Some exiting insights

I would say that my baptism to ISO 9001 Quality Management Standard (which UpToDate is the most commonly used standard) was in 1999, a little over 25 years ago, at my last work place in Sri Lanka, which at that time was one of the leading tyre retreaders and manufacturers of two/three-wheeler tyres and custom-mixed compounds in our country. Even with my long working association with leading rubber companies, I should say I was amazed, but not in any way bewildered by the vast number of documents and paperwork deployed in establishing and maintaining the Quality Management System (QMS). The 1994 version of ISO 9000 standard used during that period had three versions, namely 9001, 9002 and 9003, adopted for manufacturing industries, service organisations and those engaged in inspection and testing respectively. The 9001-standard recommended 20 mandatory documented procedures, a Quality Manual that was compulsory and the need for work instructions at every conceivable activity. In a way, one cannot be surprised by this apparent proliferation of documentation because the first version of the ISO 9000 QMS standard in 1987 had its origins in the British Military Quality Standard BS 5750, which inherently required a high level of accuracy, precision, consistency and reliability, and hence the necessity for micro detail. Nevertheless, during the gradual evolution of the standard to its current status, one can clearly realise the transformation of the requirements to embrace the changes required for the emerging global needs of the manufacturing and service sectors of the civic society. In this article, I endeavour to bring forth some interesting practical experiences gathered during my working life and consultancy and auditing during the past 25 years with the ISO 9001/14001/and 45001 management systems in the rubber, plastics and other non- related manufacturing and service sector organisations in Sri Lanka.

Out of the numerous definitions of a management system, I find the following as a short, simple and concise and practical one:

A Management System is an organised way of defining, implementing, monitoring and improving an organisation’s operations to meet business goals, comply with regulations and enhance overall performance.

When contemplating deeper in to this apparently simple definition, I feel that it has far-reaching implications about management systems, stretching back to our ancient civilisations. One cannot comprehend how the great architectural designs, religious constructions, irrigation and the water management systems, harmonious with the natural eco-systems, were made possible without well-established management systems, although they would have been conceptually different from the contemporary management systems of the modern times. Just to site one example, during the design phase of the Maduru Oya Irrigation Project in Sri Lanka with the assistance of Canadian government in the late 1960s, the modern agro-engineers unexpectedly discovered the ruins of a centuries old anicut (ancient diversion weir). This remarkable find highlighted the advanced hydrological knowledge of our ancient civilisations, demonstrating their ingenuity in water management. Rather than disregarding the historical structure, the engineers decided to incorporate the principles in to their modern designs. Utilising the cutting-edge technology while respecting the traditional engineering wisdom in to their modern design, they constructed a new anicut that blended past innovations with contemporary advancements, enduring sustainable water distribution for agriculture.

Now coming to the more recent times in history, I can recollect that the rudiments of standard operation procedures (SOPs) and documentation, which are some of the salient features of the modern-day management systems, could be seen at the Bata Shoe Company of Ceylon Ltd, which was one of the blue-chip companies in Sri Lanka (the then Ceylon) in the late sixties, when I joined the company as a young Management Trainee. Standardised production control and hourly progress monitoring of the shoe assembly conveyors was used in the one hundred plus Bata companies spread throughout the globe. The rubber formulae cards also were also of a standard format, showing the issue date, revision status and revising date, and very importantly, the review and approval for use, all of which are key aspects of the control of documented information of the ISO Standards, which were first introduced in 1987. Another good practice used, although I realised the importance of it in later life, was the pre-preparation with the arrangements to ensure the 4Ms, namely men/machines/materials and methods to run the next day’s production, before we go home at the end of the working day. This was, in reality, the addressing of the process risks and taking preventive action to avoid the occurrence of problems, which is covered by ‘risk-based thinking’ or ‘what can go wrong’ in simple jargon and is incorporated in all the ISO Management System Standards in use today. Ironically, from my observations, only very few companies are making use of this golden principle in managing their day-to-day affairs, and hence the need for so many ‘meetings’ and firefighting, which has become a typical feature in many companies nowadays.

The crux of the matter is that management systems, in whichever names or forms they were known, have been used historically in all types of organisations, with varying degrees of success and failures, and hence the concept is nothing new. However, the International Organisation for Stadardisation (ISO), over the past 40 years, has endeavoured to bring together the cotemporary practices and thoughts about managing organisations to achieve desired outcomes in the form of all-encompassing requirements, which are universally applicable, especially in ISO 9001/14001 and 45001.

ISO 9001, the most widely deployed management system standard, was first introduced in 1987 by adopting the British military quality standards (BS5750) and aimed to create a universal approach to quality management. Over the years, ISO 9001 has undergone multiple revisions, in line with the changing global business scenarios, to make it more flexible, customer-focused and risk based, and the latest amendment has accommodated climate change issues. As environmental concerns grew in the late 20th century, the need for a systematic approach to environmental management became evident, and ISO 14001 was introduced in 1996 as response to global sustainability challenges, aligning with the Rio Summit objectives. Its revisions in 2004 and 2015 have strengthened its focus on life cycle thinking and integration into corporate strategy. ISO 45001 released in 2018 and replaced the OHSAS 18001, which has served as the primary occupational health and safety standard since 1999. It was developed to provide a structural framework for organisations to adopt a proactive risk management approach, rather than a reactive compliance-based model.

The adoption of these standards is often seen as a necessity for organisations seeking credibility, regulatory compliance and competitive advantage. Moreover, the possibility of integration of these standards allows businesses to create unified management systems, reducing redundancy and administrative burden. The High-level Structure (HLS), unreproduced by the ISO, is aimed to ensure consistency across the different management system standards.

On looking back, with the knowledge and experience I have gained by associating with the ISO-based management systems from the 1990s, I would say that the decade commencing from the mid-nineties was a period of bee-hive of activities for the manufacturing organisations in Sri Lanka. The tendency to embrace and accept any new methodologies, especially when they are successfully used in other parts of the world, is a natural survival instinct, or what has come to be known as benchmarking in the conventional management jargon, or colloquially ‘keeping up with the Joneses’. Similar trends can be seen during the introduction of other productivity improvement methodologies, such as 5S, Quality Circles, Toyota Production System (TPS), Lean and Kaizen concepts, which trickled down to our part of the world around the same period and caught up like wildfire. A notable deviation which I observed in the later methodologies is that they were directly linked to the operations, whether in manufacturing and service industries, and hence baring the initial mind set and attitudinal issues, it was relatively easier to implement and, in most cases, the results and the outcomes were directly and sometimes instantly visible, especially to the floor level personnel.

On the contrary, ISO-based management systems encompassed a more holistic and inclusive systems approach, which most top management and other managerial personnel naturally found somewhat difficult to grasp, and hence I would say that the learning curve progressed on a slow gradient.

The desire and the willingness to adopt the ISO 9001 system on the one hand and the lack of proper knowhow and experience on the other resulted in the complexity perceived by many companies in those early years. The certification bodies and some management consultancy training providers both locally and from overseas began providing the initial training, and these too were on the early stages of the learning curve due to lack of hands-on and practical experience, although the theoretical knowledge was adequately provided. As in the case pf many new waves of management thought, these conditions were ideal for some consultants to levy exorbitant facilitation fees. The mandatory conformity requirements for documentation, while resulting in the proliferation of paperwork, placed excessive burden and stress on the staff who were involved in the establishment and maintenance of the management systems. In the early years, some of the auditors of the certification bodies also focused too much on documentation and document control, document lists and revision numbering, which made the auditing a somewhat sterile exercise.

However, practically all the companies laid high emphasis on preparing for the audits, especially if they happen to be certification or recertification audits. Complete overhauling of the facilities, colour washing and cleaning up were normally carried out in addition to updating all documents and records, some of which have been neglected or not properly maintained throughout the year. Audit days had a sense of austerity and an aura of its own, which I think was good in a way at least once a year, although it could have sent wrong signals to the employees regarding leadership and management commitment as specified in Clause 5.0 of the standards.

The dichotomy between ISO requirements and the other management functions is still seen in some companies, especially the large organisations, which have management system coordination assigned to a septate department. Although the High-Level Structure of the three standards is intended to facilitate to enable an integrated management system, only a very few companies seem to be doing it effectively.

Despite their wide spread adoption, the real-world application of Management Systems like ISO 9001/14001 and 45001 varies significantly. While some organisations genuinely integrate these systems into their operations, others treat them as bureaucratic hurdles for securing certification for external validation and legal compliance rather than for internal improvement. The question is often raised as to whether businesses are blindly embracing these standards, or are they judiciously adopting them for real impact?

The cost and complexity of implementation can be prohibitive, especially for the small and medium scale enterprises (SMEs), and achieving and maintaining certification requires significant resources, which can divert attention from the core business activities. While the standards provide a good framework, their success largely depends on an organisation’s commitment. A poorly implemented system can lead to inefficiencies, resistance from employees and minimum real-world impact. Furthermore, in some industries, rapid technological advancements outpace the evolution of these standards, making them seem rigid or outdated.

These management systems can be powerful tools for improving quality, sustainability and workplace safety if used correctly. However, their effectiveness depends on how they are implemented. Blind adherence to ISO standards very often causes inefficiencies and a waste of resources, and judicious and strategic adoption can drive real improvements.

I vividly remember an awareness programme organised by the Sri Lanka Standards Institution around the year 2000 to introduce the major changes in the ISO 9001: 2000 Standard. In one of the presentations, ISO 9001-based QMS was depieced as an elephant on which the organisation rides to use the system, while what happens in many a case is the organisation carrying the elephant (QMS) as an extra burden.

Margaret Wolff Hungerford, in her 1878 novel Molly Bawan, first mentioned the famous quote ‘beauty is in the eyes of the beholder’, which augments well to the ISO-based Management System Standards.

At this juncture, I cannot resist citing a Buddhist discourse where the doctrine (Dhamma) is depicted as a piece of gold. For a child it will be a play item, and for investor it is a valuable asset whose value keeps on appreciating with time, while for the jeweller it will be the source material that can be turned into a beautiful necklace.

Management System Standards will continue to play a vital role in helping organisations to systematically manage their activities to the foreseeable future with varying degrees of success along with the appropriate amendments and revisions that may come into effect from time to time.

The author is a Management Counsellor from Sri Lanka.

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Fifty-seven years ago on 1st September 1968, I joined the rubber products manufacturing industry in Sri Lanka (then Ceylon) as a trainee in a medium scale footwear company. The only knowledge or rather awareness I had of rubber until that time was seeing the tapping of trees, adding a pungent liquid to the milky liquid, put on metal trays, squeezing the whitish slab of material through two rotating metal rollers manually rotated by a crank and putting them in a smoke shed that was available in some backyards to end up with a striped brownish sheet of rubber, which I later learnt was known as RSS. Later, in the early sixties, during our Organic Chemistry lessons, we learnt that C5H8 is the formula for Isoprene, which is the building block of natural rubber. Going down the memory lane of the past 57 years of knowledge acquisition in the rubber industry might turn out to be an exhaustive exercise. However, it is my sincere hope that some of my experiential insights might help the modern-day managers to seek areas that may strengthen their foundations in this era of rapid shifting sands.

I should say I am at a loss in finding an appropriate definition of knowledge from the vast interpretations which appear to be too academic. One practical and easy to understand definition I have come across in that knowledge is the ability to understand, apply and transfer information and experience to solve problems and adapt to changing circumstances, Merely the possession of facts is meaningless. It is the skill of using them effectively for survival, development and progress that is more important. It reminds me of the many research findings and innovations that are gathering dust in many institutions. In the case of early humans, knowledge emerged through direct observation of nature, trial and error and sharing same with groups. In my opinion, the context has virtually been the same over the ages, although the scope and the contents have undergone drastic changes during the course of human history, particularly through the four industrial revolutions and apparently heading for an unprecedented and a somewhat incomprehensible future.

If I am asked the question how I have acquired knowledge during my working life, I would say without any hesitation that it was through a process of osmosis. Those who studied botany under the biological sciences may perhaps vaguely remember how plants absorb water, minerals and other nutrients from the surrounding soil through their root systems by the process called osmosis. In a similar manner, we also acquire knowledge from the external environment through our sense facilities, namely the eyes, ears, nose, tongue and the skin, and through perceptions, which are processed by our brain and the central nervous system. The Buddhist doctrine gives a clear description of this process, which are well in line with the biological and physiological sciences. I, however, would not wish to go in to a philosophical deliberation at this point of time. Knowledge acquisition is a lifelong process with the ‘cradle to grave’ concept, and according to the modern scientific findings, starting at the moment of our conception in the mother’s womb.

I would now endeavour to delve a little into the knowledge acquisition modalities available to us trainees during our formative days of the career in the rubber industry from the late sixties onwards. The modern rubber technologist (if the term is still in use) may perhaps find them archaic as if they are viewing the archaeological remnants exhibited at a museum. It was hands-on experience from the beginning in what was termed a 3D industry, namely dirty, difficult and dangerous. This was mainly due to the particulate and dusty nature of the various fillers used such as carbon black and the toxicity of the rubber chemicals, coupled with the usage of high energy consuming motor driven machinery, both electrical and heat, usage of steam and compressed air, emission of high noise and vibration, fumes and high material load in some industries such as tyre manufacturing and tyre re-treading. The complexity and diversity are further aggravated by the macromolecular nature of both natural and synthetic rubber, which necessitates the somewhat illogical steps of breaking and remaking using a vast array of heterogeneous raw materials to facilitate the processability and for achieving the performance requirements of the products, some of which are of highly composite nature. As a consequence of the above, rubber product manufacturing industry was not at all the preferred choice for young school leavers like me. Hence, my entry into the rubber industry was due to the pure necessity of finding employment. However, the practical involvement with the identification and weighing of the multitude of rubber raw materials somehow had its attraction for me, which prompted me to read the limited number of text books and supplier literature that were available at that time. The real turning point in my career in the industry was the opportunity I got to follow the two-year part-time course at the then Ceylon College of Technology (now a university) to study for the Licentiate of the Institution of the Rubber Industry, LIRI (UK). This was equivalent to a full time BSc today. We were very fortunate to have three well-respected and dedicated teachers of the day in our quest for the acquisition of knowledge. Teaching was a noble profession for them, and I am very proud to state that their photographs adorn the entrance to the auditorium at the Plastics and Rubber Institute of Sri Lanka, where I joined as student in 1969 and ended up as its President for the year 2024.

Another remarkable feature during those days came in the shape of representatives from well-reputed giants in the raw material manufacturing companies such as Bayer, ICI, Monsanto, ACCI Rhien-Chemi and Polysar, names which to my knowledge are not existing now, or may be as mergers. These were invaluable opportunities for us the young technologists to gain the technical knowledge and discussion about the technical problems. The short technical sessions conducted by some of them in the evenings were eagerly awaited occasions during our days to share knowledge over a cup of tea. I am a little puzzled whether some of the similar events conducted online as webinars have the same effects or if at all that personal rapport.

The Bayers Technical Programme conducted annually at Thane, India, during those days was another avenue for gaining very valuable theoretical and practical knowledge, and I was fortunate to associate with prominent professionals such as R R Pandit, who left this world a few years ago, and Dr S N Chakravarthy.During my working with the Bata Shoe Company of Ceylon for 12 years, I had the opportunity to represent the company at a few of the Regional Technical Meetings held in the Far East. These were invaluable platforms for sharing knowledge and information of the technical developments of the individual companies. They were also enjoyable opportunities for networking and building up some lasting relationships. After following the programmes, it was compulsory that we give a presentation to the management and staff about our learning experiences, and more importantly, to plan development activities, the success of which was one criterion for our individual performance evaluation. Knowledge by itself is not power unless it is shared – a truism that will not apply to politics and the intelligence services. I well remember the case in a place I worked later about how some staff members who were sent to Japan for training deliberately skipped sharing what they learnt at company expense with the fellow staff members despite the several reminders.

As a passing remark, I may mention that my period of working in the tyre retreading and rubber products manufacturing companies in Kenya (for about 14 years) offered me the good opportunity of working with multiethnic communities while imparting my knowledge to train and develop staff members.

Now, coming to the global rubber product manufacturing, it can be seen that the focus on mixing, curing and reinforcement knowledge requirements has expanded into a multidisciplinary portfolio over the past 50 years, and the quest will continue. It is not prudent to do comparisons as ‘now and then’ because knowledge acquisition and its management is heavily dependent on the needs and requirements at any particular era or period of time. Unlike in our generation, a vast knowledge base, which is sometimes bewildering, is available at the touch of a fingertip for the modern-day managers, and apparently, most of it is related to their work and operational activities. My discussions and chats with many managers reveal the fact that they are overburdened with their daily activities and are working at different stress levels. They seldom seem to have any time or opportunity to integrate their work with the core values such as respect, gratuity and empathetical understanding.

The famous quote of Sir Issac Newton comes to my mind at this juncture: “If I have seen further, it is by standing on the shoulders of Giants.” He wrote this statement in a letter to Robert Hooke in February 1675, acknowledging that his own scientific discoveries were built upon the work of his predecessors, a sentiment that symbolises humility and scientific progress.

Knowledge and discipline go hand in hand. How to use knowledge appropriately needs discipline to comprehend. The consequences of using knowledge for the sake of knowledge, purely for application to industry, without giving due recognition to humanity and our core values is surfacing rapidly at the cost of trust, wellbeing, harmony and human development in every aspect of human activity, both locally and globally. In this respect, I remember the famous line from the poem, The Rime of the Ancient Mariner, by Samual Taylor Coleridge, which we happened to study in our literature class a long time ago.

‘Water, water everywhere and not a drop to drink’ illustrates the irony and anguish of being desperately hot and thirsty whilst being surrounded by nothing but ocean.

The author is a Management Counsellor from Sri Lanka.

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Service is being there to assist the client to experience less lost profit. Some may say pain; obviously, of the financial kind and not physical kind.

Navigating life’s challenges becomes considerably more complex when a flat tyre comes into play. Preferably first thing in the morning, as the tyre’s lost its pressure over night. The tyre wasn’t capable of delivering its usual level of service when you required it to do.

A tyre service delivery has the client’s wellbeing in mind when managing the usually large asset for a fleet operation that is known as ‘TYRES’. From initial selection through procurement service and end of first life, decisions are required based on experience, knowledge and data. Supply alone cannot support such an operation requiring service to monitor, measure, maintain and manage tyres in operation. In a round the clock operation, tyres don’t just operate on one shift.

Electronic surveillance is becoming part of daily life, no different for tyres. Uninterrupted service, but can you can stay awake long enough?

What has changed is the service a tyre now receives from tyre pressure monitoring. Operating at the appropriate pressure, a tyre can deliver the highest level of service it is capable of. The service provider now becomes the service receiver. Indeed, both are becoming the service controller with the delivery of smart tyres. The tyres provide service to the control systems of the vehicle, updating on current conditions and even considering what is to be experienced based on what the tyres are feeling, just as a human does, in delayed response.

THE SERVICE LOOP CLOSES.

Good service always should breed trust and respect and so loyalty. Unfortunately, sometimes prices come into play. As our industry knows only too well, quality is never (ever) low cost. If it’s too good to be true, it probably is. Is your (or someone else’s) life worth a fist full of money? Bean counters have a lot to answer for when it comes to tyre operations.

Service is supporting your client to assist them to generate a profit. Would you turn away someone who helps you make money? So how do we assist to reduce the pain point? Real-time tyre pressure monitoring, know the issue before it becomes a problem, before the hazard threshold is crossed. With ease data can be streamed in real time. A tyre service centre is able today to alert a fleet operator that a tyre is in need of attention, before the situation develops into a catastrophic tyre failure. The nearest service facility can be alerted, the vehicle with the problem tyre already known to the service facility is attended to and returned to service. The service loop closes again. The tyres assist you making a profit, ergo a service provider.

Someone or something that makes my life better is to me a service provider. I consider that a reflection of the trust a client invests in their supplier to be a prime indicator of the level of service that is utilised. There are times when service is ridden rough shod over as price becomes the primary driver. Service suffers, returns from the tyre operations fall as tyre costs rise, though more importantly, machine availability drops. Remember, the sweet low price is long forgotten when low quality is found.

What is your level of service to your clients? Will they return to you or go looking elsewhere?

Our tyres rarely complain and endure the harsh conditions we ask them to operate in, without attention and generally without any care.

Remember the level of service your tyres provide to you and yours. Can you emulate this level of service provision to your clients, friends and family?

Take care, stay TyreSafe!

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The past few years have not been easy for Indian industries. From post-pandemic recovery and supply chain issues to trade policy shifts and geopolitical conflicts, businesses across sectors have been navigating uncertainty. Yet, amidst this turbulence, the Indian tyre industry is emerging resilient – steadily carving out a global presence and positioning itself as a poster boy of India’s manufacturing story.

In the last one month alone, three developments have highlighted the strength, adaptability and future-readiness of the Indian tyre sector. Together, they offer a glimpse into an industry not only responding to challenges but also reimagining the road ahead.

Despite rising protectionism and the lingering aftershocks of disrupted global supply chains, Indian tyre exports have continued their upward march. In the last fiscal year, tyre exports from India have grown by nine percent year-on-year – a clear indication of global confidence in Indian-manufactured tyres. Tyre exports from India reached INR 250.51 billion compared to INR 230.73 billion in the previous fiscal, as per data released by the Ministry of Commerce, Government of India.

This isn’t just a story of volume. It’s a story of credibility – built on strong domestic manufacturing capability, world-class quality standards and a heightened focus on research and development.

Today, Indian manufactured tyres are competing with the best on parameters of performance, durability and cost-efficiency and providing a value proposition difficult to match. Indian tyres are exported to over 170 countries, with significant presence in the United States, European Union, Latin America and Southeast Asia. The US remains the top export destination, accounting for 17 percent of India’s tyre exports by value, followed by Germany (six percent), Brazil (five percent), UAE (four percent) and France (four percent).

With an estimated annual turnover of INR 1 trillion and exports exceeding INR 250 billion, the Indian tyre industry stands out as one of the few manufacturing sectors in the country with a high export-to-turnover ratio.

This export momentum has been further facilitated by the government’s active support in promoting domestic manufacturing through Make in India and other export-enabling reforms.

Perhaps nothing captures the maturing of the Indian tyre industry better than the recent global rankings by Brand Finance, the world’s leading brand valuation consultancy, which features four Indian tyre manufacturers – MRF, Apollo, CEAT and JK Tyre – among the world’s 15 strongest tyre brands. In fact, MRF, with a Brand Strength Index (BSI) score of 83.5, ranks as the third strongest tyre brand in the world after Michelin and Goodyear, according to the Brand Finance report.

This is not mere symbolism. It reflects decades of effort in building product trust, expanding global footprints and investing in brand equity. From high-performance radial tyres to off-the-road solutions, these companies are not just making tyres – they are shaping mobility experiences across geographies.

If the present is promising, the future looks even more exciting. A Vision 2047 report by PwC forecasts a CAGR of 11–12 percent for the Indian tyre industry over the next two decades. That is not just encouraging – it’s transformative.

This projected growth rides on several powerful drivers including rising demand from rural and semi-urban India, rapid growth in two-wheeler and commercial vehicle segments, a paradigm shift towards electric mobility and smart transport, greater OEM activity within India as global players deepen their localisation strategies and government policy support that encourages domestic production and discourages non-essential imports.

It’s also a growth that aligns with national priorities – self-reliance, sustainability and job creation.

India’s tyre industry is no longer playing catch-up. It is setting benchmarks. It is innovating, expanding and winning trust in markets around the world. It is making bold bets on sustainability, supply chain resilience and digital transformation. Tyre manufacturers in India have collectively invested nearly INR 270 billion over the last 3-4 years. These investments, spanning both greenfield and brownfield projects, highlight the industry’s confidence in India’s long-term growth potential and the industry’s commitment to capacity expansion and technological advancements.

As we steer towards 2047 – India’s centenary of independence – the tyre sector stands ready to play a pivotal role in the journey. One that connects not just places but aspirations.

Rajiv Budhraja is Director General of the New Delhi-based tyre industry association, Automotive Tyre Manufacturers’ Association (ATMA).The views expressed here are personal.

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OTR tyres, rugged design and advanced technology that withstand the most demanding conditions... From mining to construction, these giant tyres play a critical role in keeping industries running smoothly.

What does the term ‘off-road tyre’ mean to us? Giant, robust, special and imposing – a tyre for heavy-duty vehicles. While there are already some tracked loaders and cranes on the market, stationary work, excavation, loading and transport are carried out with mobile machinery in open-pit mines or on heavy-duty construction sites. Transport vehicles, cranes and large-capacity loaders are always equipped with robust and durable rubber tyres. The last 50 years have seen a true revolution in the off-road tyre segment, as tyres have become larger every decade. Newer dump trucks have higher load capacities, requiring the installation of larger tyres to meet this growing demand.

Today 3,500-plus hp engine big haulers loaded carriage capacity reaches to 400-plus tonnes equipped with a tyre such as 59/80R63 extra load size. Such trucks are coupled with loaders having a shovel capacity of 60 tonnes on open pit areas. These load capacities are enormous, and the new generation of trucks offers even more. Tyre sizes up to 63/80R63 or some other size combination with low platform and wider dimensions are in the market.

Thirty to 40 years ago, tyre sizes for 50-80-tonne haulers were around 36.00-51 or smaller. Today, we are talking truck carriage capacities of 450-500 tonnes with hybrid engines. More efficient AC electrical drive haulers and having tyre sizes up to 70-inch rim size tyre are on the pipeline. These vehicles will be able to accommodate tyres with a diameter of over four metres, a weight of over 5.5 tonnes and a load capacity of over 120 tonnes per tyre.

High-tensile reinforcement materials and new generation rubber compound technologies play an important role in these revolutionary developments.

Extreme conditions, extreme performance, heat and puncture resistance for uninterrupted operation... This is how OTR tyres master harsh environments (quarries, mines, construction sites).

Tyres for open-pit mining, underground mining and construction remain separate categories. Their dimensions and basic requirements also vary. However, load capacities and the number of autonomous structures with electric motors and ultra-wide tyres are steadily increasing. The use of advanced materials in self-monitoring tyres with integrated pressure and wear sensors will become more widespread. Giant radial tyres for electric vehicles will proliferate on the market.

Tyre demands for extreme load-bearing capacity, improved cut and tear resistance (against sharp, abrasive stones) and improved heat dissipation through deep tread patterns will increasingly prevail, in line with customer demands. While the tread depth of off-road tyres was only 50 to 60 mm in the 1970s, today’s deep-tread off-road tyres reach 100 to 110 mm. Radial construction with new compound and heat dissipation technologies enables off-road tyres with deeper tread patterns, which also represents a significant advantage for the circular economy. Low-temperature off-road tyres also offer higher and multiple retreadability.

Both bias-ply and radial off-road tyres face significant challenges such as heat, abrasion, traction, sidewall cuts and fire protection. Although current off-road tyre technology has advanced significantly compared to earlier radial off-road tyres, some brands use bias-ply reinforcement layers, primarily on the sidewalls or tread, for improved cut resistance. Bias-ply off-road tyres remain preferred for certain applications, particularly forestry and some mining tyres.

Titan International (USA) underscores its strong presence in the truck tyre market with its Mining & Construction Bias division. This underscores the strategic priority of these specific applications in the OTR   tyre market. In the US, Titan focuses on cut-resistant compounds and special tread patterns for rock environments that perfectly meet the most stringent performance requirements of bias construction.

Michelin, Bridgestone and Goodyear dominate the OTR tyre market, with demand varying regionally. Large tyres for mining, underground mining and construction require durability, heat resistance and smart technology to meet the changing needs of the industry.

Michelin, Bridgestone and Goodyear dominate the global OTR tyre market, but Continental and BKT are also important players. Titan, Yokohama, the Chinese company ZC Rubber and the Indian company Apollo are other niche players that could disrupt global markets with more affordable alternatives. Furthermore, regional demand varies considerably between Asia, North America and Europe due to different mining, construction and regulatory environments. This benefits the different brands, whose combined commercial and technological strengths differ.

Michelin, Bridgestone and Titan (North America and Australia) produce giant mining tyres up to 63 inches wide. BKT, Apollo and ZC Rubber produce low-cost mining tyres in Africa, Latin America and India. Michelin and Bridgestone generally offer smart, autonomous tyres in North America and Europe. Yokohama and Continental (Japan and Scandinavia) offer underground and speciality tyres.

For open-pit mining, powerful electric-powered dump trucks and wheel loaders will offer exceptional load-bearing capacity (over 100 tonnes per tyre). They feature cut and chip resistance (against sharp, abrasive rocks), heat dissipation and a deep tread pattern, which will become increasingly popular.

Underground mining vehicles with narrow low-profile tyres and dump trucks (LHD), on the other hand, will be equipped with compact, fire-resistant low-profile tyres. Their low flammability, puncture resistance and high manoeuvrability will also be important criteria.

Large Scale Construction vehicles like massive dozers, graders, dumpers, articulated dump trucks and motor graders will need high traction tyres for both mud and loose surfaces with reinforced sidewalls to avoid cuts and having high longevity (mixed on road/off road use).

OTR tyre manufacturers compete on durability, profitability and performance. Their primary challenges are extending tyre life, optimising fuel efficiency and reducing wear.

All of the major OTR tyre manufactures need to compete in this high demanding segment of the tyre industry. The biggest challenge in every segment is achieving a long service life without tyre failure. Improved traction and rolling resistance, as well as reduced maintenance requirements, are real advantages.

The cost of a set of tyres is always divided by the total number of labour hours to determine the unit cost per tyre hour. Various parameters influence tyre and other operating costs. To minimise fuel and tyre costs in mines, better road maintenance, operator training in environmentally friendly driving (acceleration/braking), monitoring tyre pressure and loading and the use of predictive analytics (telematics to measure fuel consumption and tyre wear) are essential.

Overloading increases tyre stress, accelerating wear and fuel consumption. Poor road conditions with potholes and spills lead to more cuts and flat tyres, increased rolling resistance and higher fuel consumption. Harsh acceleration or braking always leads to overheating and faster wear. Although large radial-body trucks cost nearly USD 100,000, every preventative measure and maintenance is essential for business reasons.

Innovations such as RFID, flame-retardant compounds and environmentally friendly materials are driving the industry forward. OTR tyre manufacturers compete with specialised designs: mining tyres must be cut-resistant, earthmoving equipment must be durable and port tyres focus on efficiency.

Tyre manufacturers must survive in this highly competitive and demanding industry. Mining tyres are exposed to extreme conditions and require cut resistance thanks to highly abrasion-resistant compounds and additional steel belt layers. Earthmoving tyres require flexibility and durability thanks to all-season tread compounds and rock-resistant designs. Port logistics tyres feature low rolling resistance and chemical resistance thanks to lightweight steel belts. RFID tracking offers real advantages for tyre tracking.

Innovations for niche applications are also essential for brand building and address specific challenges. Some underground mining tyres feature non-marking and flame-retardant compounds for enhanced safety and performance. Arctic tyres require low-glass transition temperature polymers and microspike technology for better traction in extreme cold. As always, off-road electric tyres require improved efficiency and lower noise levels.

The use of recycled materials poses a real challenge for this segment, but more durable designs certainly reduce waste and replacement frequency. However, bio-based compounds and recycled rubber must be more widely integrated into new products.

Key trends in the OTR tyre segment include intelligent monitoring systems, environmentally friendly compounds and improved reinforcement techniques. Graphene-reinforced tyres promise extremely high strength and heat resistance. Sustainability will be a priority in OTR tyre manufacturing, with a focus on reducing environmental impact through innovative materials and designs.

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