If the deciding Twenty20 International were likened to a game of chess, then by winning the toss and putting India in to bat, England gave themselves the chance to start with white pieces and make the first move, a clear advantage at the M Chinnaswamy stadium in Bengaluru.
India, by the look of it, started off, by sacrificing their king, which turned out to be a mere pawn in the scheme of things. After doing all the running and making all the runs in the Test and One-Day International series, this T20 series was to be a sabbatical for Virat Kohli. His decision to open and play downright attacking cricket from the word go, was a change in his usual mindset to take the match deep, to bat through, to do it all on his own.
In many ways, this was MS Dhoni’s match. He was the prime mover, the game-maker, the most treasured piece, the Queen. Dhoni came in early, when the game was set up by KL Rahul and Suresh Raina’s early attacks.
Into the eighth over, India was 63/2 – good on paper, but not so great on this particular board that compels you play Blitz Chess. Also two key pieces had been sacrificed. England had shown their hand, and was making their move with spin and Moeen Ali – another reason for Dhoni’s promotion, also reminiscent of the move in the 2011 World Cup final against Muttiah Muralitharan.
Going into this match, Ali had spells of 2/21 and 1/20, with significant success against Yuvraj Singh. Dhoni’s promotion was vital – to keep Ali from settling into his miserly rhythm against Singh, as also to rotate the strike.
Ali ended up bowling his four overs for 30, going wicketless for the first time in the series. By the time he was done, Dhoni was settled in, 12 off 10, India were 113/2 in 13 overs. And India still had Yuvraj Singh in the bank to have a go at the seamers.
After Raina’s wicket, Dhoni hit five boundaries, without taking any risks whatsoever. He batted right through till the 20th over. It was his approach which ensured Yuvraj Singh could take a few deliveries to get his eye in rather than go at the bowling from the word go.
In the three overs from when Yuvraj came to the crease, Dhoni scored 24 runs off 14 balls. During this time, Yuvraj faced just four balls.
Yuvraj Singh explodes
But it was the next five balls that Yuvraj faced that shook the game – 6, 6, 4, 6, 1, it was close to going back to that famous day in 2007.
When he fell, India were at 177, with 11 balls to go. Dhoni was there for another over, pushing India into kissing distance of 200 with Rishabh Pant and Hardik Pandya.
India’s next offensive was bowling Yuzvendra Chahal’s two overs in the power play. A more vocal and demonstrative Dhoni from behind the stumps reinforced the “lines and lengths” to be bowled with an encouraging, “Yehach chahai(This is where to put it)”. Could so easily have been, “Yehach Chahal hai”
It was when the game got tricky that Kohli could be seen in serious counsel with Dhoni. While Kohli was manning the boundaries, it was Dhoni who was moving players on his chess board.
Later Kohli admitted that it was Dhoni and Ashish Nehra who urged him to bowl Jasprit Bumrah instead of Hardik Pandya.
While Chahal’s 14th over started the rot, accounting for two wickets, it was Bumrah’s 15th over that sealed it with Jos Buttler’s scalp. And once Chahal was bowled out, Bumrah returned to eke out two more wickets, finishing the match in the 17th over. Pandya didn’t have to add to his tally of two overs that accounted for a below par Joe Root’s two sixes.
England had been checkmated, as much by former chess champion, Chahal, as by Grandmaster Mahi.
It is just that the best chess moves stay hidden till they bite you in the butt. As it is pokerfaced Dhoni gives very little away.
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.