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)

Harm Voortman, Chief Executive of VMI Group, explains how his company is mobilising its resources to cut energy use and reduce emissions, together with other forms of pollution in its strategic drive to make the business more sustainable and environmentally responsible. Having just been awarded the prestigious EcoVadis Gold Award in recognition of the progress made already, VMI is determined to keep enhancing its own performance while helping customers worldwide achieve better sustainability.

A STRATEGIC INDUSTRY

Tyres are essential for the modern economy. That’s a simple fact of life because much of the global economy depends on motor vehicles, and all those vehicles run on tyres. Two billion tyres are made every year across the world, and a high proportion of these are built on tyre building machines designed, built and supplied by VMI.

There is, however, another side to this story of economic and manufacturing efficiency. Those two billion new tyres every year also translate into something like six million tonnes of microplastics. These highly polluting particles end up in the environment – much of it in the oceans of the world. This means that one of the essential drivers for the global economy is also a major contributor to pollution and environmental damage.

The big question for all of us is how can we maintain the benefits of the tyre industry while also finding ways to reduce the harms it causes. In other words, how can we make it transformationally more sustainable?

OUR GREATEST CHALLENGE?

Sustainability is “not just a nice to have” it is an essential and non-negotiable requirement for every manufacturer and operator of automotive products.

Motor vehicles still largely use fossil fuels and require roads that must be built across the countryside, then constantly maintained and upgraded. Inevitably, this causes environmental damage.

Tyres are made from increasingly complex blends of materials, which are used to make the novel compounds required to meet the changing demands of the automotive industry. This requires a huge amount of energy and a continuous stream of raw materials.  

The move to electric vehicles (EVs), a key factor in making the industry more sustainable by reducing reliance on fossil fuels, also has one major disadvantage. EVs are often heavier than the conventional vehicles they replace. That leads to greater wear and tear on the road surface, generating a higher level of particulates that are harmful to the environment and to human health.

The need to make the entire industry less environmentally damaging, more efficient and sustainable is a challenge that every participant – car and truck manufacturers, energy companies and, above all, tyre builders – have no choice but to face. Here, as in so many other ways, VMI is leading the way.

COMMITMENT TO INNOVATION

VMI has become a strong and respected global player because it is an innovator. Many of the concepts that have transformed the tyre industry were developed by VMI, including ‘hands off, eyes off’ automation, advanced visions systems and now the use of AI to help eliminate errors and optimise production.

Yet perhaps the most important application for innovation today is in sustainability. Fresh ideas in this field lead to better environmental performance, assured regulatory compliance and to better commercial results as well. VMI believes that doing the right thing for the planet can also lead to the best outcome for shareholders.

The drive for enhanced sustainability has become a major focus for all VMI’s employees: one of its most striking features is how it involves everyone, at all levels and in all disciplines. This has become a personal goal, with every member of the wider VMI team committed to looking for new and better ways to reduce the environmental impact of their work.

At all times, the aim is to look for new methods that can deliver a real win-win to manufacturers and customers.

There is a continuing search for ways to use less energy in production, reduce waste and scrap, while eliminating errors – thereby cutting down on the amount of materials used. Reducing emissions and pollution also leads to business benefit, because less energy used means lower costs. Less scrap and waste leads to improved efficiency and, once again, cuts costs significantly.

Tyre manufacturers understand better than ever that commitment to sustainability is not just responsible, not just essential for regulatory compliance and being a good corporate citizen: it also ends up being good for shareholders through higher profits and better brand reputation.

KEY FOCUS AREAS FOR SUSTAINABILITY IMPROVEMENT

VMI’s policy focuses on four main areas of activity:

• Energy and emissions
• Efficient use of materials
• Eliminating errors and waste
• Whole lifecycle management

This strategic approach has delivered measurable benefits to VMI and also helps customers to improve their own performance. The positive impact on environmental performance is also now a matter of public record.

So how can other manufacturers learn from the approach taken by VMI? Let’s look at this in more detail.

ENERGY AND EMISSIONS

Improved energy efficiency does not usually make progress through a few big breakthroughs: instead, it’s the sum total of small improvements made to every stage of every process, and that involves the work of every employee in every department. From the design stage on, energy efficiency is a key factor in new concepts, but, at the same time, each team of engineers is accountable (and rewarded) for identifying ways in which their objectives can be reached more efficiently by using less energy.

This process starts very early. VMI sponsors educational programmes designed to build energy consciousness into future engineers from very early on and each team is empowered to scrutinise their processes critically to develop better methods. Above all, VMI and other responsible manufacturers use the regulatory system not as a painful duty to be obeyed but as a useful incentive for better performance.

Just as every employee has to be engaged in the drive for sustainability, VMI has taken the view that every supplier and partner also needs to be actively mobilised to enhance every aspect of sustainability performance. VMI’s vision is closely aligned with the EU’s adoption of the GHG Protocol’s Scope 1, 2 and 3 frameworks, which require manufacturers to account for their entire value chain emissions, not just those under their direct control.

Scope 1 covers direct emissions, Scope 2 includes indirect emissions from purchased energy and Scope 3 encompasses all other upstream and downstream indirect emissions, obliging manufacturers to take responsibility for the environmental impact of their entire value chain while driving sustainability across their supply chains.

By working actively with suppliers on every aspect of joint working, it is possible to enhance everything from component design, fabrication methods, transportation efficiency and even packaging to ensure progressive and measurable improvements. By making this not simply a ‘box ticking’ exercise but a mission that engages every participant, extraordinary improvements have been – and will continue to be – delivered.

EFFICIENT USE OF MATERIALS

One of the most important aspects of tyre design is the growing use of advanced new materials designed to reduce weight without any loss of tensile strength or safety performance, cut down on rolling resistance, reduce particulate emission and enable higher efficiency in operation. The rise of EV use is a key factor in driving this kind of research as EVs are often heavier, have different driving characteristics and are moving towards a self-driving future.

Every tyre manufacturer is now committing considerable resources into developing materials with precisely calibrated operating characteristics. They also need to deliver specialised tyres in smaller batches then before without waste, on time and efficiently enough to make a profit even from very short production runs.

VMI focuses on developing and testing new compounds in the lab without the need to rely only on trial and error. Lab testing is not a new technique – the VMI LAT100 tyre tread compound tester was first developed some decades ago – but use of advanced simulation software now means lab testing can be embedded within the tyre design and development process as never before. New compounds can be made, tested, evaluated, fine-tuned and tested all over again within (using a term borrowed from the software industry) a ‘DevOps’ approach to manufacture.

In this concept, there is no firm line between disciplines (design, build, test, core engineering…) because the entire end-to-end process is treated as an integrated whole. The tyre industry knows that new and higher performing, more sustainable compounds are a core requirement for staying competitive into the future. VMI’s integrated, lab-focused approach can fast-track new concepts and, used with new developments in continuous mixing and extrusion, this is a practical way to accelerate development without significant environmental impact.

ELIMINATING ERRORS AND WASTE

Tyre building, even with automated production systems, requires a complex blend of processes. In practice, it is as if a series of ‘just in time’ activities co-exist within a single factory with different machines, often supplied by different manufacturers, fabricating components, many of which are then moved to where the next process takes place.

There is huge scope for wastage in the average tyre factory as materials are loaded, unloaded, moved by truck or automated vehicle, put into storage until needed, then reloaded onto another machine, processed, stored again…

Innovators across the industry understand that the sheer complexity of this approach limits both the energy savings and emissions reduction that can be achieved – for the moment. Yet new technologies are being used today to make significant progress possible. Again, VMI has been a major innovator in this field as well.

OPEN SIDE BAR

There are many ways in which taking an integrated view of tyre building processes can bring greater efficiency with better sustainability performance to the whole process. VMI has taken aspects of its UNIXX single cell technology to deliver standalone solutions that can be used with a conventional TBM to streamline conventional methods, leading to greater efficiency, reduced footprint, drastically lower energy use and better sustainability performance.

The UNIXX Beltmaker, for example, cuts out the need for a separate calendering line with the massive energy use and huge space required. By using UNIXX Beltmaker, and considering use of continuous extrusion Strip Winding, it is possible not just to eliminate process stages but accelerate production and build smaller batches without damaging profitability. All this can be achieved with lower energy use, reduced emissions and much lower wastage.

CLOSE SIDE BAR

VMI introduced vision systems to measure the placement of materials as they enter a MAXX automated Tyre Building Machine (TBM). Now these increasingly advanced vision systems are being matched with emerging AI to improve other aspects of performance. This enables automated placing, use of pattern recognition and machine learning (ML) to deliver accurate cuts and AI algorithms to ensure higher efficiency in materials usage, leading to a major reduction in all aspects of wastage due to errors.

VMI, like other businesses in the wider industry, is investing heavily in specialised software development and management, with AI now forming a major part of its solutions.

Beyond the hype caused by GenAI, we can see that the combination of sensors, pattern recognition, ML and data analytics is a proven AI combination that delivers higher sustainability through reduced waste, scrap, rework and energy investment. The intelligence of each system is now greater than ever and the sustainability benefits are increasing in step.

WHOLE LIFECYCLE MANAGEMENT

VMI moved from building standalone machines some years ago and now specialises in Production Platforms, which are designed to be updated regularly over an extended lifecycle. VMI tyre building machines are designed to operate at maximum efficiency over a very long lifecycle (between 10 and 20 years is normal), and the Platform approach adds value by making it easier to keep machines operating at best practice level. They are designed to make it easy for higher performance components, assemblies and upgrades to be retrofitted over the lifetime of the product.

The goal now is to make sure that the TBM at the heart of any production facility lasts for longer, continues to meet sustainability goals, remains highly efficient and is always at best practice level. Yet, that is not the whole story. VMI is also aware that end-of-life is part of the process as well and that all systems must be designed for safe recycling (including extended life for specific components) and environmentally responsible disposal.

End-of-life management has to be designed into a product from the very start. This is now a basic requirement for all VMI machines.

WHAT ABOUT THE FUTURE?

The tyre industry is essential for almost all aspects of economic life. The world economy runs on the road, and every vehicle runs on tyres. This simple truth means that every method we can find to improve performance in terms of efficiency and sustainability is a benefit to the world.

This is why the VMI approach matters. It was VMI that enabled the whole industry, not just the ‘Tier Ones’, to use the most advanced, automated systems in their daily activities. Others have followed – yet VMI’s pioneering work in creating and making available automated production systems, even to relatively small companies, has been transformational.

Today, MAXX for passenger tyres and MILEXX for trucks are in use worldwide and have made it possible for companies originating in China and India, for example, to challenge the biggest companies in the world, while many other countries have become major production hubs for the industry. VMI has had a permanent presence in China for almost 30 years and has important centres in India, Brazil, Thailand, US, Poland, Germany, Malaysia and, from the end of this year, in Mexico as well.

There is a clear roadmap to the future for the industry wherein we will see an increasing use of specialised software, including AI, to reduce human touch points still further, cut out errors and optimise quality. Further use of automation will reduce the need to move materials by hand and further cut wastage through optimised handling. We are already using hybrid systems, with UNIXX Beltmaker and Strip Winder, combined with MAXX TBMs to enable profitable, quality-assured building of small tyre batches.

The next step will be the use of single cell machines, in which ‘batches of one’ are the norm, with every stage of production taking place as part of the same process, cutting waste as close to zero as possible while driving down energy use and emissions still further.

The tyre industry remains at the heart of the world economy, but its very importance makes it essential for all of us who are shaping the future of this business to keep sustainability front and centre of our minds. VMI is proud of the way we combine innovation and care to deliver outstanding results for our customers, but there is still a lot of work to do, and we are already focused on the next steps.

Now and into the future: Sustainability is at the heart of our strategy.

Continental Tire is launching a philanthropic initiative with ROUSH Performance and automotive influencer Supercar Ron to deliver hope to children with critical illnesses. The collaborative effort centres on raising funds for Make-A-Wish, the global leader in granting transformative wishes for children facing serious health challenges. At the campaign’s core is the ‘Full Throttle for Wishes Giveaway’. This sweepstakes offers a grand prize of a fully equipped ROUSH-supercharged F-150 Nitemare, outfitted with Continental ExtremeContact DWS-06 Plus tyres, with all proceeds directly benefiting the charity.

Since 1980, Make-A-Wish has fulfilled over 615,000 wishes worldwide, providing hope and joy during immensely difficult times. The organisation believes a wish can serve as a pivotal moment, fostering resilience and optimism that positively impacts a child’s journey. With a child becoming eligible for a wish approximately every 25 seconds, the mission is urgent. By uniting high-performance automotive passion with philanthropy, this initiative aims to create life-changing experiences and deliver moments of joy to as many children as possible.

Brian Beierwaltes, Head of Marketing US PLT, Continental Tire, said, “Together, we have the power to create something extraordinary. By joining forces with ROUSH and Supercar Ron, we’re turning passion into action and making a huge difference for kids who need hope the most.”

Supercar Ron said, “Cars have always been my passion, but helping kids is my purpose. This initiative is about more than horsepower; it’s about giving these incredible kids the strength to keep fighting. I’m thrilled to team up with Continental and ROUSH to make this happen.”

Apollo Tyres has achieved an A- rating from the Carbon Disclosure Project (CDP) in both Climate Change and Water Security for 2025. This recognition places the company among the foremost international leaders in transparency and tangible environmental action, as evaluated by this prominent disclosure platform. Apollo Tyres began its formal CDP reporting journey in 2020, demonstrating its dedication to accountability through alignment with major frameworks including the Taskforce on Climate-related Financial Disclosures (TCFD) and the Science Based Targets initiative (SBTi).

The company’s performance trajectory illustrates a consistent and marked improvement, rising from an initial Climate Change score of D in 2020 to achieving leadership status just five years later. This progression was bolstered in 2023 when Apollo Tyres expanded its disclosures to encompass water security, immediately securing a B- rating. The subsequent elevation to a dual A- rating underscores robust advancements in corporate governance, risk management, and comprehensive emissions reduction initiatives.

Central to this progress is Apollo Tyres’ commitment to achieving net zero emissions across its value chain by 2050. In support of this ambitious long-term vision, the company is developing a detailed decarbonisation roadmap and will shortly announce specific, absolute near-term emission targets. This systematic approach reinforces ongoing efforts to deepen stakeholder engagement and implement science-based environmental strategies, solidifying the company’s strengthened standing within the competitive global sustainability landscape.

Rajeev Kumar Sinha, Chief Manufacturing Officer, Apollo Tyres Ltd, said “Reaching an A- rating underscores our dedication to environmental stewardship and our progress towards a low-carbon, water-secure future. We remain committed to driving meaningful action and transparency across our operations.”

Michelin is accelerating its retail expansion in North India through strategic new partnerships. The global tyre manufacturer has inaugurated two new Michelin Tyres & Services stores in Delhi NCR region. In Noida, Michelin has collaborated with Tyre Shoppe India, an established retailer with over 25 years of industry presence and a substantial facility renowned for its technical proficiency and customer service. A separate flagship outlet has also opened in Delhi’s Model Town in partnership with Liberty Tyres, a trusted automotive specialist operating for more than two decades.

These new stores provide customers with full access to Michelin’s premium tyre portfolio alongside comprehensive automotive care. Both facilities are equipped with advanced diagnostic tools, high-precision alignment and balancing equipment and offer a complete suite of vehicle services to ensure efficient and accurate maintenance. This expansion is part of Michelin’s focused strategy to strengthen its footprint across Northern India, enhancing convenience and reliable access for motorists.

Shantanu Deshpande, Managing Director, Michelin India, said, “Delhi–NCR plays an important role in Michelin’s growth strategy for India, with its strong base of premium and performance vehicle owners. The addition of these two new Michelin Tyres & Services Stores strengthens our retail presence in the region and brings us closer to our customers. As we prepare to introduce our Made-in-India passenger car tyre range next year, expanding our network remains central to ensuring accessibility and providing consumers with world-class mobility solutions.”