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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DUNLOP (company name: Sumitomo Rubber Industries, Ltd.) will present a dedicated exhibit at the Automotive Testing Expo Europe 2026, scheduled from 23 to 25 June in Stuttgart, Germany. The showcase is organised by UKIP Media & Events Ltd.

At booth number 1474 in Hall 1 of Messe Stuttgart, the company will feature its proprietary SENSING CORE software. This technology detects tyre and road surface conditions without extra sensors by analysing wheel speed rotation data and Controller Area Network (CAN) vehicle transmissions. Key detections include tyre pressure, load, wear, road conditions and wheel detachment.

The display will highlight use cases for mobility challenges under five themes: autonomous driving, smart navigation, one-stop maintenance with insurance optimisation, smart infrastructure and digital twin. SENSING CORE supports software-defined vehicle advancement and autonomous driving, fostering partner collaboration for the evolving automotive industry.

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Radar Tyres, the flagship brand of Singapore headquartered Omni United, has announced that its Radar RED (Radar Elite Dealer) programme now includes more than 1,000 dealers across Europe. The initiative provides participating tyre retailers with exclusive incentives, brand visibility support, product training and a dedicated platform aimed at fostering long-term business growth.

The European dealer network expansion has been carried out in stages. The first phase launched in Romania, Bulgaria, Greece, the Czech Republic, Slovakia and Portugal. An enhanced phase followed last year in UK, Spain, Italy, France and Germany, with the programme now also being introduced in Poland. Reaching the 1,000‑dealer mark represents a significant step in the programme’s regional development.

Radar Tyres’ European strategy emphasises close collaboration with local distributors and dealers rather than focusing solely on end consumers. The company recognises tyre professionals as key advisors who help drivers select products based on vehicle manufacturer guidelines, driving conditions and budget. Depending on the market and programme level, Radar RED offers point‑of‑sale materials, online visibility through a dealer locator, product training, staff tyre benefits, structured rewards and access to select Radar Protect Program benefits such as Road Hazard Protection and the 30‑day Satisfaction Promise.

To support the next phase, Radar Tyres has introduced dedicated Network Managers in selected markets and posted new dealer testimonial videos on the RED landing page. In those videos, participating dealers share how the programme supports daily business operations, customer confidence and long‑term relationships.

G S Sareen, CEO, Omni United, said, "Reaching more than 1,000 Radar RED dealers across Europe is a proud moment for us. While the number itself is an important milestone, what matters most is the trust and commitment we have built with our dealer partners over the years. The success of Radar RED is driven by dealers who believe in the brand, understand their customers' needs and see long-term value in growing their business with Radar Tyres.

“As the network continues to expand, our goal is to keep strengthening these relationships and create more opportunities for dealers to connect, share experiences and learn from one another. We look forward to bringing the RED community together through new initiatives, partnerships and events, not only across Europe but also with RED dealers in other markets around the world.

“Tyre dealers play a central role in the purchase decision. They know their customers, they understand local driving needs and they can explain product value in a practical and trusted way. Through the Radar RED programme, we are supporting the dealers in building the brand at a local level and building stronger relationships with their own customers.”

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Giti Tire has broken into the top tier of the global tyre industry, securing the eighth position on the Brand Finance Tyres 25 2026 ranking. The annual financial report also crowned the manufacturer as the world’s fastest-growing tyre brand, a distinction driven by a remarkable 37.7 percent surge in brand value. This financial lift brought the company’s valuation to USD 1.47 billion, pushing it one spot higher in the global order and signalling a sharp increase in its competitive clout.

Analysts at Brand Finance pointed to a trio of strategic priorities behind the company’s ascent: relentless innovation, advanced tyre engineering and deliberate worldwide expansion. Over the last 12 months, the tyre maker has solidified its hold on both original equipment and replacement markets while tailoring a new product family for the booming electric vehicle sector. A standout technical achievement came through a partnership with BYD’s luxury Yangwang division, where Giti’s Sport e.GTR2 Pro tyres helped the Yangwang U9 hit several high-speed performance milestones, directly challenging traditional premium brands in the EV and high-performance arenas.

The company’s physical footprint now includes five manufacturing plants and five R&D and testing hubs, distributing goods to more than 130 countries. Heavy investment continues in the AdvanZtech and T5 Smart Technology platforms, which are designed to produce next-generation tyres for passenger cars, commercial fleets and electric vehicles. That industrial reach is matched by a retail network of over 100,000 professional outlets worldwide, a logistical asset that Brand Finance cited as a key enabler of the brand’s rapid global service delivery and market penetration.

Giti’s new standing places it alongside industry titans such as Michelin, Bridgestone, Continental, Goodyear, Dunlop, Pirelli and Yokohama. Beyond the ranking itself, the fastest-growing tyre brand title reflects mounting recognition from carmakers, business partners and consumers alike. As the mobility sector undergoes electrification, digital shifts and sustainability demands, Giti continues to channel resources into modern tyre solutions, aiming to cement its status among the world’s tyre industry leaders.

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Bridgestone Retail Operations, a subsidiary of Bridgestone Americas and operator of the largest network of company-owned automotive service providers in the world, has unveiled plans to mark the 100th anniversary of Firestone Complete Auto Care. The yearlong observance will include special events, promotions and new customer initiatives across more than 1,800 US locations.

Among the centennial offerings, Firestone Complete Auto Care will release its inaugural state of auto care report this summer, drawing on millions of data points from its retail network to highlight customer trends and cost-saving insights. The company is also launching an interactive online history archive that showcases a century of achievements and innovations. Additionally, the brand will donate its 100th Driving Great Futures passenger van to the Boys & Girls Clubs of America, expanding reliable transportation for youth programs, a partnership active since 2015. Anniversary promotions and offers are available throughout the year.

The business traces its origins to founder Harvey Firestone, who, a 100 years ago, established one-stop service stations for tyres, gasoline, oil, batteries and brakes. During the 1920s and 1930s, the company helped shape the auto care industry through warranties, lifetime guarantees, advanced diagnostics and specialised training. Harvey Firestone’s customer-first philosophy remains a cornerstone of operations today.

Currently, the Firestone Complete Auto Care network spans 48 states and employs more than 9,500 technicians, all supported by an Automotive Service Excellence accredited training programme. The brand’s century-long legacy continues to emphasise trusted reliability and dependability, honouring both past and present employees who have built that reputation.

Marko Ibrahim, President, Bridgestone Retail Operations, said, “When Harvey Firestone established the first network of Firestone service stations in 1926, he helped pioneer the automotive care industry and set us on a course of innovation as the automobile evolved. Over the past century, Firestone Complete Auto Care has become a trusted neighbour and dependable resource in communities across the nation. We are grateful to our customers past and present and look forward to continuing this journey together for another 100 years.”

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