Syed Shahnawaz Ali scans the audience from the
stage during a few moments of quiet while the background score rises in pitch.
The words follow the pause calmly, almost soothingly: “I would not be around
when you read this letter… I always wanted to be a writer. A writer of science,
like Carl Sagan. At last, this is the only letter I am getting to write.”
Ali’s Rohith stops and waits for a response from
the audience. Nobody moves. Finally, two actors standing behind him break into
a fiery rendition of Sangh Ghosh’s poem Mrityu
The Last Letter, conceptualised and directed by Riyaz Usman, had its first staging at
Hyderabad’s Lamakaan, an open culture centre, on Thursday night. The play is
based on the life and death of Rohith Vemula, the Dalit scholar who killed
himself in January after the University of Hyderabad expelled him for an
altercation with a rival student group. A suicide
note found later articulated his deep anguish at the prejudice he had faced
as a Dalit.
That torment was mirrored in the setting of The Last Letter – Ali took centre stage and Vishal Mittal and Utkarsh Dixit play two shadows who voice and counter Rohith's inner divide, chaos,
pain and anger. Before the final exit, the fateful decision is taken and the
last words from the letter spoken.
Usman says the play was born of the rage and shame following
Vemula’s suicide. A bright young mind who had wanted to reach for the stars was
left broken by society.
The director saw a reading of Vemula’s suicide note
by actor Zeeshan Ayyub, and felt the need to do more, to give it a dramatic
extra. So he conceptualised The Last
Letter, adding two additional characters who are shadows of Vemula’s soul
and read a range of poems.
“I have an obvious left-liberal political slant,”
said Usman. “I hail from a highly conscious and emotionally interested political
active family from Kerala, with its members split across the idea spectrum, and
a deep background of constant questioning, discussion and debate.”
Usman founded Lord
Chamberlain’s Men, an amateur theatre group, in Hyderabad in 2013. Three
years on, the group has over 20 members, all of whom hold corporate jobs,
including Usman, who is a corporate trainer with Infosys. So far they have
produced six plays and staged over 25 performances, including Gagan Damama Bajio (a Sikh war cry) on
the life of Bhagat Singh.
“I believe artists have political and social
responsibilities,” said Usman. “And for a mature artist, the difference between
propaganda or canvasing for his worldview and art is merely of intensity and
performance quality. Since we end the play hoping people in the audience would
stand up to debate the issue, my political views are merely initiating a
dialogue, not being claimed infallible.”
The devices in The
Last Letter are typical of street plays – there are no frills, no special
costumes, no backdrops, or even makeup. There is just a desire to use the theatrical
setting to initiate a dialogue.
On stage, Syed Shahnawaz Ali’s Rohith tells the
squirming audience: “Our feelings are second handed. Our love is constructed. Our
beliefs coloured. Our originality valid through artificial art. It has become
truly difficult to love without getting hurt.”
Satish Guntamukalla, a member of the audience,
later says that the performances in the play were of “high quality but also
very emotional and personal. We felt it”.
Art, Usman says, can heal. “The greatest and only
solution I can think of for the Indian varsities where students and the
government are at war is art. Theatre can easily become a social dialogue.
Maybe we can heal, campus after campus, with play after play.”
The next Industrial Revolution is here – driven by the digitalization of manufacturing processes
Technologies such as Industry 4.0, IoT, robotics and Big Data analytics are transforming the manufacturing industry in a big way.
The manufacturing industry across the world is seeing major changes, driven by globalization and increasing consumer demand. As per a report by the World Economic Forum and Deloitte Touche Tohmatsu Ltd on the future of manufacturing, the ability to innovate at a quicker pace will be the major differentiating factor in the success of companies and countries.
This is substantiated by a PWC research which shows that across industries, the most innovative companies in the manufacturing sector grew 38% (2013 - 2016), about 11% year on year, while the least innovative manufacturers posted only a 10% growth over the same period.
Along with innovation in products, the transformation of manufacturing processes will also be essential for companies to remain competitive and maintain their profitability. This is where digital technologies can act as a potential game changer.
The digitalization of the manufacturing industry involves the integration of digital technologies in manufacturing processes across the value chain. Also referred to as Industry 4.0, digitalization is poised to reshape all aspects of the manufacturing industry and is being hailed as the next Industrial Revolution. Integral to Industry 4.0 is the ‘smart factory’, where devices are inter-connected, and processes are streamlined, thus ensuring greater productivity across the value chain, from design and development, to engineering and manufacturing and finally to service and logistics.
Internet of Things (IoT), robotics, artificial intelligence and Big Data analytics are some of the key technologies powering Industry 4.0. According to a report, Industry 4.0 will prompt manufacturers globally to invest $267 billion in technologies like IoT by 2020. Investments in digitalization can lead to excellent returns. Companies that have implemented digitalization solutions have almost halved their manufacturing cycle time through more efficient use of their production lines. With a single line now able to produce more than double the number of product variants as three lines in the conventional model, end to end digitalization has led to an almost 20% jump in productivity.
Digitalization and the Indian manufacturing industry
The Make in India program aims to increase the contribution of the manufacturing industry to the country’s GDP from 16% to 25% by 2022. India’s manufacturing sector could also potentially touch $1 trillion by 2025. However, to achieve these goals and for the industry to reach its potential, it must overcome the several internal and external obstacles that impede its growth. These include competition from other Asian countries, infrastructural deficiencies and lack of skilled manpower.
There is a common sentiment across big manufacturers that India lacks the eco-system for making sophisticated components. According to FICCI’s report on the readiness of Indian manufacturing to adopt advanced manufacturing trends, only 10% of companies have adopted new technologies for manufacturing, while 80% plan to adopt the same by 2020. This indicates a significant gap between the potential and the reality of India’s manufacturing industry.
The ‘Make in India’ vision of positioning India as a global manufacturing hub requires the industry to adopt innovative technologies. Digitalization can give the Indian industry an impetus to deliver products and services that match global standards, thereby getting access to global markets.
The policy, thus far, has received a favourable response as global tech giants have either set up or are in the process of setting up hi-tech manufacturing plants in India. Siemens, for instance, is helping companies in India gain a competitive advantage by integrating industry-specific software applications that optimise performance across the entire value chain.
The Digital Enterprise is Siemens’ solution portfolio for the digitalization of industries. It comprises of powerful software and future-proof automation solutions for industries and companies of all sizes. For the discrete industries, the Digital Enterprise Suite offers software and hardware solutions to seamlessly integrate and digitalize their entire value chain – including suppliers – from product design to service, all based on one data model. The result of this is a perfect digital copy of the value chain: the digital twin. This enables companies to perform simulation, testing, and optimization in a completely virtual environment.
The process industries benefit from Integrated Engineering to Integrated Operations by utilizing a continuous data model of the entire lifecycle of a plant that helps to increase flexibility and efficiency. Both offerings can be easily customized to meet the individual requirements of each sector and company, like specific simulation software for machines or entire plants.
Siemens has identified projects across industries and plans to upgrade these industries by connecting hardware, software and data. This seamless integration of state-of-the-art digital technologies to provide sustainable growth that benefits everyone is what Siemens calls ‘Ingenuity for Life’.
Case studies for technology-led changes
An example of the implementation of digitalization solutions from Siemens can be seen in the case of pharma major Cipla Ltd’s Kurkumbh factory.
Cipla needed a robust and flexible distributed control system to dispense and manage solvents for the manufacture of its APIs (active pharmaceutical ingredients used in many medicines). As part of the project, Siemens partnered with Cipla to install the DCS-SIMATIC PCS 7 control system and migrate from batch manufacturing to continuous manufacturing. By establishing the first ever flow Chemistry based API production system in India, Siemens has helped Cipla in significantly lowering floor space, time, wastage, energy and utility costs. This has also improved safety and product quality.
In yet another example, technology provided by Siemens helped a cement plant maximise its production capacity. Wonder Cement, a greenfield project set up by RK Marbles in Rajasthan, needed an automated system to improve productivity. Siemens’ solution called CEMAT used actual plant data to make precise predictions for quality parameters which were previously manually entered by operators. As a result, production efficiency was increased and operators were also freed up to work on other critical tasks. Additionally, emissions and energy consumption were lowered – a significant achievement for a typically energy intensive cement plant.
In the case of automobile major, Mahindra & Mahindra, Siemens’ involvement involved digitalizing the whole product development system. Siemens has partnered with the manufacturer to provide a holistic solution across the entire value chain, from design and planning to engineering and execution. This includes design and software solutions for Product Lifecycle Management, Siemens Technology for Powertrain (STP) and Integrated Automation. For Powertrain, the solutions include SINUMERIK, SINAMICS, SIMOTICS and SIMATIC controls and drives, besides CNC and PLC-controlled machines linked via the Profinet interface.
The above solutions helped the company puts its entire product lifecycle on a digital platform. This has led to multi-fold benefits – better time optimization, higher productivity, improved vehicle performance and quicker response to market requirements.
Siemens is using its global expertise to guide Indian industries through their digital transformation. With the right technologies in place, India can see a significant improvement in design and engineering, cutting product development time by as much as 30%. Besides, digital technologies driven by ‘Ingenuity for Life’ can help Indian manufacturers achieve energy efficiency and ensure variety and flexibility in their product offerings while maintaining quality.
The above examples of successful implementation of digitalization are just some of the examples of ‘Ingenuity for Life’ in action. To learn more about Siemens’ push to digitalize India’s manufacturing sector, see here.
This article was produced on behalf of Siemens by the Scroll.in marketing team and not by the Scroll.in editorial staff.