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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Sri Trang Group has inaugurated the 2026 edition of its flagship environmental stewardship initiative, ‘One Sri Trang, One Environment’, at the Rubberland Products Co., Ltd. facility in Buriram. The event, which marks the first of its kind for the year, convened representatives from government bodies, local community leadership and industry partners. The primary objective was to offer an in-depth review of the conglomerate’s comprehensive environmental protocols, culminating in a guided tour of the factory’s operational core.

A central feature of the presentation was the facility’s fully enclosed raw material storage building, designed to achieve total containment of natural rubber inputs. This infrastructure serves a dual purpose: it significantly mitigates the release of airborne odours into the surrounding environment while safeguarding raw materials from climatic variations. Furthermore, the enclosed system enhances the overall efficiency of material handling and inventory management. Attendees were able to scrutinise these advanced measures, which extend well beyond the standard practices prevalent in the rubber processing industry.

Presiding over the opening ceremony, Buriram Deputy Governor Kriangsak Somjit commended the Group’s adherence to rigorous operational standards, emphasising that industrial progression must be balanced with ecological conservation throughout the entire value chain. In line with this philosophy, Group executives, led by Plant Manager Chokanan Pantong, curated an exhibition detailing The Green Journey. This display traced the company's environmental strategy from the procurement of cup lump rubber and its secure transportation, through to wastewater treatment, real-time energy monitoring and sustainable by-product management.

The programme also featured a technical demonstration of the E-Nose system, an odour monitoring solution that perpetually gathers and analyses air quality data across various factory zones. This technological application allows the organisation to correlate odour levels with specific production activities, thereby facilitating data-driven interventions to pre-empt and reduce environmental impacts. Sri Trang Group reiterated its dedication to operational transparency and sustainable coexistence, affirming that the initiative is instrumental in fostering symbiotic relationships with local communities and governmental agencies.

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Radical Motorsport is set to debut the Hankook Ventus R54 across its worldwide racing network in January 2027, marking a major evolution in its tyre technology. Designed exclusively for Radical competition, the tyre's nomenclature reflects its bespoke nature, with the 'R' designation standing directly for Radical. This introduction signals a strategic enhancement to the brand's global racing platform.

Engineered for the SR3 and SR10 chassis, the new Ventus R54 delivers superior dry grip, improved degradation resistance and consistent performance over its lifespan while shedding four kilogrammes per set. The tyre succeeds the Ventus C52 following an intensive development and track-testing phase, representing the latest outcome of Radical's ongoing technical partnership with Hankook, a recognised leader in tyre innovation.

The advancements in compound formulation and casing architecture have been achieved without sacrificing the durability and predictability that characterised the previous model. The R54 has been meticulously tailored to the specific dynamics of Radical vehicles and the rigorous conditions of international motorsport, blending Radical's race-bred engineering knowledge with Hankook's extensive proficiency in high-performance tyre design and manufacturing.

The technical alliance between Radical and Hankook, which originated in 2018, has matured into a sustained collaboration that benefits racers across the global competition network. This relationship enables Radical to access external expertise while maintaining a focus on vehicle-specific solutions. As Radical approaches its 30th anniversary in 2027, the company continues to prioritise the evolution of its customer racing experience, free from external regulatory constraints. The Ventus R54 will be accessible to all Radical competitors from January 2027, delivering a tangible competitive advantage.

James Scott, Head of Global Technical and Aftersales, Radical Motorsport, said, “Engineered exclusively for Radical competition, the R54 represents a significant step forward, both in our partnership with Hankook and in our commitment to continually developing what we deliver to Radical racers globally. Designed around the specific demands of our cars and competition, it delivers gains in grip, consistency and degradation throughout the life of the tyre while retaining the durability our racers expect.”

Byongmo Yoon, Motorsports Marketing Manager, Hankook, said, “It is significant for us to support Radical Motorsport with the new Ventus R54, using our dedicated tyre technology to maximise the performance potential of its race cars. We look forward to seeing the technical expertise of both teams come together to deliver an even stronger driving experience on track.”

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Webfleet, the fleet management arm of Bridgestone, is preparing a major product showcase at IAA TRANSPORTATION 2026 in Hannover, scheduled from 15 to 20 September. The company will use the event to introduce two significant offerings, Fleet Insights and Asset Management 360, which are designed to address growing demands for operational efficiency. A media preview is set for 14 September, one day before the main exhibition opens to the public.

The first of these, Fleet Insights, functions as a diagnostic engine that processes raw telemetry into prioritised recommendations. It consolidates performance metrics with sector-specific comparisons, allowing transport operators to gauge their standing against more than 200 anonymised peer profiles. These comparisons factor in variables such as fleet composition, industry sector and geographical operating conditions, offering a nuanced view of relative performance.

Building on technology first introduced in 2025 with the Fleet Advisor conversational tool, this latest analytics module is already active across all markets where Webfleet operates. A subsequent update, expected by late October, will introduce automated suggestion capabilities, enabling the system to propose specific remedial measures and rank them by probable effectiveness. This progression from data access to guided action forms the core of the company's product philosophy.

Asset Management 360, which is being previewed at the Hannover show ahead of its official rollout, takes a different but complementary approach by creating a unified command centre for diverse equipment types. It bridges the gap between powered vehicles and non-powered items such as construction machinery, storage containers and smaller trailers. The accompanying LINK 330 device, a compact battery-operated tracker, will extend real-time location services to assets previously difficult to monitor, thereby reducing search times and administrative overhead.

Visitors to the Bridgestone exhibition space in Hall 12, Booth B63, will also encounter demonstrations of Webfleet's broader ecosystem, which spans predictive maintenance scheduling, driver behaviour coaching, regulatory compliance tracking and integrated transport management systems. A separate presence through the reseller network will be maintained in Hall 25. Executive participation in the conference agenda includes a presentation by Jan-Maarten de Vries on 16 September regarding the transformation of fleet management into an intelligence-led function, followed by a panel discussion featuring Wolfgang Schmid on 17 September concerning artificial intelligence applications within the transport sector.

Running through to 20 September, the exhibition offers a comprehensive look at how the company envisions the future of asset and fleet oversight. By merging analytics with unified asset tracking, Webfleet continues to position itself as a provider of actionable intelligence rather than mere data aggregation, reinforcing its commitment to helping operators move from passive observation to active, informed decision-making.

Jan-Maarten de Vries, President – Fleet Management Solutions, Bridgestone, said, “Transport operators have more data than ever before, but data alone doesn't improve performance. The role of the fleet manager is evolving from monitoring operations to driving operational intelligence. By combining connected vehicle and asset data with advanced analytics and artificial intelligence, we can help our customers identify what to focus on, understand where action is needed and make faster, smarter decisions that improve business performance.”

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Bridgestone India has launched Project PRAVAAH, a new environmental initiative aimed at addressing severe water scarcity and ecological decline in the Dhar district of Madhya Pradesh. The programme, executed in partnership with the Society for Agriculture and Environmental Sustainability, targets the restoration of three traditional water bodies situated within a catchment zone of approximately 140 acres.

The region has historically suffered from critical groundwater depletion, with extraction rates reaching or exceeding the annual recharge capacity. This unsustainable usage has caused water tables to plummet to depths of 10 to 20 metres below ground level, particularly during the dry pre-monsoon period, severely impacting both domestic drinking water supplies and agricultural irrigation.

Moving beyond simple water conservation, Project PRAVAAH employs nature-based solutions and active community engagement to revive local ecosystems. The effort creates new livelihood opportunities for marginalised women and complements Bridgestone’s broader environmental portfolio, which already includes 9.5 acres of biodiversity parks and community gardens designed to promote conservation awareness.

The restoration project is projected to recharge up to 150,000 metric tonnes of groundwater, ensuring more reliable water access for nearby households, livestock and farms. By revitalising ponds as living ecosystems, the initiative aims to foster biodiversity, bolster community resilience against climate variability and reaffirm the company’s dedication to long-term societal and environmental well-being.

Sudhir Kulkarni, Executive Director – HR, Admin & CSR, said, “Care for the environment and the communities that it serves are core to Bridgestone’s philosophy. Project PRAVAAH aims at tackling the acute water shortage faced by communities in Dhar. With Project PRAVAAH, we are turning these ponds back into living ecosystems that will benefit these communities.”

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