From 15x3 to 7x5 to 21x3: Evolution of badminton scoring system over the years

In the new system that has been proposed, players will contest five games and the first to get to 11 points wins.

In an attempt to attract a new audience to the sport through broadcasters, Badminton World Federation is toying with the idea of tweaking the rules ones again. Some of the changes that BWF may include in the near future is a new points-scoring system and the reduction in on-court coaching. Long matches and a supposed slide in intensity during the middle phase of the game is said to have set the alarm bells ringing.

The proposal got a mixed response from the badminton community but altering the rulebook has happened in the past too. In the era where franchise sport is ruling the roost, changes were inevitable. But this is nothing new as every sport is jostling for space on television. Here’s a look back at how the game evolved over the decades.

The beginning – 15x3 and 11x3

In the original scoring system that was devised, the match was decided in a best-of-three, 15-point battle for men’s and all doubles fixtures. In the case of women’s singles matches, the first player to get to 11 points won. In this format, only the person serving could win a point. If the receiver won the point, only the serve would change hands but no point would be added to any players tally.

If the score reached 13-all in a 15-game match, the player reaching 13 points first had the option of “setting” or directly going for the win by playing for 15. If they pick “set”, the score moved back to 0-0, and whoever secured five points first took the game. If the score reached 14-all, the player reaching 14 first would again have the option to “set” or play straight through to 15 points.

The 2002 revolution – 7x5

The legendary Taufik Hidayat in action during 2001 | Picture courtesy: Reuters
The legendary Taufik Hidayat in action during 2001 | Picture courtesy: Reuters

With the running time of matches becoming a growing concern for the world federation, a plan was put in place for the matches to be decided in a best-of-five-game contest. The first player to get to seven points won. Here, the set rules were decided on the virtue of who got to six points first, when the score was at 6-all. Players could also set up to eight points. But the format would go on to be scrapped after the Commonwealth Games in 2002. The matches continued to stretch on.

Shifting to rally point system – 21x3

The World Championships final between PV Sindhu and Nozomi Okuhara lasted for a mind-boggling 110 minutes | Picture courtesy: Reuters
The World Championships final between PV Sindhu and Nozomi Okuhara lasted for a mind-boggling 110 minutes | Picture courtesy: Reuters

In the beginning of 2006, the season started with a new set of rules. This time, the men and the women’s players were playing three games of 21 points each for victory. One of the main talking points here was the rally point scoring, which awarded a point to the player who won it, irrespective of who served. The tie-breaker rules were also fine tuned: out went the Sets. Now, there had to be a two-point difference for a game to be won in case of a tie-breaker.

The other major change was in the doubles. In the earlier system, both players in the combination served before it changed hands. But in the 21-point system, serve changes immediately after the pair serving lost a rally.

Proposed scoring system – 11x5

It was back in 2014 that the BWF first introduced a 11x5 scoring system on an experimental basis. Players can win games by a 11-10 margin unlike the two-point cushion that is required in a 21-point encounter. Many tournaments, including Grand Prix Gold events, have already experimented with the format, most notably in the Premier Badminton League – the franchise-based tournament has gone with a 11-point and 15-point set-up.

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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 marketing team and not by the editorial staff.