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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The German Rubber Industry Association (wdk) has expressed deep frustration over the federal government’s failure to act on bureaucratic relief proposals. Association President Michael Klein noted that over the last three years, German industry has enthusiastically submitted concrete ideas to reduce red tape, including 250 top proposals recently put forward by the Federation of German Industries (BDI). Despite this engagement, the government’s current implementation efforts are more than disappointing.

Klein’s criticism follows a response from the Federal Ministry for the Environment regarding faster permitting procedures under the Federal Immission Control Act. Back in 2023, the BDI had proposed simplifying the legally mandated seven plus three month process for industrial plant permits, specifically by ending the need for continuous updates to application documents. The ministry’s suggestion to introduce inter agency expert opinions as an acceleration measure is seen by Klein as a joke. Under existing law, consulted authorities already have two months to comment; if they fail, the permitting authority can order an expert opinion at the defaulting body’s expense. The ministry claims this 2024 regulation sufficiently addresses the industry’s request.

Klein argues that bringing in third party experts instead of making timely decisions creates new delays and uncertainty over costs. Even if the negligent authority is meant to pay, taxpayers ultimately foot the bill. This single issue, while seemingly minor in the broader struggle against bureaucracy, reveals the authorities’ mindset and a profound administrative lack of understanding. Since the BDI’s 2023 proposals, German industry has had to hire 325,000 additional employees just to cope with new bureaucratic demands from Brussels and Berlin.

Klein concluded that these figures speak for themselves, calling on Merz to take immediate action. He also warned that further burdening struggling companies and industrial peace with a half-baked proposal for a voluntary energy bonus is definitely not helpful. The message is clear: bureaucratic overload threatens industry survival, and real relief cannot wait.

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, is reinforcing a crucial message as UK police intensify enforcement under the National Police Chiefs’ Council’s Operation Spotlight. While the campaign rightly targets seatbelt offences as one of the ‘Fatal Four’, TyreSafe says both seatbelts and tyres play critical roles in road safety – one protects people during a crash, while the other helps prevent the crash from happening at all. The organisation urges drivers to see these safety features as complementary, not interchangeable.

Seatbelts remain among the most effective lifesaving devices, cutting a driver’s death risk by roughly half. Yet dangerous habits persist, especially among younger users. In 2022, four unbelted young people were killed or seriously injured every week, and nearly a third of car occupant fatalities aged 17 to 29 involved no seatbelt. Those aged 17 to 34 have the lowest wearing rates and highest accident risk, with young men most likely to forego a belt on short or familiar night journeys.

A similar neglect appears in tyre safety, particularly among younger drivers. While most motorists prioritise safety when choosing tyres, younger drivers are significantly drawn to performance. Over a third have never heard of the 20p coin test, and despite 72 percent knowing a legal tread depth exists, nearly 3 in 10 cannot name it. Only 40 percent check tyre pressure monthly, and 10 percent admit they never check tread depth.

Younger drivers also face greater risk through part-worn tyres, with more than one in five buying them, rising to 27 percent among under 30s. Worn tyres at 70 mph add 27 metres to stopping distance. In wet motorway conditions, worn tyres affect stopping distance seven times more than alcohol. On average, 153 people are killed or seriously injured annually in defective tyre incidents, with 172 such casualties in 2024.

Forensic investigations reveal that 75 percent of tyre defects linked to fatal crashes stem from poor maintenance, making most preventable. Surviving a crash should never be the first line of defence. Properly maintained tyres provide grip in emergency braking, while seatbelts offer protection when prevention fails. TyreSafe reminds every driver that road safety begins before the crash, not after it.

TyreSafe urges road users to embrace the simple ACT protocol: regular checks of air pressure, condition and tread depth.

Stuart Lovatt, TyreSafe Chair, said, “Operation Spotlight highlights the importance of wearing a seatbelt, and rightly so – seatbelts save lives. But road safety also depends on preventing collisions in the first place. Tyres are the only part of the vehicle that touches the road, and their condition determines braking, grip and control. Checking your tyres once a month using the ACT method is a simple step that could make the difference between a near miss and a serious collision.”

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The Association of Natural Rubber Producing Countries (ANRPC) recently hosted a significant courtesy visit from Izal Nazrin, Head of the Corporate Communication Unit at the Malaysian Rubber Board (MRB), at its Secretariat. This meeting served as an important opportunity to deepen ties between the two organisations.

Discussions focused on enhancing cooperation in media engagement and joint publication efforts concerning the natural rubber industry. Both sides stressed that strategic communication plays a vital role in raising the sector’s visibility and public awareness, particularly regarding upstream activities such as production and raw material management.

This exchange highlights a mutual dedication to advancing the natural rubber sector through effective partnerships and coordinated outreach. By working together, ANRPC and MRB aim to strengthen industry communication and support sustainable growth across the supply chain.

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Road Ready Foundation, a nonprofit focused on tyre safety and roadside education, has entered a new collaboration with Anyline, a company known for artificial intelligence driven mobile tyre inspections. By joining forces, they plan to use Anyline’s TireBuddy system during live events to show how technology can bring more honesty and uniformity to checking tyre health. Their shared goal is to make safety lessons more hands on and widely available.

The TireBuddy tool is not meant for everyday drivers but rather for service centres and dealerships looking for consistent data and digital records. Trained personnel can measure tread depth using only a smartphone, avoiding the need for special equipment. Major names like Discount Tire, EchoPark and Michelin already use this technology. Road Ready will adapt it as a teaching aid during community outreach, proving that business focused solutions can also serve the public good.

Throughout the coming year, Road Ready will feature TireBuddy in its national roadshows to offer live insights into tyre conditions and dangers. Alex Bebiak, who leads the foundation, will present these demonstrations at the upcoming Lifesavers Conference in Baltimore from 19 to 21 April. Anyline’s co-founder Lukas Kinigadner, who recently joined the Safe Tread Alliance board, believes this partnership shows how corporate tools can reduce preventable roadway harm.

Bebiak helped create the Safe Tread Alliance in 2025, a coalition pushing to modernise American tyre safety rules and phase out outdated habits linked to traffic deaths. This new partnership expands tyre safety education and highlights what industry and nonprofits can achieve together. By blending advanced software with real world demonstrations, Road Ready and Anyline hope to change how tyre safety is taught and understood.

Bebiak said, “For too long, tyre safety has been overlooked in driver education, despite being something every driver can control. This partnership is about using technology for good – taking industry-grade tools and turning them into powerful educational moments that help drivers make safer decisions and prevent tragedies.”

Kinigadner said, “When technology is built responsibly, its impact can extend well beyond its original use case. By partnering with Road Ready Foundation, we are using our technology to support safety education, raise awareness and help drivers better understand the importance of tyre safety.”

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