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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Hankook Tire is embarking on a new venture as the inaugural Official Tire and Founding Partner of the U.S.-based simulation golf league Tomorrow’s Golf League (TGL), beginning with its second season. This alliance is built upon a common dedication to cutting-edge technology, a principle that defines both organisations. The league itself, a brainchild of sports executive Mike McCarley and golf icons Tiger Woods and Rory McIlroy, represents a forward-thinking approach to the sport. It utilises a custom-built, tech-centric arena to fuse simulator golf, live action and data-driven insights, creating a fast-paced and accessible format that is rapidly attracting a global audience.

This partnership will see Hankook Tire’s global branding integrated across multiple platforms to enhance its premium status. The company will achieve this through prominent LED signage within the SoFi Center, targeted television commercials and extensive visibility during the live broadcasts of TGL Season 2. The objective is to deliver a distinctive brand experience that bridges the gap between mobility and sports, engaging golf enthusiasts of all ages across North America and international markets.

The sporting action will commence with TGL Season 2 on 28 December, running through March 2026 for a total of 15 rounds. The league will feature six teams: Atlanta Drive GC, Boston Common Golf, Jupiter Links Golf Club, Los Angeles Golf Club, New York Golf Club and The Bay Golf Club. These teams, staffed by 24 active PGA Tour golfers, will compete in an intense race for the championship title.

Sanghoon Lee, Co-CEO, Hankook Tire, said, “We are delighted to join TGL Season 2 as a global partner. Through our partnership with TGL, which is reshaping the landscape of sports entertainment, Hankook Tire will further enhance its innovative technology and premium brand value, solidifying its position as a global leader in the mobility industry.”

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Bridgestone Retail Operations (BSRO), a part of Bridgestone Americas, has achieved a significant milestone with the full accreditation of its technician training curriculum by the National Institute for Automotive Service Excellence (ASE). This distinction, which places BSRO among a select few automotive service providers, confirms that its internal training programmes meet the institute's rigorous standards for educational quality and effectiveness.

The accreditation process was both extensive and intensive. To qualify, BSRO embarked on a four-year internal assessment and invested USD 3 million to revitalise its company training centres with the latest technology and equipment. This preparation culminated in an 18-month evaluation by ASE, which scrutinised 53 distinct training activities and involved more than 3,500 employees. The review thoroughly assessed all aspects of the programme, including the curriculum, training facilities, instructional equipment, instructor qualifications and, crucially, student outcomes.

This achievement has direct and meaningful implications for both technicians and customers. For the technicians working across more than 2,200 Firestone Complete Auto Care, Tires Plus, Hibdon Tires Plus and Wheel Works stores, this accredited curriculum provides a seamless pathway to earning individual ASE certifications. These certifications are widely recognised as a gold standard in the industry and are linked to greater career longevity and higher wage potential. For customers, this structured, high-quality training ensures that BSRO stores can consistently maintain and enhance the rigorous standards of trusted service they expect.

Marko Ibrahim, President, Bridgestone Retail Operations, said, “Achieving ASE accreditation positions BSRO as an industry leader in automotive training and education. This significant milestone reflects our unwavering commitment to excellence, elevating the quality and consistency of our training programme and empowering our technicians with industry-recognised credentials. The impact is already clear, and I could not be prouder of our team for their dedication to building a better skilled, more reliable workforce.”

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The European Tyre and Rubber Manufacturers’ Association (ETRMA) has officially rebranded as Tyres Europe. This new identity establishes a clear, dedicated focus on representing the European tyre manufacturing industry. The association aims to champion a competitive and innovative sector that advances safe, smart and sustainable mobility.

This strategic name change is designed to immediately clarify the organisation's mandate for all EU stakeholders, especially within a new political cycle and evolving market. Tyres Europe will engage in constructive, evidence-based policy discussions, advocating for the industry on key legislation including the EUDR, ESPR, Euro 7 and substance regulations. It will also push for an active industrial policy to bolster the competitiveness of Europe's tyre manufacturing base.

The association has elected Livio Magni of Pirelli as its new President and Paolo Pompei of Nokian Tyres as Vice-President for a two-year term. An official launch event is scheduled for 18 November in Brussels, featuring a strategic update from leadership and keynote speeches from high-level representatives of the European Commission and Parliament on Europe's mobility value chain.

Livio Magni, Tyres Europe President & Pirelli CEO Region Europe, said, “The tyre industry is a strategic pillar for Europe’s mobility, prosperity and safety. Through Tyres Europe, we will continue to work closely with policymakers and key stakeholders to ensure a predictable business environment that enables manufacturers to invest, innovate and compete in Europe. As an industry, we remain committed to driving innovation to deliver products that are increasingly safe and environmentally responsible.”

Paolo Pompei, Tyres Europe Vice-President and President & Nokian Tyres CEO, said, “Our sector is investing in capacity, efficiency and R&D to serve European mobility, reliably. Tyres Europe is committed to advocating for industrial policies that empower manufacturers to deliver greater value to society and to be recognised for their performance.”

Adam McCarthy, Tyres Europe Secretary General, said, “Tyres are as essential to vehicle performance as batteries and semiconductors and face multiple cross-cutting challenges that reflect the broader industrial transition. Tyres Europe will keep engaging with EU institutions to build coherent, workable rules that deliver real-world outcomes across competitiveness, circularity and innovation.”

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The Rubber Board organised a mass run in Kottayam town on Monday, bringing together its employees, their families, and college students as part of a nationwide fitness campaign now in its sixth year.

The Fit India Freedom Run 6.0 drew participants from Baselius College and CMS College alongside Rubber Board staff, forming part of a month-long initiative running from  2-31 October across India.

Launched in 2020 by the Ministry of Youth Affairs and Sports, the Fit India Freedom Run was conceived to commemorate two significant dates in India’s calendar—Independence Day on 15 August and Gandhi Jayanti on 2 October. The programme seeks to promote walking and running as accessible routes to improved health and physical fitness amongst the general population.

This year’s edition has adopted the theme of “Swachhata and Swasthiya” (Cleanliness and Health), reflecting the government’s emphasis on hygiene as a cornerstone of healthy living. The dual focus aligns with broader public health messaging that connects environmental cleanliness with individual well-being.

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