The praised solution has been in use at Eurl Saterex-Iris in Algeria since autumn 2019. Eurl Saterex-Iris is the third biggest tyre manufacturing plant in Africa, serving both local and export markets. The modern plant was mainly designed and constructed by Black Donuts Engineering and its international partner network. Black Donuts is also responsible for production management, which applies the core principles of Lean Management and focuses on reducing the interim stocks to the bare minimum according to the pull method. To enhance this, the company developed an RFID-based electronic eKanban solution together with Toptunniste.

“The eKanban project started from a need to improve production management. The first acute challenge we met was the lack of adequate and accurate information on the overall production status,” Solution Manager Aki Nurminen recalls.

Originally, there were nine Kanban boards located all over the two-floor factory. One had to check each board manually, so it took time and effort to capture a complete view of the production status.

Another deficit concerned the insufficient information provided on manufacturing schedules. The old Kanban boards did not give enough information on when certain materials were supposed to be in production.

The returned cards included no accurate time markings, so it was hard to stay updated, notice stock alerts and to respond on time.

Real-time production status

New technology was needed to solve the problem. It became clear that initiating remote monitoring would require electronic boards instead of the traditional ones. Black Donuts contacted another Finnish technology company, Toptunniste, to present the idea and search for a way to actualise it. The solution was simple: adding RFID features to an existing Kanban board would upgrade it to a more accurate, more informative, and easy-to-use eKanban board. Next, the old cards were replaced by RFID tagged cards, readable through RFID technology.

Now, all nine eKanban boards are online in Saterex’s internal data system and easily monitored from any computer. Consequently, an up-to-date overall view of the entire production is now always at hand.

The eKanban solution enables better and real-time tracking of overall production status and enhances the supervision of production processes.

It adds the time markings automatically to each card on return, keeps account, and establishes automatic triggers to replenish stock when predefined minimums are reached for each inventory item.

The system also calculates and presents the estimated time left before reaching the pre-defined minimum of each item in the downstream processes. This is the lens that helps us prioritize and schedule the production runs.

Optimised processes

The new eKanban boards were taken into use at Saterex tyre plant in fall 2019. For the users operating in the production lines, the new solution has not brought any changes in their daily routines, but the Kanban boards are used the same way as before. For the supervisors and factory management, the new system enables a remote and real-time view of the production status through a web interface.

The new solution helps in prioritizing the tasks and shortens the reaction time to different problems arising in production. eKanban is also a great planning tool, as it gives us a complete process overview, Aki explains.

The eKanban system gets all the production information it needs straight from the company’s MES, where the daily consumption levels of each process, as well as the minimum and maximum storage levels, are defined. Separate eKanban views, visualizing the interim storage levels, can be reviewed through MES which enables effective inventory management.

The eKanban solution is designed for tracking the production, not to automatically assign anything. It is always the team, the people, who make the decisions based on the information they receive. However, the solution helps to improve tracking and optimizing operations, Aki says.

Advanced work management

Moreover, the eKanban solution enhances work management.

Compared to manual Kanban systems, eKanban gives additional information on storage unit rotations, events and even stock rotation history. It is valuable information for both follow-ups and for managing transportation activities and best working methods. Earlier, the material transportation could idle, and the return of cards to the Kanban boards be irregular, which caused various scheduling challenges, stockouts and unexpected changes in demand.

It was nearly impossible to find the root cause for problems and consequently improve it. Thanks to the digitised solution, we can now track every event, which supports work development and feedback giving.

While the manual Kanban boards already gave a good boost for companies in optimizing production, the new eKanban solution brings monitoring, tracking and optimizing to a remarkably higher level.

eKanban is an excellent example of how we can improve proven old methods during digital transformation.

eKanban was designed to add a remarkable value to the supply chain support operations. This was accomplished by optimizing cost-effectiveness, efficiency, and the movement of materials. Currently, Aki’s team is already developing the next generation eKanban solution, one without any physical cards or printed labels and boards. This will serve the needs of the highest automation solutions, which require visual identification instead of manual labelling or printed cards.

The operators do not even need to touch the storage units anymore, but the Electronic Shelf Label (ESL) completes the visual identification. Electronic Shelf Label is automatically updated during the manufacturing processes and events referring to RFID identifications and data communication. This way, the labels are never missing, old or wrong, and they are readable in all occasions and all the time, Aki explains.

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Titan International, Inc. has reached a definitive agreement to divest its Italtractor ITM undercarriage business (ITM) to USCO S.p.A., marking a significant strategic shift for the global off-highway wheel, tyre and undercarriage manufacturer. The deal positions Titan to concentrate on its core operations while securing substantial cash value from the sale.

Under the agreement, Titan will receive an initial purchase price of USD 207 million, with the potential for an additional USD 6 million in earnout proceeds contingent on ITM meeting specified performance targets for 2026. Customary adjustments tied to ITM’s net asset and financial position at closing are expected to add approximately USD 23 million in cash value. Combined with USD 49 million in dividends from ITM – USD 38 million already received in recent years and USD 11 million anticipated before closing – Titan projects total cash value of up to approximately USD 285 million, inclusive of the earnout.

The transaction allows Titan to sharpen its focus on its global wheel and tire operations serving agricultural, construction and consumer markets. According to Chairman Maurice M Taylor, Jr, the potential sale of ITM was first discussed with the board over a decade ago when an offer below USD 100 million was presented. He credited President and CEO Paul Reitz and his team for their patience in completing a deal that he described as fair for Titan and beneficial for USCO, which gains a strong manufacturing business with a good brand and skilled workforce. Taylor also praised Cecilia La Manna for nearly 30 years of service and leadership, noting that USCO is acquiring a strong management team along with the business and plants.

Reitz characterised the transaction as an important step in Titan’s transformation, delivering strong value while providing ITM with an owner that understands the undercarriage sector. He said the deal enables Titan to direct people, capital and resources towards core wheel and tyre operations, pursue accretive growth opportunities and reduce debt. The move supports portfolio reshaping, accelerated strategic investments, transformative acquisitions and partnership, and long-term shareholder value.

As part of USCO, ITM will build on its position as a global provider of undercarriage components and complete solutions, with added focus and resources for long-term growth, customer service, product innovation and geographic expansion. ITM designs, manufactures and distributes undercarriage systems for construction, mining, forestry, road-building and agricultural applications through an international network and is a pioneer in undercarriage sensor technology, including its TRUST ITM monitoring solution.

Titan intends to use a portion of the proceeds to reduce existing debt and strengthen its balance sheet, with future capital deployment towards key growth investments, including accretive acquisitions and strategic partnerships. The transaction is expected to close in early January 2027, subject to customary closing conditions and required regulatory approvals, with both companies continuing ordinary operations until then. Gianni & Origoni and Poggi & Associati advised Titan and ITM on legal and tax matters, while USCO received assistance from Eidos Partners, Simmons+Simmons, BDO and KPMG.

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NEXEN TIRE has unveiled the N’FERA Sport 2, an ultra-high-performance summer tyre succeeding the widely acclaimed N’FERA Sport. The original earned strong results in independent tests by leading DACH-region automotive publications, including ADAC and AUTO BILD, and secured multiple original equipment fitments. The new model adopts an updated tread pattern and revised construction to deliver sharper handling, shorter braking distances and dependable performance in both wet and dry conditions.

Structural rigidity has been raised by 15 percent over the predecessor, reducing tyre deformation and supporting stable behaviour during dynamic driving. NEXEN TIRE also incorporated Chamfer Technology, whose specially shaped block edges enlarge the contact area under braking and cornering. Meanwhile, the outer tread blocks are 5 percent wider, transferring vehicle power to the road more efficiently and improving cornering stability. A rim protector 7 percent wider than before adds protection against curb contact.

The tread design distributes pressure more evenly across the footprint, enlarging road contact and balancing handling, traction and braking while limiting heat buildup. Increased sidewall rigidity further cuts deformation and sharpens steering response, especially in high-speed corners. Collectively, these measures yield a 10 percent gain in cornering stiffness relative to the previous N’FERA Sport. Multi-width grooves and chamfered block edges widen the drainage area, helping evacuate water, lower aquaplaning risk and preserve wet-road grip.

Testing at Spain’s IDIADA Proving Ground demonstrated measurable gains over the outgoing tyre. NEXEN TIRE’s own results show an 11 percent shorter wet braking distance and a 2 percent shorter dry braking distance. Wet and dry handling improved by 7 percent, while cornering stiffness rose by 10 percent. The N’FERA Sport 2 is engineered to provide confident control across a broad range of road conditions.

Jeff Roh, Vice President of Europe Sales & Marketing, said, “Following the success of the N’FERA Sport, we expect the new N’FERA Sport 2 to deliver even stronger results. NEXEN TIRE has demonstrated proven quality and performance over the years, and with the improved capabilities of the new pattern, we aim to further enhance driving performance while helping drivers enjoy the thrill of driving with greater confidence and safety.”

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Dunlop concluded the 2026 FIM Endurance World Championship by celebrating its Superstock Trophy and Production Trophy title winners at the 89th Bol d’Or. The French endurance classic, held under largely clear skies at Circuit Paul Ricard, brought the season to a dramatic close with 43 teams relying on Dunlop’s KR racing slicks across every category. Throughout the year, Dunlop supplied its KR108 and KR109 slick options to all entrants, alongside a latest-generation medium front tyre known during development as G2_01 VAL3.

In the Dunlop-exclusive Superstock Trophy, the No. 77 Wójcik Racing Team claimed a maiden crown. Jordi Torres Fernandez, Milan Pawelec, Mateusz Molik and Hector Vicent Garzo finished sixth overall, lifting the Polish squad above the No. 38 Champion-Hert Powered by MRP entry, which ended 11th in class. The No. 36 3ART Best Of Bike Hamaguchi team took second in the standings, while reigning champions No. 44 Honda No Limits completed the top three after finishing third in the race. The No. 18 Team Pompiers Igol CMS Motostore also placed inside the overall top ten, meaning four Superstock crews finished among the leading ten after 24 hours.

The Production Trophy crowned its second-ever champion as 13 bikes formed the category’s largest grid of the season. The No. 96 Legacy Competition team sealed its first title by finishing second in class at the Bol d’Or. The No. 199 ARTEC squad, the 2025 champion, ended the year as runner-up, with the No. 16 HTC Racing team completing the championship podium.

Dunlop-backed privateer teams also impressed in the open-tyre Formula EWC class. The No. 6 ERC Endurance team, with Loris Baz, Marcel Schrötter, Kenny Foray and Jan-Ole Jähning, qualified fourth with a 1:51.524 lap, just six tenths off pole, and finished sixth in the final standings on 62 points despite retiring from the race. The No. 14 MACO RACING TEAM recovered from 21st on the grid to finish 8th and end the season 10th, while the No. 53 Mana-au Competition team climbed from 28th to 11th and secured 8th in the final class standings.

David Auerbacher, International Motorcycle Race Event Leader, Dunlop Motorcycle Europe, said, “Congratulations to the 2026 Superstock Trophy and Production Trophy champions, as well as the Dunlop-backed teams in the Formula EWC class that achieved amazing results. We’re proud and happy to have once again supported teams across all categories throughout the year. The Bol d’Or is always a demanding way to close the EWC season and this year was no exception. Across 24 hours, all teams and riders were pushed to their limits, making consistency just as important as outright performance. Seeing our partners fight at the front of the Superstock and Production Trophy fields, while also challenging in Formula EWC, is a great way to end the season. The results across the 2026 season demonstrate how our KR108, KR109 and latest-generation medium front specification meet the demands of our riders.”

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Tegeta Green Planet organised an informational and practical campaign titled ‘Don’t Throw It Away, Hand It In’ in Zugdidi to foster environmental responsibility and encourage proper management of specific waste streams. The initiative sought to educate local residents, vehicle owners, drivers and private sector representatives while boosting their participation in responsible disposal practices.

A dedicated collection point was established on 15 September in Zugdidi, where community members could dispose of end-of-life tyres, used batteries and waste oils. Throughout the event, attendees learned about the safe and proper handling of used automotive waste and the various options available for submitting such materials.

A central component of the campaign involved raising awareness about Extended Producer Responsibility (EPR) principles. Participants gained insight into what EPR entails, the function of an EPR organisation in managing specific waste, how collected materials are subsequently processed and why importers must meet their legal obligations by joining an authorised EPR organisation. Symbolic gifts were distributed to encourage public involvement in the collection process.

The event enhanced Tegeta Green Planet’s regional visibility and created opportunities to recruit new importer members. Operating since 2022, the organisation is among the first in Georgia to receive authorisation from the Ministry of Environmental Protection and Agriculture under the EPR framework. It continues implementing regional campaigns and educational projects across Georgia to promote responsible waste management, strengthen infrastructure and advance circular economy principles.

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