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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Titan International has introduced the ITP Kinetic tyre line, marking a significant advancement in powersports engineering for modern utility terrain vehicles. Engineered to meet the demands of today’s largest and most powerful UTVs, the new tyre range prioritises all-terrain capability while ensuring long-lasting durability and consistent traction across diverse environments.

Designed for operators at every skill level, the Kinetic series combines aggressive styling with balanced functionality. Its open tread pattern delivers superior performance on hard pack, loose dirt, rocky trails and ruts, while strategic siping in select blocks enhances flexibility and grip on slick or uneven ground. Dimpled tread elements further contribute to improved stability and steering precision, offering riders enhanced control in challenging conditions.

Durability is reinforced through an eight-ply radial construction that provides a smooth ride alongside exceptional puncture resistance. Additional sidewall armour protects against cuts and abrasions, and an integrated rim guard shields wheels from debris damage, preserving both wheel integrity and visual appeal. All models are manufactured at the company’s Clinton, Tennessee facility, underscoring a commitment to domestic production.

The ITP Kinetic is now available in five popular sizes through authorised dealers nationwide, providing a versatile, no-compromise solution for enthusiasts seeking confident performance across multiple terrains.

Todd Hinson, Powersports Product Manager at Titan, said, “UTV owners today are pushing their machines further than ever. The new Kinetic tyre line was engineered to keep up with users that push their machine’s limits and utilise their UTVs in many versatile and challenging tasks and applications. Giving our customers one tyre for their ever-changing needs.”

Rhett Turpin, Director of Sales – Powersports, said, “This tyre does just about everything riders could ask for. It’s quiet on hard surfaces, aggressive on rough terrain and built to last.”

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Doublestar Tire has cemented its regional ambitions with the HEADWAY tyre series launch in Phnom Penh, where Chen Gang, Chairman of Doublestar (Cambodia) Factory, joined Deng Ling, General Manager of the Overseas Development Department and Xie Tao, Asia-Pacific Regional Director, to court local dealers and distribution partners. The Cambodian manufacturing base emerged as the centrepiece of the strategy, offering logistical agility and cost advantages that the company believes will underpin sustained growth throughout Southeast Asia. Executives used the gathering to reaffirm their commitment to tailoring products specifically for the Kingdom's road environment.

Engineering innovation took precedence as Xie Tao presented the HH316 passenger tyre, whose grooved architecture enhances wet-braking performance amid Cambodia's heavy seasonal rains, while five-pitch sequencing curbs cabin noise for a smoother ride. His counterpart Deng Ling outlined the brand's localised production philosophy, emphasising rigorous heat-reduction measures that extend tread life – a critical factor in tropical climates. The HU906 sports variant, engineered to rival premium benchmarks, rounded out a portfolio designed for both everyday commuters and performance-driven motorists.

The event also underscored the strategic value of the local partner, a 30-year industry veteran with nationwide reach, which has already invested heavily in promotional campaigns to elevate HEADWAY's profile. Distribution teams expressed enthusiasm for the product pipeline, while Chen Gang acknowledged their indispensable role in navigating Cambodia's fragmented retail landscape.

By merging domestic production with targeted product development and a seasoned ally, Doublestar signalled its intent to transform HEADWAY into a dominant local franchise, earning tangible buy-in from attendees who witnessed the brand's technological and commercial pitch firsthand.

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KENDA Europe has completed the relocation of its Belgian operations from Arendonk to Turnhout, with the new facility becoming fully operational in March 2026. Constructed by the Bolckmans Group, the 8,000-square-metre centre occupies a strategically central location designed to enhance regional service efficiency while actively reducing CO₂ emissions. This site joins KENDA’s network of five other European locations that deliver fitting, distribution and sales support close to customers.

The Turnhout logistics hub features nearly 6,800 square metres of warehouse space alongside a 1,500-square-metre fitting area. Equipped with two semi-automatic assembly lines and eight fitting stations capable of handling tyres from 3 to 17 inches, the centre streamlines workflows to ensure consistent and reliable service delivery.

Sustainability was a core design principle beyond operational performance. Bolckmans utilised lower-carbon materials such as CEM III B concrete and XCarb steel, while glulam timber beams actively store carbon within the structure. Energy efficiency is achieved through advanced insulation, solar-control glazing, heat pumps and intelligent building management systems, complemented by rooftop solar panels and an on-site wind turbine that supply 100 percent renewable power. Rainwater harvesting and on-site infiltration systems further manage water resources.

With this new Turnhout base, KENDA reinforces its commitment to efficient operations and responsible practices, ensuring robust infrastructure to support customers both now and in the future.

Richard Todd, COO, KENDA Europe, said, “The move not only improves the way we work today but also gives us the flexibility to support our customers well into the future. Throughout the relocation, maintaining a high level of service was our priority, and I am pleased that the transition was completed smoothly.”

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Bridgestone Americas has unveiled the second cohort of its national adaptive sports grant initiative, channelling USD 200,000 through Bridgestone Americas Trust Fund to eight school districts and nonprofit organisations. This latest allocation, consisting of eight grants valued at USD 25,000 each, is set to enhance athletic opportunities for 1,439 students across 75 public schools.

Despite over seven million public school students receiving special education services, participation in school athletics remains markedly low due to a shortage of adaptive programme resources. Bridgestone’s financial commitment directly confronts this disparity by bolstering both nascent and established K–12 sports offerings.

Building upon an initial 2025 investment, this new funding brings the company’s total two-year contribution to USD 400,000. The current cycle features five returning recipients receiving renewed backing alongside three newly selected grantees, ensuring continuity and fresh expansion.

The awarded funds are earmarked for curriculum development, specialised equipment purchases, and coach training. Recipients for 2026 span multiple states, including organisations and school districts in Ohio, Georgia, Illinois, California, Florida, Indiana and New York.

Wade Munday, Director, Corporate Philanthropy and Social Impact, Bridgestone Americas, said, "Every student deserves the chance to experience the benefits of sports by building confidence, connections and lifelong skills that come from being part of a team. Through these grants, we’re helping schools create more opportunities for students of all abilities to play, compete and reach their full potential both on and off the field."

Coach Rod Harris of Peach County High School in Georgia, a first-time grant recipient through AAASP in 2025, said, “Adding adapted track and field has helped enhance and grow our overall track and field programme. Everyone learns from each other, and it creates a strong sense of camaraderie within the team. It’s incredibly impactful, and we want to continue growing the programme because it is truly inclusive.”

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