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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India’s tyre industry has secured a stronger foothold in the global market, with four domestic manufacturers ranked among the world’s top 20, according to the latest Global Tyre Report released by Tire Business based on 2024 sales.

MRF was the highest-placed Indian company, taking the 13th spot worldwide. Apollo Tyres followed at 14th, while JK Tyre & Industries ranked 19th. CEAT entered the top 20 for the first time, securing 20th position and underscoring the country’s growing influence in the global tyre trade.

“The presence of four Indian tyre companies among the world’s top 20 is a matter of immense pride for the Indian manufacturing ecosystem. It reflects not only the scale we have achieved, but also the focus on technology and global competitiveness that Indian companies have pursued. This milestone is a validation of India’s emergence as a global hub for high-quality, value-driven tyre manufacturing,” said Mr Rajiv Budhraja, Director General of the Automotive Tyre Manufacturers Association (ATMA).

Indian companies have been steadily climbing the global rankings over the past decade. Apollo Tyres has moved up three places since 2013, while JK Tyre has advanced six positions in the same period. CEAT has shown the fastest recent progress, rising three spots in just the last year.

The country’s manufacturing strength is also reflected in its industrial footprint. China leads with 158 tyre plants, followed by India with 67 and the United States with 44. This places India as the world’s second-largest tyre manufacturing base by number of plants.

In Asia, MRF holds the second-largest manufacturing footprint with 10 plants, trailing only Bridgestone, which operates 19. Indian companies have also built strong positions in specialised and high-performance categories. MRF is the world leader in racing tyre manufacturing with three plants. It also ranks second in motorcycle tyres with four plants, followed by CEAT with three. In the farm tyre segment, MRF again ranks second globally with seven factories.

Investment has played a central role in this expansion. Apollo Tyres recorded the highest capital expenditure globally as a share of sales, reinvesting 59% into expanding and modernising its operations. MRF also ranked among global leaders, with capex exceeding 10% of sales.

Long-term prospects remain robust. A recent report by ATMA and PwC India, titled Viksit Bharat 2047: Vision and Roadmap for the Indian Tyre Industry, forecasts that India’s tyre production could nearly quadruple by 2047, while industry revenues may grow nearly twelvefold to about ₹1,300,000 crore.

“With strong domestic demand, rising exports and policy support under the vision of a Viksit Bharat, we are confident that Indian tyre manufacturers will continue to move up global rankings and play a defining role in the future of global mobility,” Mr Budhraja added.

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In a significant move to bolster its international profile, Linglong Tire has entered a global partnership with Chicago Bulls, the iconic NBA team. This alliance represents a strategic advancement in the company's global sports marketing, building upon previous high-profile sponsorships with Chelsea FC and Real Madrid. The primary objective is to substantially enhance brand recognition for its product lines, including Green Max, Atlas and Evoluxx, across the crucial North American market, with promotional activities also extending into Europe.

This marketing initiative is strategically aligned with the company's operational expansion, notably a new manufacturing facility under construction in Brazil, which is expected to optimise supply chains and support a drive for increased market share in the Americas. The collaboration has been designed to create meaningful fan engagement through co-developed activation strategies. These will include immersive experiences such as joint basketball camps and interactive tours, aiming to forge a powerful connection with a global community passionate about basketball and high-quality, innovative tyres.

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The Yokohama Rubber Co., Ltd. has confirmed a continued partnership that will see its US subsidiary, Yokohama Tire Corporation, provide ADVAN racing tyres for three Porsche one-make racing series in 2026. This multi-series agreement includes the Porsche Sprint Challenge North America by Yokohama, the Porsche Sprint Challenge USA West by Yokohama and the Porsche Endurance Challenge North America. All three are sanctioned by the United States Auto Club (USAC) and function as key developmental categories within the Porsche Motorsport Pyramid, featuring race-prepared vehicles such as the 911 GT3 Cup and the 718 Cayman GT4 RS Clubsport.

The upcoming 2026 season represents a significant milestone, marking the sixth consecutive year Yokohama has been the control tyre supplier for the North America and USA West series and the third straight year for the Endurance Challenge. The company will support the competitors with its ADVAN A005 for dry tracks and the ADVAN A006 for wet weather conditions across a combined schedule of numerous events. This ongoing involvement is a strategic initiative designed to bolster the profile and recognition of the ADVAN brand throughout the important North American market.

This commitment to one-make racing extends beyond the Porsche family. Yokohama Rubber is also the official control tyre supplier for the recently launched Mustang Cup, reinforcing its active role and investment in North American motorsport. Through these high-profile partnerships, Yokohama aims to enhance brand power by associating its ADVAN products with some of the most exciting and competitive racing series on the continent.

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Continental has demonstrated its role as a key partner for sustainable fleet management through its collaboration with Italian transport company Adami Trasporti. Since 2023, Continental has supplied its Conti Hybrid series tyres – Conti Hybrid HS5, Conti Hybrid HD5 and Conti Hybrid HT3 – to Adami's fleet, leading to significant reductions in the company's total operating costs and a marked improvement in its environmental performance. This partnership underscores how strategic tyre selection is central to modern logistics.

For Adami Trasporti, a family-owned business specialising in food transport for over four generations, operational integrity is paramount. The company operates a fleet of 200 modern tanks and tank containers for sensitive liquid goods like fruit juice, wine and cooking oil, requiring adherence to the highest hygiene standards and strict EU environmental regulations. To meet these demands, the Verona-based firm, with additional locations in Italy, Slovakia and Germany, invests heavily in technological innovations, from real-time data monitoring to modern vehicles designed for minimal emissions.

Within this comprehensive sustainability strategy, the choice of tyres has proven to be a critical factor. While tyres themselves account for a small fraction of direct operating costs, their influence on fuel consumption and CO2 emissions can affect up to 31 percent of a fleet's total costs. Continental is actively informing the logistics industry that a shift in focus from mere tyre mileage to rolling resistance is essential. Tyres with optimised rolling resistance, such as the Conti Hybrid models, serve as a direct lever for saving fuel, lowering costs and reducing a fleet's carbon footprint.

This aligns perfectly with Adami Trasporti’s concrete goals for greater sustainability. The company complements its use of Continental’s tyres with other forward-thinking initiatives, most notably the integration of LNG-powered vehicles that cut nitrogen oxide emissions by 70 percent. Through this multi-pronged approach, in which Continental’s tyre technology plays a fundamental role, Adami Trasporti positions itself as an industry pioneer. Together, the companies are actively contributing to lower CO2 emissions across the European transport sector.

Stefano Adami, owner at Adami Trasporti, said, “With the rolling resistance-optimised tyres, we are reducing our CO2 emissions, saving fuel and benefiting from high mileage at the same time. The fuel savings of one and a half to two percent are crucial for us, as consumption has a direct impact on our operating costs. The service and support offerings increase operational reliability of our vehicles and enable us to offer consistent and punctual services throughout Europe.”

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