accounts for 40 percent of the company’s power mix, cutting Scope 1 and Scope 2 carbon emissions by nearly 30 percent. Water usage has been reduced by 30-35 percent over the past three years through steam optimisation, with future plans to eliminate steam in curing.

In green material adoption, integrating silica-based compounds in tyre manufacturing has required process adjustments as it increases cycle time. CEAT collaborates with equipment manufacturers to enhance efficiency. It has upgraded mixers to improve silica processing and support its shift towards sustainable materials.

Commenting on future plans to implement digital solutions, Kuruppal said, “We plan to integrate virtual and mixed reality into the manufacturing processes to enhance equipment maintenance and reduce mean time to service. We are also exploring AI-driven process optimisation, as these models will auto-correct processes in real-time, enhancing product consistency and accelerating decision-making. These technologies will also help identify and eliminate bottlenecks in manufacturing and planning, ensuring a more agile and efficient production flow.”

“The company is looking into GenAI to address complex operational challenges. AI-driven predictive maintenance will improve equipment reliability by forecasting potential failures before they occur. Additionally, GenAI will optimise supply chain and production planning, ensuring better resource allocation and efficiency,” he added.  

The German Rubber Industry Association (wdk) is advocating for the creation of a dedicated ‘Industrial SMEs’ parliamentary circle. This proposal responds to the significant challenges faced by medium-sized industrial companies, which the association believes are frequently misjudged by political decision-makers. wdk President Michael Klein emphasised that a high-performance industrial middle tier exists in Germany, positioned between major corporations and small artisanal businesses. He argues that the critical role of these firms deserves greater recognition within parliamentary proceedings, and the proposed cross-party group would be an effective measure to achieve this.

The German rubber industry itself serves as a prime example of this vital sector. Its companies are often ‘hidden champions’, leading the global market in specialised niches and supplying indispensable products that underpin diverse areas of the economy. Despite this importance, medium-sized industrial enterprises consistently fall through the cracks of policy. Legislators in both Germany and Europe often demonstrate a lack of awareness regarding the specific capacities and limitations of these businesses, leading to disproportionate bureaucratic burdens.

A dedicated parliamentary circle would establish a direct channel for dialogue, allowing committed policymakers to engage with company representatives. This forum would provide valuable, ground-level insights and act as an essential political corrective. The wdk contends that such an initiative would not only provide much-needed support to the numerous medium-sized industries but would also strengthen the national economy as a whole.

In response to significant economic pressures within the chemical industry, WACKER has initiated a comprehensive efficiency programme named PACE. The project, launched in October, is designed to secure substantial and permanent annual cost savings exceeding EUR 300 million. A primary focus will be on optimising fixed production costs and administrative structures.

To achieve this financial target, the company anticipates a reduction of more than 1,500 positions globally, with the majority of job cuts affecting its German sites. This workforce adjustment is expected to account for approximately half of the total savings. The company, which had previously forecast a net loss for 2025, intends to fully implement all PACE measures by the end of 2027. This strategic move aims to strengthen WACKER's operational resilience amid a challenging business climate.

Christian Hartel, President and CEO, WACKER, said, "We are currently working on measures to achieve our cost-saving targets. The aim is to reduce our costs to a competitive level through savings. This will put WACKER back on the road to success." Emphasising the need for competitive framework conditions, he added, "Particularly in Germany, the excessively high energy prices and bureaucratic obstacles continue to act as a central brake on the successful development of the chemical industry."

Bridgestone India, a subsidiary of the Bridgestone Group, has announced the opening of its latest Bridgestone Select Store, Arora Wheel and Car Accessories, in Firozpur, Punjab.

The store was inaugurated by Rajiv Sharma, Executive Director – Integrated Consumer Business, Bridgestone India.

The Bridgestone Select stores represent the company’s retail format that delivers a comprehensive ownership experience. These outlets provide guidance, diagnostics, and infrastructure, ensuring safety, performance and driving confidence.

Rajiv Sharma, Executive Director – Integrated Consumer Business, Bridgestone India, said, “Punjab is a key market for Bridgestone, and the opening of our new Select Store in Firozpur reflects our focus on being closer to customers, through modern, high-quality retail touchpoints. At Bridgestone, we are committed to providing not just superior products but also an enhanced customer experience that combines premium products & services along with Bridgestone’s promise of safety, and trust. The Select Store format allows us to deliver the best of Bridgestone’s global expertise with a local, customer-first approach”

Arora Wheels is making available Bridgestone’s latest offerings: Turanza 6i and Dueler All-Terrain A/T002. The Turanza 6i is engineered with ENLITEN technology and delivers a driving experience. Compatible with both internal combustion engine (ICE) and electric vehicles (EVs), this tyre is EV-ready, offering efficiency, comfort and durability for mobility.

The Dueler All-terrain A/T002 is built for adventure and is a said to be a preferred choice among off-road enthusiasts. Its tread design and on- and off-road capabilities make it the choice for drivers seeking performance without compromising control or safety.

Michelin, a tyre technology company, has expanded its network in India with the inauguration of three new Michelin Tyres & Services (MTS) stores in Tamil Nadu.

Two stores were launched in Coimbatore: one with Covai Tyres in Sundarapuram, and another with Carzone in Goundermills. The third facility was inaugurated with Carworld Automotive in Tirupur.

Each new dealership offers Michelin’s complete range of products, along with advanced diagnostic tools and high precision equipment for alignment, balancing and car services. The new facilities were inaugurated by Prashant Sharma, National Sales Director at Michelin India.

Shantanu Deshpande, Managing Director, Michelin India, said: “The opening of three new Michelin Tyres & Services Stores in Tamil Nadu reflects our continued investment in expanding our retail network and strengthening consumer access to our products and services. These new touchpoints align with our broader strategy as we prepare to introduce our Made-in-India passenger car tyre range, ensuring we are well positioned to serve the evolving needs of our consumers.”

Tamil Nadu is a key market for Michelin, supported by the company’s production facility in Chennai. Michelin stated it is focused on delivering mobility experiences that combine safety, durability, and performance through collaboration with partners like Covai Tyres, Carzone and Carworld Automotive.