As far as Quality Management System (QMS) certification is concerned, my first exposure was to ISO 9000: 1994, about seven years after the first ISO 9000 standard emerged from the former BS 5750. The 20 + auditable QMS requirements has resulted in a bewildering and voluminous mass of documentations. It was virtually a system of documents, contrary to a documented system. According to the standard, the company was expected to establish, implement and maintain a documented procedure for all the auditable requirements of the standard. It was a period when the standard was spreading like bush fire, creating a gold mine for Consultants who thrived on the ignorance of the client companies. Preparation and maintenance of the documentation alone, engaged considerable managerial time, and hence the tendency to consider ISO 9000 based QMs as an area separate from the Quality Assurance and other operational functions which has still continued to the present day. This created some dichotomy between the ISO Department and the other functional sections resulting in conflicts. On doing the QMS audits, as an independent auditor for many companies, I have the experience of being confronted with a cart-load of files and documents. This was of course before, the soft copy methodology firmly got established. Many of the External Auditors, spent considerable time, in checking Document and Records, in scrutinizing document reference and revision numbers of even the less significant documents and formats, rather than concentration on the more important requirements. In this respect, I have a great respect for one of the very senior officers of the Sri Lanka Standards Institution, whose approach was to study the operational relationships and their effectiveness.

The transition in to ISO 9001:2000 saw some very significant and far-reaching changes, which the industries, took about one to two years to fully realize. It was a challenge for the auditors and the Certification bodies as well. A careful scrutiny of the eight principles of quality management, will show that they are nothing else but common business sense. The eight principles are:

• Customer focus
• Leadership
• Involvement of people
• Process approach
• Systems approach to management
• Continual improvement
• Factual approach to decision making
• Mutually beneficial supplier relations.

 A casual glance at the principles, will reveal that it is about common sense of good managerial practices., irrespective of whether one goes for certification or not. However, it was an uphill task to grapple these concepts and integrate them holistically in to the quality management systems. Process approach in very simple terms means how to relate the inputs to outputs through the value adding conversions and how to control the activities, realize the desired results. It is directly related to the traditional definition of productivity, namely the ratio of out puts to inputs. What was difficult to comprehend was the fact that, the other seven quality management principles also provide inputs for the process approach. As an example, the auditors found it a grey area when it comes to evaluating leadership, in the context of the process approach. Regarding the establishment of the Quality Policy, which in turn is a requirement under leadership, I have seen many quality polices with attractive wordings which more often serve as show pieces. Very few companies have used the quality policy to provide direction for the setting up of quality objectives. One of the meaningful but concise quality policies I have seen is “We do everything, correctly, right first time at all times’’.

While the 2008 version of the ISO 9001 standard consisted of some notional changes only, the 2015 version signified a complete change of the concept of quality stressing the importance of quality in business strategy, by considering the impacts of external and internal factors and the expectations of internal and external parties on quality and including risk management as an important aspect of quality. Although the prime focus on ISO is product or service quality, companies cannot ignore the impact on quality, which covers product quality (Q), Price (P), and Delivery (D). The recent impacts of Covid-19 pandemic on the above aspect of quality, was amply seen throughout the world. The above requirements under the Organization Context, is a move in the right direction, in integrating quality in to all aspects of the business. However, most companies and even auditors, consider this in isolation as another requirement of the ISO 9001, which need minimum compliance. Similar comments can have made on the Identification of the risks and opportunities of the operational processes.

Product and service quality is used by most companies as means of maximizing the profit. The Nobel Prize Winner in Economics, Milton Friedman in 1970, stated that the sole responsibility of a business is to “use its resources to increase its profits. As a result of the rapid growth in consumerism, both locally and globally, business firms operate in a challenging and continually changing business environment. The rapid change is supported by rapidly expanding technology, and particularly of information technology. Dynamic organizations are making serious efforts to keep abreast of developments, in the changing business environment, while many traditional and conservative organizations are failing. Change has become inevitable.”

While we cannot find any fault with this approach, one cannot overlook the Social and Environmental bottom lines, which together with the Economic bottom-line, constitute the Triple Bottom of Sustainable development. The role of quality management on the social and environmental bottom lines, is a concept that has great potential in the modern-day concept. The reduction of scarp and rejects, especially in the tyre industry, will improve the environmental performance, while reducing the health and fire risks, often caused by irresponsible dumping.

 Internal and external communications under the requirement 7.0, Support of the ISO 9001 and 14001:2015 standards are another area where adequate attention has been given. Despite the great advances in ICT, we can trace miscommunications as the root cause of most of the Non- conformance report raised during the QMS audits.

John Ruskin, the English author, (1819 -1900 ) once said, “ Quality is never an accident. It is always the result of intelligence effort.” I have seen this famous quote adorning the walls in some offices of CEOs and Senior Managers. However, the perennially repeating non-conformances related to quality in a large number of companies, make me to wonder whether the management and the mangers, “walk the talk.” Companies have in their procession, a handy tool, in the disguise of ISO 9001:2015, to enable them to establish the standard procedures, (SOPs), operate them and control, but many consider it as something to worry about only during the external audits of the certification bodies.

In this respect, it is worthy of mentioning that, in my country Sri Lanka, there is a famous Buddhist Cultural Pageant, in August every year, that attracts locals as well large numbers of tourists from across the globe. For the past 400+ years, this event follows the SOPs, without any, awareness of the ISO 9000, emphasizing that there is no magic or mystery about ISO, but the prevalence of good common sense. (TT)

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Falken Tyre has announced the return of its popular ‘Falken Says Fill Up’ campaign, scheduled to run from 15 March to 31 May 2026 across 20 European markets. The initiative is designed to pair a strong product offering with an appealing customer incentive. Those purchasing a set of Falken summer or all-season tyres of at least 16 inches, excluding those for lorries, will receive a fuel voucher as part of the promotion.

The campaign places particular emphasis on the Falken ZIEX ZE320, a summer tyre developed to meet the demands of contemporary driving. It offers high levels of comfort, precise handling and a well-balanced combination of efficiency and everyday practicality. An enhanced rubber compound contributes to superior wet grip, while lower rolling resistance helps reduce both fuel use and CO₂ emissions relative to the previous model. The tyre is especially suited to frequent drivers and families seeking safety, durability and a smooth experience during long journeys in warm conditions. The summer range also includes the sporty Falken AZENIS FK520, noted for its stability and short braking distances, alongside the newly introduced Falken EUROALL SEASON AS220, an all-season tyre built to perform reliably in fluctuating weather.

In addition to the fuel voucher, Falken is introducing two new giveaways for the 2026 edition. Collaborating with Enders, the company will offer high-end gas grills from the UNIQ PRO 3 IK KITCHEN Cruster line. Furthermore, in partnership with the Professional Darts Corporation, branded dart sets will also be available.

The campaign will be active in Austria, Belgium, Bulgaria, the Czech Republic, Finland, France, Germany, Greece, Hungary, Italy, Luxembourg, the Netherlands, Poland, Portugal, Romania, Switzerland, Slovakia, Slovenia, Spain and Sweden. It is important to note that both the nature and value of the fuel vouchers, as well as the exact timing of the promotion, may differ from one country to another.

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Toyo Tires has introduced the new M165 commercial van tyre, an all-season option specifically engineered with last-mile delivery operations in mind, targeting the challenges of frequent stopping, heavy cargo and urban driving. A key focus of the tyre is to help fleet operators lower operational costs through improved fuel efficiency and promotion of even, long-lasting treadwear.

The M165 addresses the handling characteristics of tall vans by incorporating an e-balance design that enhances stability and minimises sway. This is complemented by a specialised cap compound and sidewall protectors to improve traction and shield the casing from the curb damage common in delivery routes. The tyre’s robust construction is intended to withstand the wear associated with constant acceleration, braking and heavy loads. It will succeed the previous H08+ model in the manufacturer’s commercial lineup.

To ensure durability under stop-and-go activity, the tyre features new compounds that resist uneven wear. The all-season tread pattern integrates interlocking blocks and multi-wave sipes for reliable grip on both wet and dry roads while reducing block movement for greater stability. The advanced casing is engineered to resist damaging heat and support retreadability, thereby extending its usable life.

The Toyo M165 will be available in spring, offered in multiple 16-inch sizes with D and E load ratings, making it suitable for vehicles like the Ford Transit, Ram ProMaster and Rivian RCV.

Jordan Vastine, Product Planning and Technical Services Manager, Toyo Tire U.S.A. Corp, said, “The newly launched M165 commercial van tyre is built with the focus of helping fleets see higher removal miles while reducing irregular wear. We are confident the M165 will complement the already proven Toyo commercial product lineup.”

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Continental addresses the needs of urban commuters with its comprehensive ContiScoot tyre line, a premium option engineered for city riding. The range encompasses over 30 sizes, fitting wheels from 10 to 16 inches and accommodating scooters from 50 cc to 350 cc. This extensive coverage means the tyre suits a broad spectrum of vehicles, from nimble city models to more powerful touring scooters.

The portfolio is designed to fit a wide array of established scooter models frequently navigating city streets and their outskirts. For instance, large-wheel scooters commonly pairing a 120/70-15 front with a 140/70-14 rear, such as the Honda Forza or Yamaha XMAX, are well-covered. Similarly, compact scooters using dimensions like 120/70-12 and 130/70-12, including popular Vespa GTS models, also benefit from the tyre's performance. The ContiScoot further extends its applicability to the growing electric scooter segment, with sizes available for models like the Niu MQi GT.

The intended users are riders who depend on their scooters for daily transportation, whether commuting to work, running errands or exploring urban areas. The diversity of available sizes ensures the tyre meets various riding demands, adapting to the agility required in congested streets as well as the comfort needed for longer commutes. As scooters gain prominence as primary vehicles in metropolitan regions, the demand for reliable, all-weather safety and predictable handling grows correspondingly.

To meet these demands, the ContiScoot integrates several key performance features. Its rubber formulation and tread are engineered for excellent wet grip, contributing to short braking and stability on slick roads. The tyre also delivers high grip immediately from startup, which is particularly reassuring on short urban trips. Its construction promotes agile and neutral handling, facilitating quick direction changes and stable cornering without being twitchy. Designed for real-world conditions, it offers a balanced ride that absorbs poor road surfaces while maintaining precision. Furthermore, the durable compound is optimised for high mileage, adding value for frequent riders.

Reinforcing consumer confidence, the ContiScoot satisfaction guarantee remains available in select countries during 2026. This programme offers a money-back option for riders not fully satisfied with the tyre’s performance, with specific market participation and terms accessible online.

Sagren Nair, Product Manager – Motorcycle Tires, Continental, said “With over 30 sizes available, the ContiScoot is a suitable option for almost every scooter model. Our goal is to make urban mobility safer, more comfortable and more versatile. Scooters combine flexibility with high everyday practicality. This requires tyres that react quickly to changing conditions while providing a safe and agile riding experience. This is exactly what the ContiScoot has been developed for, and we’ve transferred our experience from the motorcycle segment to the scooter sector. The tread compound and profile are designed for a high level of safety in everyday use – especially in rain, cool temperatures and frequent stop-and-go traffic. Our approach is to ensure that scooter riders feel safe at any time of day and in almost any weather. With the comprehensive ContiScoot range, we offer the right basis for this – regardless of whether it's a compact city scooter or a powerful large-wheel scooter.”

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Michelin, through its Indian operations and in association with the Automotive Skills Development Council (ASDC), recently marked the completion of two workforce training programmes in Pune with formal convocation events. Project Vahaan and Project EV Shiksha together equipped 65 individuals from economically disadvantaged backgrounds with specialised skills aligned to current industry demands, demonstrating how corporate initiatives can address both social needs and sectoral requirements simultaneously.

The programmes responded to a clear gap in India's mobility landscape. While the transportation sector expands and electric vehicle adoption accelerates, many young people from low-income families cannot access the formal training needed to secure stable employment. Michelin India therefore supported targeted interventions focused on communities where regular work significantly affects household wellbeing.

Under Project Vahaan, 35 candidates completed Level 4 certification training for light and heavy motor vehicle drivers. The curriculum integrated classroom instruction with practical driving sessions, covering traffic regulations, defensive techniques, road safety practices and interpersonal skills development. The objective extended beyond employability to cultivating responsible road users who prioritise safety.

Project EV Shiksha addressed the growing need for electric vehicle technicians through a Level 4 programme completed by 30 candidates. Training encompassed theoretical knowledge and hands-on practice in high-voltage safety protocols, fire prevention, routine maintenance procedures, minor repairs, basic diagnostic support and safe component handling. Workplace readiness skills were also incorporated to facilitate smooth entry into the EV service sector.

The convocation ceremonies brought together representatives from Michelin India, ASDC, training partners and the graduates themselves. Project EV Shiksha participants gathered at MIT Art, Design and Technology University, while Project Vahaan celebrations took place at MIDC Kasarwadi in Chinchwad. Both events featured formal inaugurations, addresses from industry and skilling leaders, certificate presentations and interactions that highlighted the connection between structured training and employment outcomes.

The impact of these initiatives extends beyond the 65 individuals trained. They contribute to workforce readiness in critical sectors, promote road safety awareness, support the transition to green mobility and generate meaningful social change at family and community levels.

Shantanu Deshpande, Managing Director, Michelin India, said, “At Michelin India, we believe the future of mobility will be shaped not only by technology but also by people equipped with the right skills. Through initiatives like Project Vahaan and EV Shiksha, in partnership with ASDC, we are committed to strengthening skill development for young talent and preparing them for the evolving mobility ecosystem. By enabling access to this structured training, we aim to strengthen road safety through better tyre care and maintenance, support the transition to electric mobility and create meaningful livelihood opportunities. Skill development has been a core priority of the government, and we are pleased to support this vision through our initiatives.”

Addressing the occasion, Vinkesh Gulati, Chairperson, ASDC, said, “These initiatives demonstrate how industry-aligned skilling can deliver outcomes beyond training numbers. By integrating safety, employability and future mobility skills, we are enabling youth to build dignified careers while contributing to safer roads and a greener mobility ecosystem.”

Arindam Lahiri, CEO, ASDC, said, “Through Project Vahaan and EV Shiksha, ASDC continues to focus on impact-driven skilling. The combination of certified training, industry relevance and inclusion ensures long-term value for both learners and the mobility sector.”

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