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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ZC Rubber showcased an extensive range of mining tyre solutions at the recently concluded Mining Indonesia 2026, highlighting key sizes such as 27.00R49, 24.00R35, 29.5R25 and 12.00R24 across its brand portfolio. The display featured over 10 specialised products designed for rigid dump trucks, articulated dump trucks, wide-body mining dump trucks and haulage trucks used in surface mines, underground operations and transportation.

The company’s decades of mining sector experience, product quality reputation and deep understanding of diverse equipment and harsh operating conditions drew significant attention from industry professionals throughout the exhibition. A standout exhibit was a field-proven 29.5R25 TUL400 tyre, its tread nearly worn smooth after extensive service on an articulated dump truck at an Indonesian nickel mine. It had accumulated over 3,000 operating hours without any quality-related issues, with the mine operator reporting field performance comparable to leading international brands.

The booth also presented 14.00R25, 16.00R25 and 23.5-25 TBR and loader tyres produced by MTI, ZC Rubber’s Indonesian subsidiary. This growing range of locally manufactured products underscores the company’s ongoing localization efforts and its capacity to serve regional markets more efficiently.

As ZC Rubber continues expanding global production capabilities, it will further reinforce its speciality tyre portfolio and uphold rigorous quality standards to better serve customers worldwide. Through sustained innovation and international collaboration, the company remains dedicated to providing reliable, one-stop specialty tyre solutions for demanding applications.

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Giti Tire deepened its engagement with football supporters across Southeast Asia by serving as an Official Supporter of the ASEAN Hyundai Cup 2026. The company brought its brand directly to fans through match-day activations staged in Vietnam, Thailand, Singapore and Malaysia, using the tournament as a platform to move beyond conventional sponsorship visibility.

Under the banner ‘Engineered for Every Journey’, Giti created stadium experiences that invited supporters to actively participate in the campaign. These included branded touchpoints, interactive fan activities and the Giti Match Day Photo Contest, all designed to channel the energy of Southeast Asian football into the brand’s promise. The strategy emphasised participation, user-generated content and shareable moments rather than passive logo exposure.

The tournament itself demonstrated the scale of regional football passion. Across 28 matches, including two play-offs, stadium attendance totalled 365,949. Digital reach proved equally significant, with ASEAN United FC’s social channels generating roughly 914.3 million video views, supported by country-specific content for Vietnam, Indonesia, Thailand and Malaysia. More than 11 million live views were recorded on ASEAN United FC’s YouTube and Facebook channels for audiences outside ASEAN, China and Korea. The final in Vietnam, where the host nation lifted the trophy, drew 37.6 million viewers on VTV6, including 32.7 million live.

For Giti, the combination of stadium attendance, digital engagement and broadcast reach offered multiple avenues to connect with football audiences. The campaign also linked football’s demands for confidence and performance under pressure with the reliability drivers expect from tires engineered for varied journeys and conditions. By pairing a major regional platform with locally relevant activations, Giti communicated its positioning in an environment already charged with passion and engagement.

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Michelin has issued guidance for motorcyclists as autumn brings cooler starts and slicker roads, with the tyre maker urging riders to adapt both their machines and their habits to the shifting season. Sabrina Sabel, a product technician for motorcycle tyres at Michelin and a seasoned racing rider, outlined measures covering pressure checks, compound behaviour, tread design and off-season storage.

Falling temperatures and unpredictable surfaces alter how a bike responds, making the tyre’s rubber blend and groove pattern central to preserving grip and stability. According to Michelin, riders should verify tyre pressures on a regular basis and adhere strictly to the figures supplied by the motorcycle manufacturer, particularly before any extended journey.

Sabrina Sabel, Product Technician for motorcycle tyres at Michelin

Modern touring rubber is generally formulated to deliver dependable grip from the outset, so deliberately warming tyres is unnecessary for most riders in ordinary autumn conditions. Compounds rich in silica help a tyre generate traction quickly when temperatures drop while also aiding performance on wet asphalt. Sabel noted that she rides gently for the opening kilometres, letting the tyres warm evenly through smooth braking and acceleration with the bike held upright, avoiding undue stress on the rubber.

Cold grip refers to a tyre’s capacity to hold the road at lower temperatures, a quality shaped by its compound, which may combine silica with other ingredients to balance traction, longevity and wet-weather ability. Touring tyres typically cover a wide operating range, whereas sport tyres favour higher-temperature performance, meaning riders should consider their fitted rubber and temper their style accordingly on chilly days.

Wet conditions make tread design vital for keeping rubber in contact with the road. Grooves and channels clear water from the contact patch, so adequate tread depth matters as seasons shift. Michelin’s Road 6 employs Water-Evergrip Technology, whose progressively opening sipes maintain water evacuation as the tyre wears, supporting consistent wet performance. The M+S marking indicates mud and snow suitability, relevant for adventure riders in mountainous regions; the Anakee Adventure 2’s pattern displaces mud and water while aiding braking and cornering feedback. The best choice depends on the bike, riding style, routes and personal preference.

For those storing a motorcycle, tyre care continues after the riding season ends. Michelin advises checking pressures before storage, periodically shifting the bike to prevent prolonged pressure on one section, and keeping tyres in a cool, dry, well-ventilated place away from sunlight, UV light, heat and chemicals such as petrol and solvents. For extended storage, manufacturer guidance on pressures and positioning should always be followed.

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ARLANXEO’s Changzhou EPDM facility in China has reached a cumulative production milestone of surpassing the one-million-tonne mark. The plant began operations in 2015 with a nameplate capacity of 160,000 metric tonnes per year and has steadily enhanced its manufacturing capabilities to serve evolving demand in the automotive, construction, infrastructure and industrial sectors.

The achievement stems from employee dedication and expertise, alongside the trust of customers and partners, and underscores ARLANXEO’s commitment to supplying high-quality Keltan EPDM solutions throughout China, Asia and globally. The company expressed appreciation to all contributors and said it looks forward to building on this foundation to create further value for customers and partners in the years ahead.

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