The Plastics and Rubber Institute of Sri Lanka, and the Sri Lanka Association of Manufacturers and Exporters of Rubber Products, together with the assistance of the Export Development Board, conducted a two- day virtual workshop on Advanced Technology/Smart Manufacturing For The Rubber Product Industry In Sri Lanka, in December 2020. Despite the fact that the country was just raising its head from the deleterious aftermath of the first and second waves of Covid -19, the participation was beyond all expectations, thus indicating the weightage placed in keeping abreast of modern trends and moving with times by the industry community and the professionals and I presume that this is the current trend throughout the world.

As a member of the organising committee of the event and more as a hands-on person of the technologists of the not so modern generation, I realised that I was a curious and a rather passive observer of the currently fast unfolding industry scenario. The array of topics presented by local as well as overseas experts on their respective specialties was impressive. They covered Smart Energy Monitoring, IOT Built Industry Automation, Big Data Processing and applications, Conditioned based Monitoring for Maintenance, 3D/4D Printing, Virtual Product Design and Testing, Finite Element Analysis, and Product Failure Analysis.

It made me guessing with fascination, how much the information utilisation scenario in the manufacturing industry has metamorphosed during the past few decades since the times of two great discoveries/inventions, of Charles Babbage and Arthur. C. Clarke, that paved way for the evolution of the Information and Communications revolution. Charles Babbage (1791-1871) was an extraordinarily talented scientist, mathematician, economist and engineer. He is best known today - as he was in his lifetime - for inventing two types of cogwheel calculating machines, the forerunners of the modern computers. It was Arthur C. Clarke. after the crest of World War II, from his base in Stratford-On-Avon, England, as a young officer in the Royal Air Force, who dabbled in science fiction writing, floated the idea of global communications satellites in a 1945 letter to the publication Wireless World. It will be of interest to learn that the latter made Sri Lanka his second home and contributed in no small way to the development of ICT and astronomy in our country during the sixties and seventies.

As I gathered, with my rather limited knowledge of ICT, that the common features, of the modern-day innovations are generating a vast amount of real time data on all key aspects of the value chain, and interfacing between the value adding activities. Automation and reducing the dependability on the human factor has been another significant trend. Another key driver has been the necessity for reliability, agility and robustness in delivering products and services to the customer in the ever-changing customer preferences, which are again fueled willfully through product promotion and creation of new needs through massive adverting campaigns and mass communications. Companies are increasingly embracing the innovative technologies, to enable business growth, wealth accumulation, contribution to the national economies, which has helped in achieving improved quality of life, particularly in the traditionally termed developed countries.

Right through his anthropogenic evolution, Homo Sapiens or the “thinking man” has been characterised by the use of his brain to find easier and faster ways of doing things, which was an absolutely vital advantage for his survival in the primitive hostile environment. Commencing with use of stone tools, discovery of fire, and iron, this trend has continued throughout the history of mankind. During the more recent period of the last three centuries, which culminated in the Industry 4.0, some key landmarks, which reflect the quest of the mankind to better lives, through increased and efficient resource utilisation can be identified.

Revolutions

This process began in Britain in the 18th century and from there spread to other parts of the world. Although used earlier by French writers, the term Industrial Revolution was first popularised by the English economic historian Arnold Toynbee (1852–83) to describe Britain's economic development from 1760 to 1840. The first industrial revolution came with the advent of mechanisation, steam power and water power. This was followed by second industrial revolution which revolved around mass production and assembly lines using electricity. Henry Ford’s conveyor belt system was put into motion in December 1^st of 1913 in his Detroit manufacturing plant. Fully mechanised, or partially mechanised, assembly lines allowed Ford to offer a vehicle for a working family. One of his goals was to have a car that every family could own.

The car that every family would soon come to own was the Model T. His manufacturing plants would go on to produce over 15 million Model Ts and this is due almost entirely to his assembly line. In order to achieve a production of the Model T at such a high rate, he needed to break down the process of assembling the car to make it as efficient as possible to produce, while still being financially accessible.

The third industrial revolution came with electronics, IT systems and automation, which led to the fourth industrial revolution that is associated with cyber- physical systems. Some of the principles of which were the topics of the December Workshop. Generally speaking, Industry 4.0 describes the growing trend towards automation and data exchange in technology and processes within the manufacturing industry, including:

•  The internet of things (IoT)
• The industrial internet of things (IIoT)
• Cyber-physical systems (CPS)
• Smart manufacture
•  Smart factories
• Cloud computing
• Cognitive computing
• Artificial intelligence

This automation creates a manufacturing system whereby machines in factories are augmented with wireless connectivity and sensors to monitor and visualise an entire production process and make autonomous decisions. Wireless connectivity and the augmentation of machines will be greatly advanced with the full roll out of 5G

The fourth industrial revolution also relates to digital technologies that can create virtual versions of real-world installations, processes and applications. These can then be robustly tested to make cost-effective decentralised decisions. In short, this should allow for digital transformation and  for automated and autonomous manufacturing with joined-up systems that can cooperate with each other.

Black spots

It can thus be unanimously agreed that the emerging technologies have already resulted in tremendous benefits for mankind and that they have vast future potential in changing the entire human civilisation. While appreciating and accepting the usefulness of the technologies, I cannot refrain from contemplating on the black spots in the white cloth. The disadvantages of the digital technologies have been well documented throughout the world and some of these, include, data security, digital media manipulation, job insecurity, over reliance on gadgets, addiction, depersonalization, and social alienation, and stress related physical and mental illnesses and the list is not exhaustive. Diminishing of the human touch is considered by many, as a matter of grave concern, and its effect on the personal, ethical, family and social has already begun to reveal its dark side.

As an adaptive measure of the new normal mentality that followed the Covid-19 pandemic, “Social Distancing” intruded our day to day activates over the past one and half years. However, on thinking reflectively, it will be evident that Social Distancing actually had its beginnings in the first three industrial revolutions, while it got aggravated in the recent years. Dilemmas and debatable questions as to whether  dehumanisation is still progressing and what will be the outcome, if the current rate of rapid technology trend continues? These will become key challenges for the sociologists and sociopsychologists and the modern HR specialists. Prioritising automation and sub optimisation of the human resource, in the disguise of improving operational efficiency, as a business strategy of maintaining sustainability, could turn out to be short lived.

Over dependence on technology at the expense of losing the much-required human touch and interpersonal relationships, can be witnessed in many of the day-to-day activities, such as internet or online banking, bill payments, buying at super markets, home deliveries, and on-line webinars. I have personal experience of the short comings of on-line lecturing for students and on virtual workshops, which can only be utilised as a stop gap measure. As a person of the “old generation,” I find it an exhilarating experience to walk to the local bank, greet good morning to the staff, and having a friendly chat with the familiar cashier, while getting my transaction done. Some may equate such practices to lack of time management and productivity. Human interaction of this kind holds a special position in countries such as India and Sri Lanka, which has rich religious and cultural heritages, and adopting the new technologies as a panacea for improving all the aspects of efficiency and productivity in an effort be stay competitive can only be a short-term strategy.

It was Robert Frost, the American poet (1874-1963), who once philosophically remarked, “don’t ever take fence down, until you know why it was put up”

Obsolescence due to ineffective use or total non -use which we witness with machinery and equipment, may be applicable to the humans as well. It is said that the human body has about one hundred, vestigial organs, including the appendix, which have become nonfunctional, during the evolutionary process as a result on non-use and obsolescence. (TT)

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Pirelli has marked a successful start to the 2026 Deutsche Tourenwagen Masters season, as the specially developed P Zero tyres for DTM’s GT3 cars received widespread praise from drivers and teams following the opening round at the Red Bull Ring in Austria. The weekend featured bright sunshine, mild temperatures, close competition and full grandstands, with German brands demonstrating absolute dominance on track. From Pirelli’s perspective, the event encapsulated the best possible debut for its exclusive tire technology.

The Red Bull Ring crowd witnessed two thrilling races. Saturday’s victory went to Thomas Preining of the Manthey team driving a Porsche, who secured the win after qualifying third in an exceptionally tight session. That qualifying session saw lap times surpass the 2023 track record, with eleven drivers finishing within less than one second of each other. Behind Preining, Luca Auer in a Landgraf team Mercedes-AMG finished second, followed by Maro Engel in a Ravenol team Mercedes-AMG in third.

Sunday’s race delivered another dramatic contest, with Engel taking the win after starting from fifth on the grid. Marco Wittmann in a Schubert team BMW climbed from ninth place to finish second, while Auer claimed third again. Spectators also enjoyed action from other Pirelli-partnered categories, including GT Masters, GT4 Germany and the FIA Formula Regional championship, which launched its season with a new generation of cars fitted with bespoke 15-inch Pirelli P Zero tyres developed exclusively for that series.

Matteo Braga, Circuit Activity Manager, Pirelli, said, "We are very satisfied with the performance of the new P Zero tyres for the DTM. It was not a given that already at the first race the drivers would be able to get the best out of the tyres, exploiting the performance optimised for this race format. We saw many different tyre strategies, which was one of the objectives set for us by the teams and the promoter during product development. Furthermore, the faster warm-up minimised the impact of pit stops, allowing drivers to defend their position more easily after the stop. There will certainly still be a great deal for everyone to learn: first and foremost on our side, as we gathered interesting data over the weekend, but also on the drivers' side, who will need to optimise the management of the mix between new and used tyres over the course of each event and throughout the seasonal carry-over."

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Sailun Group has received an upgraded ESG rating from the internationally recognised index provider MSCI, moving from A to AA. This latest assessment cements the company’s top position within China’s tyre industry on MSCI’s ESG rankings and places it among the highest-rated tyre manufacturers worldwide.

Following its previous upgrade to an A rating in 2025, Sailun Group’s further rise to AA signals strong endorsement from global capital markets regarding the firm’s ESG governance, execution capabilities and ability to generate long-term value. This progress stems from the company’s sustained effort to integrate sustainability principles across its entire operations, including global expansion, research and development, manufacturing, labour management and supply chain oversight.

Looking forward, Sailun Group intends to press ahead with its eco-friendly sustainable development strategy, using its industry leadership to help steer the global tire sector towards a new phase of high-quality and sustainable growth.

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FORNNAX TECHNOLOGY PVT LTD recently convened its Fornnax Annual Meet 2026, a landmark gathering that celebrated the organisation’s complete achievement of its targets. The event brought together top professionals from across the company for a day focused on leadership development, recognition of excellence and strategic planning. The atmosphere was marked by a shared sense of pride and purpose, with activities ranging from intensive leadership sessions to an emotional award ceremony and a vibrant celebration reflecting the firm’s core spirit.

The keynote address was delivered by Director and CEO Jignesh Kundaria, who traced the company’s journey from its earliest days without a formal blueprint to its current status as a globally recognised multi-division original equipment manufacturer. Kundaria spoke of building the enterprise through relentless determination and engineering excellence, emphasising that Indian-made machinery could set worldwide standards. His narrative highlighted grit and growth, weaving together humble origins with the firm’s present stature as an internationally respected brand.

Kundaria also presented a detailed review of Fornnax’s major recent accomplishments, including the launch of the R-MAX3300, described as the world’s largest secondary shredder. This engineering breakthrough demonstrates the company’s ability to lead at the highest levels of industrial performance. Additionally, he showcased the development of Fornnax’s largest New Product Development centre and demo plant, a facility designed to accelerate innovation and allow customers to experience solutions at full operational scale. A new state-of-the-art manufacturing facility was also unveiled, aimed at boosting capacity and meeting rising global demand.

A defining segment of the annual meet involved forward-looking roadmaps presented by heads of four key functional pillars. The Head of Sales outlined an ambitious market expansion strategy for deeper geographical penetration and customer-centric growth. The Design Department head focused on accelerating product development cycles and expanding differentiated solutions. The Production Department leader presented plans for capacity optimisation and quality enhancement using the new facility. Meanwhile, the Project and E&I Department head detailed strategies to strengthen project execution and reduce delivery timelines. The Service Department head committed to building a responsive post-sales ecosystem with faster turnaround times and proactive maintenance support.

The event also featured leadership training sessions that encouraged ownership and accountability among participants. An awards ceremony recognised individuals and teams who had driven the company’s complete achievement, with each honour reflecting real effort and tangible results. The gathering served as a reminder that behind every milestone are people who refused to settle for mediocrity.

All departmental roadmaps collectively converge on an ambitious financial target: achieving INR 5 billion in revenue by 2030. The Fornnax Annual Meet 2026 thus stood as both a celebration of past performance and a strategic launchpad for future growth, underscoring the organisation’s commitment to innovation, operational excellence, and customer-centric engineering on a global scale.

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Zeon has confirmed its participation at Chemspec Europe, the premier international exhibition for fine and speciality chemicals, taking place in Cologne from 6 to 7 May 2026. The event gathers global manufacturers, suppliers and industry experts to foster connections and explore innovations across the chemical value chain.

At the trade fair, Zeon aims to engage with both current and potential partners. Discussions will centre on pressing challenges and future trends within the speciality chemicals sector while also identifying fresh avenues for collaboration and technological advancement.

Attendees of Chemspec are invited to visit Zeon for an exchange of ideas. The company’s representatives will be located at Booth D89 within Hall 8, ready to discuss opportunities and industry developments in person.

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