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‘Saheb Biwi aur Gangster 3’ film review: A game of thrones that goes nowhere

Tigmanshu Dhulia’s third movie in the ‘Saheb Biwi aur Gangster’ franchise stars Jimmy Sheirgill, Mahie Gill and Sanjay Dutt.

The law of diminishing returns has finally caught up with one of the most unlikely film franchises in recent memory. Tigmanshu Dhulia’s Saheb Biwi aur Gangster 3 is the latest in a study of feuding ex-royals that began fruitfully with Saheb Biwi aur Gangster and continued in a lesser vein with Saheb Biwi aur Gangster Returns.

While Saheb Biwi aur Gangster 3 has a few more characters than the previous films, it has lost much of its narrative coherence. In the first movie in 2011, Dhulia and co-writer Sanjay Chauhan delivered an inventive take on Abrar Alvi’s Sahib Bibi aur Ghulam by relocating the 1962 movie’s elegiac critique of feudal decadence to a power-hungry and perverse present. Set in the fictitious Devgarh town and teeming with scheming ex-royals who trade their morals in between hopping bedposts, Saheb Biwi aur Gangster ranks among Dhulia’s most sharply observed films.

The movie benefitted immensely by casting Jimmy Sheirgill, who played a fresh-faced student in Dhulia’s debut Haasil in 2003, as a haughty feudal lord who sorely misses the good old days of untrammelled privilege. Sheirgill perfectly depicted Aditya Pratap Singh’s overweening sense of entitlement and inherited machismo, and Dhulia’s faith in the character and the actor ensured that Sheirgill had the movie’s best lines and scenes.

Aditya was, however, checkmated at the end of Saheb Biwi aur Gangster by his long-suffering wife Madhavi (Mahie Gill). A less effective sequel, Saheb Biwi aur Gangster Returns, followed in 2013. The surprise element in the original film – the gradual revelation of the depths to which its supposedly aristocratic characters sank to regain their perceived lost status – had already calcified into a gimmick-laden round of moves and countermoves.

The ambition to milk the formula for a franchise has proven to be as unyielding as Aditya’s quest to reclaim his legacy. Saheb Biwi aur Gangster 3 picks up from where the previous movie ended. Aditya is in prison on a murder charge. Working hard to keep him there is Madhavi, who enjoys considerable influence as a Member of Parliament. Madhavi has made her peace, in a manner of speaking, with Aditya’s second wife Ranjana (Soha Ali Khan), but when her husband emerges from jail and returns to his meddling ways, Madhavi begins scheming all over again.

The gangster of the title is Sanjay Dutt, looking every inch a Mumbai mobster rather than a former royal. Dutt’s Uday is living in self-imposed exile in London, where he runs the fancifully named nightclub House of Lords. Uday is an expert practitioner of the family tradition of Russian roulette, and he plays the deadly game of chance even better than Robert De Niro in The Deer Hunter (1978). Uday knows exactly where the single bullet nests in his gun, so it is a surprise that he walks right into Madhavi’s trap after he returns to Devgarh to lay claim to his share of family property.

Saheb Biwi aur Gangster 3 (2018).

The plot just about kicks in around the interval, and the 140-running time is squandered on sketchily drawn characters, including Kabir Bedi as Uday’s father and Deepak Tijori as his brother, Vijay. An outsider struggling to surface in the sea of chiffon saris and bandhgalas is Uday’s sweetheart, the dancer Suhani (Chitrangada Singh). Suhani is reduced to twirling through a handful of songs and cooing into Uday’s ear, and Chitrangada Singh contributes as little to the narrative as does the lumbering Sanjay Dutt.

The movie snaps to attention when Aditya and Madhavi are around. United in their mutual hatred but equally soldered together by their contempt for the world outside their bubble, Aditya and Madhavi are perfectly paired. This match made in hell has its share of crackling repartee, inventive schemes for revenge, and moments of wanton behaviour. The scenes from a marriage in which sex is used as a leveller and relationships are purely instrumental considerably enliven the overstretched running time. Mahie Gill works hard to humanise the unlikable Madhavi, but the best moments and lines are reserved yet again for Jimmy Sheirgill. In this game of thrones, the feudal lord never loses his crown.

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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.