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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JK Tyre & Industries Ltd has inaugurated the Phase III expansion of its passenger car radial tyre manufacturing facility at Banmore in Madhya Pradesh, increasing production capacity as it steps up domestic manufacturing investment.

The expansion lifts the plant’s output to 30,000 passenger car radial tyres a day, equivalent to about 10.5 million tyres a year. The development forms part of a multi-phase investment of more than INR 10 billion at the Banmore site.

The new facility was inaugurated by Hisashi Takeuchi, in the presence of Raghupati Singhania and Anshuman Singhania, alongside senior representatives from Maruti Suzuki India Limited.

JK Tyre said the expansion supports its strategy to serve India’s aftermarket, original equipment manufacturers and export markets, as passenger vehicle demand continues to grow. With the commissioning of Phase III, the Banmore plant has become a key hub for high-performance passenger car radial tyre manufacturing.

Speaking at the inauguration, Dr Raghupati Singhania said: “The inauguration of Phase III expansion by Hisashi Takeuchi San at our Banmore plant reflects JK Tyre’s unwavering commitment to strengthening India’s manufacturing ecosystem and supporting the country’s mobility growth story. As passenger vehicle demand continues to rise, our focus remains on incessant capacity enhancement, modernisation, and technology-led innovation. Banmore has been a cornerstone of our passenger car radial journey, and this expansion further reinforces our ability to serve OEMs and consumers with high-quality, sustainable, and future-ready products, while contributing to industrial growth and employment generation in Madhya Pradesh.”

The company said the Banmore facility continues to contribute to regional industrial development through direct and indirect employment, sustainability-focused manufacturing practices and community initiatives, including programmes in healthcare, education, livelihood development and sports.

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Caterham Motorsport has entered a new multi-year partnership with Nova Motorsport, appointing them as the Official Tyre Partner. This agreement effectively continues the successful, long-term relationship previously held with Avon Motorsport, as Nova Motorsport now manufactures the same championship-winning tyre products under licence.

The partnership ensures a supply of high-performance tyres across four official Caterham championships: the Roadsport and 270R Championships will utilise the Nova ZZS; the 310R Championship will use the Nova ZZR and ZZS and the flagship UK Championship will be equipped with Nova Motorsport Slicks and Wets. These tyres, rebranded from the former Avon line, are specifically engineered for the unique demands of the Caterham Seven.

Freed from the constraints of road tyre labelling regulations, the new Nova ZZR and ZZS products are dedicated entirely to track performance, offering enhanced capabilities. This transition to the Nova brand and the secure, long-term nature of the alliance underscore Caterham Motorsport's strategic confidence in Nova Motorsport to deliver proven, ultra-high-quality products for its driver-focused racing series.

Daniel Stanton, Head of Sales & Marketing, Nova Motorsport, said, “We are immensely proud to solidify our relationship with Caterham Motorsport as the brand’s official tyre partner. This builds on a working relationship that has lasted many successful years under the Avon Motorsport banner. Nova Motorsport and Caterham share key synergies as businesses; we are both focused on the specialist, niche and high-performance segments of the automotive and motorsport world. This multi-year partnership is a major strategic pillar for Nova Motorsport. It underscores our unwavering commitment to reliably supplying Caterham competitors around the world with the tyres they need to compete and win at the highest level.”

Alex Read, Head of Motorsport, Caterham, said, “Nova Motorsport is the perfect fit for Caterham Motorsport. Our products demand specialist tyres, and the Nova team, with its heritage rooted in Avon Motorsport, understands this implicitly. The tyres supplied are uniquely designed for our Sevens, meaning our competitors will directly benefit from Nova Motorsport’s renewed dedicated focus on the Caterham product. We are fully confident in the quality and service our drivers will receive and are looking forward to getting the 2026 Caterham Motorsport racing season underway with our new partners.”

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A pivotal strategic collaboration agreement between Norwegian innovator reTyre and global high-performance bicycle tyre leader Vittoria anchors a new EUR 7 million investment round. This financing, led by Hatch Blue’s Blue Revolution Fund with Fundracer and existing investors, fuels reTyre’s mission to transform the bicycle tyre industry. The capital will scale production, fulfil a substantial order book and accelerate the path to profitability.

The foundation of this venture is reTyre’s patented injection moulding technology, the result of over a decade of research. This process enables fully automated, decentralized production near OEM assembly lines, slashing transport costs and emissions. It achieves an 80 percent reduction in CO₂, allows for 100 percent recyclability and operates dust-free.

The investment will immediately establish a fully automated production cell in Norway, with a second Asian facility planned for 2026. While already serving a broad customer base, reTyre’s partnership with Vittoria specifically targets the performance utility tyre segment. Together, they will co-develop and commercialise a new generation of high-performance tyres leveraging reTyre’s sustainable technology.

This confluence of strategic collaboration, substantial funding and deep-tech innovation marks a definitive turning point. It unites sustainable production, market-leading performance and strategic investment to reshape the future of the global bicycle tyre industry.

Paul Magne Amundsen, CEO and Founder, reTyre, said, “After a decade of focused R&D, we’re proud to disrupt the industry with a technology that delivers a new level of performance while enabling true circularity and a sustainable solution in tyre manufacturing. Support from Hatch Blue, Fundracer and our co-development partnership with Vittoria, reflects deep confidence in both our vision and the breakthrough potential of our platform as we continue to scale.”

René Wiertz, Managing Partner, Fundracer, said, “We are proud to support reTyre and to work alongside their team in scaling this groundbreaking technology. reTyre’s deep-tech platform enables clean, local and automated production of all types of tyres. It aligns perfectly with Fundracer’s mission to back sustainable, high-performance innovations that will redefine the future of mobility.”

Georg Baunach, Managing Partner, Hatch Blue, said, “I’m excited to work with Paul and the rest of the reTyre team over the next few years. It is rare to come across truly disruptive innovation, and we are convinced that reTyre can completely change the way the multi-billion-dollar tyre market is structured. As reTyre scales, incorporating side and waste streams from regenerative aquaculture could meaningfully improve the economics and sustainability of aquaculture production.”

Stijn Vriends, Chairman & CEO, Vittoria, said, “We’ve followed reTyre for many years and are convinced that their unique production method can successfully be applied to utility bicycle tyres. Vittoria stands for performance and sustainability, and reTyre’s technology delivers both. We’re excited to collaborate and bring this next generation of sustainable performance tyres to market.”

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The second round of ABB FIA Formula E World Championship's Season 12 concluded with the Hankook Mexico City E-Prix, a vibrant festival of motorsport held at the iconic Autódromo Hermanos Rodríguez. Hankook Tire's iON Race tyres were integral to the spectacle and strategy at the celebrated venue, where intense racing met a uniquely challenging environment. The high-altitude circuit, located over 2,200 metres above sea level, placed a premium on thermal management and consistent grip, demands met by the predictable performance of the iON Race compound throughout the evolving conditions.

Across this demanding circuit, all teams competed on Hankook's race-proven iON Race tyres. These tyres provided a stable and reliable platform, crucial for managing the unique energy and heat constraints of the high-altitude event. The iON Race tyres delivered predictable warm-up and consistent grip, allowing drivers to push with confidence through both high-speed and technical sections of the lap. Their ability to maintain a steady contact patch and effective thermal control supported strategic flexibility and vehicle balance as track conditions evolved throughout the race distance.

The event, which also marked Formula E's 150th race, was ultimately won by Nick Cassidy, securing a maiden victory for Citroën. He finished ahead of Edoardo Mortara for Mahindra Racing and Oliver Rowland for Nissan. With the Hankook Mexico City E-Prix complete, the championship now looks ahead to Round 3, the Miami E-Prix, scheduled for 31 January 2026 at the Miami International Autodrome.

Manfred Sandbichler, Senior Director of Hankook Motorsport, said, “Mexico City once again proved how decisive stable tyre behaviour is at high altitude. Across a race that demanded constant adaptation, the iON Race delivered the confidence and consistency teams needed to manage energy, temperature and balance under challenging conditions.”

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