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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Michelin has introduced two new high-efficiency tyres – the MICHELIN Primacy ^{5 energy} and MICHELIN Pilot Sport ^{5 energy}. These two new product families have been developed in direct response to the shifting requirements of contemporary vehicle design. With the automotive industry’s rapid transition toward electrification, manufacturers are increasingly demanding tyres that deliver an exacting balance of low rolling resistance, tenacious grip, extended durability and precise handling dynamics. Both new ranges have been engineered to fulfil these criteria, offering tangible benefits such as extended range for electric vehicles and reduced fuel consumption for internal combustion models, all while upholding uncompromising standards of safety and longevity.

The MICHELIN Primacy ^{5 energy} is distinguished by its triple A-rating for wet braking, rolling resistance and external rolling noise. Compared to its predecessor, it achieves wet braking distances that are up to eight percent shorter, both when the tyre is new and when worn down to two millimetres of tread depth. Its best-in-class longevity is enabled by Energy Passive 2.0 Technology, which employs functionalised elastomers, advanced resins and a refined architecture to deliver the highest mileage in its European segment, including on electric vehicles. Independent tests have shown it can outlast leading competitors by as much as 40 percent in comparable conditions. The efficiency gains are substantial, offering up to six percent lower fuel consumption, which translates to roughly 0.3 litres saved per 100 kilometres, along with a 10 percent increase in electric vehicle range. These figures mean substantial fuel savings and a 327 kg reduction in CO₂ emissions over the tyre’s lifespan.

The MICHELIN Pilot Sport ^{5 energy} merges motorsport-derived engineering with energy-conscious design. Leveraging Dynamic Response Technology and a new Adaptive Grip Compound, it delivers the precise steering feedback and superior wet and dry grip expected from a high-performance tyre. MaxTouch Technology addresses the historically rapid wear associated with performance vehicles by optimising the contact patch for even wear distribution, while an Energy Passive compound in the shoulder areas achieves an unprecedented level of rolling resistance for this category. The result is a sport tyre that not only significantly outperforms key rivals in longevity tests but also secures an A rating for rolling resistance. Its endurance credentials were validated during the MERCEDES AMG GT CONCEPT XX world record, where it sustained a constant speed of 300 kmph for nearly eight days, demonstrating exceptional durability and energy efficiency under extreme conditions.

Both ranges are now being rolled out with a clear focus on meeting the specific demands of modern mobility. The Primacy ^{5 energy} is initially available in 33 sizes spanning 16 to 19 inches, while the Pilot Sport ^{5 energy} launches with 19 sizes across 19 to 21 inches. By addressing the dual imperatives of enhanced performance and reduced environmental impact, Michelin aims to reinforce its position in a segment that continues to dominate global tyre sales, offering solutions that cater equally to the needs of electric vehicles, hybrids and traditional internal combustion engine cars.

Jean-Claude Pats, Automobile and Two-Wheel Business Line Director and member of Michelin’s Executive Committee, said, “These innovations reflect a profound transformation in mobility. Today’s tyres must combine performance, longevity and energy efficiency while supporting the transition to electrified vehicles. With MICHELIN Primacy ^{5 energy} and MICHELIN Pilot Sport ^{5 energy}, drivers and manufacturers no longer need to compromise between performance, safety, durability and efficiency. These new ranges demonstrate Michelin’s continued investment in innovation and our ambition to deliver technologies that support the mobility needs of today and tomorrow.”

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, has formed a new alliance with TMS Consultancy, a specialist in road safety audits and training. This partnership unites two organisations dedicated to reducing casualties through the ‘Safe System’ framework, merging TMS Consultancy’s expertise in engineering with TyreSafe’s focus on vehicle safety advocacy.

With a 35-year track record that includes delivering over 19,000 Road Safety Audits and more than 2,500 training courses for clients across UK, Ireland and beyond, TMS Consultancy brings practical, tailored solutions to the collaboration. This complements TyreSafe’s longstanding mission to advance road safety through education, research and awareness, particularly regarding tyre condition and vehicle maintenance. Together, they aim to close the gap between road design and vehicle safety by embedding TyreSafe’s specialised knowledge into TMS Consultancy’s established training programmes. This equips road safety practitioners with a deeper understanding of how tyre health, braking distances and road surface interaction are critically linked.

This alliance also strengthens TyreSafe’s existing network of more than 250 supporters, which includes local authorities, transport bodies and police forces, helping to spread consistent, evidence-led tyre safety messages widely. Building on existing partnerships with the Institute of Highways Engineers and the Road Surface Treatment Association, TyreSafe continues to advance awareness of the connection between tyres and road infrastructure. By joining forces with organisations involved in road development and maintenance, TyreSafe further embeds the Safe System approach, working to mitigate human error through safer roads, vehicles, speeds and road users, alongside effective post-crash response.

Stuart Lovatt, TyreSafe Chair, said, “Road safety depends on every element of a vehicle being fit for purpose, and tyres are a critical part of that. Working with TMS Consultancy allows us to bring clear, practical tyre safety guidance to more organisations and road professionals, helping them understand how simple checks and maintenance can prevent incidents and save lives.”

Jess Waldron, Director, TMS Consultancy, said, “Partnering with TyreSafe aligns perfectly with our mission to make roads safer for everyone; increasing knowledge and sharing best practice across the sector is a responsibility we take seriously. By sharing TyreSafe’s ACT message through our training and professional networks, we can ensure that vehicle safety becomes a core consideration for road safety practitioners across the board.”

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The ZARE initiative held its 2026 partner meeting on 18 March 2026 in Schwenningen, hosted by the Bavarian used tyre disposal company Reifen Draws, which was simultaneously celebrating its 50th anniversary. Guests were given a firsthand look at the company’s modern recycling operations. For five decades, Reifen Draws has served tyre retailers, car dealerships and repair shops across a 200-kilometre radius, earning a reputation for reliable service and expert advice as a certified disposal firm.

During the meeting, partners described a strained market environment marked by declining business volumes, mounting price pressure and a growing shift towards lower-value scrap. Rising fuel costs add further strain, as these expenses can only be partially passed on. The situation underscores that maintaining stable, high-quality tyre recycling remains a persistent challenge requiring coordinated effort across the entire value chain.

On the political front, partners welcomed developments at the state level, notably the integration of used tyres into North Rhine-Westphalia’s circular economy strategy following an industry roundtable. However, ongoing discussions highlight the need to strengthen recycling markets and improve regulatory frameworks. In this context, a recent call by the European Court of Auditors to reinforce recycling markets – emphasising functioning markets, consistent implementation and reliable EU financing – was noted. The rise in export inquiries from non-OECD countries further reinforces the importance of transparent material flows and clear rules for a sustainable circular economy.

A notable highlight was a presentation by detection-X GmbH on automated tyre damage detection and sorting. A pilot project on damage analysis is already underway with one ZARE partner, aimed at enhancing process efficiency and recycling quality – a significant step towards a more effective circular economy.

For the coming year, the partners have prioritised a joint presence at THE TIRE COLOGNE trade fair, along with refining tendering standards, addressing declining online inquiries and strengthening public outreach. These efforts seek to raise the visibility of certified used tyre disposal and underscore the value of high-quality recycling.

Looking ahead, the new Waste Shipment Regulation, taking effect in May 2026 and becoming mandatory in 2027, will introduce significant organisational and documentation demands affecting international material flows. ZARE partners intend to actively incorporate this topic into relevant industry events.

Overall, the 2026 partner meeting reaffirmed that while the industry faces considerable challenges, it benefits from strong networks, innovative capacity and a clear sense of purpose. In a demanding market environment, close collaboration remains essential as the ZARE partners continue advancing sustainable, high-quality solutions for end-of-life tyres across the entire value chain.

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Toyo Tire Holdings of Americas Inc., the parent organisation of Toyo Tire U.S.A. Corp. and Nitto Tire U.S.A. Inc., has officially inaugurated a new tyre warehouse in Shippensburg, Pennsylvania. This facility is scheduled to commence its initial outbound shipping operations on 1 April 2026, marking a significant step in the company’s efforts to strengthen its presence in the Northeast and Mid-Atlantic regions. The strategic development of this warehouse directly supports the corporation’s midterm expansion objectives while aiming to reduce service times for key dealers and customers throughout that part of the country.

Spanning 409,500 square feet, this distribution hub offers storage capacity for as many as 368,000 tyres. Its primary purpose is to elevate service and distribution capabilities across 14 states in the Northeast and Mid-Atlantic, creating a ripple effect that allows the company’s existing tyre warehouses to operate with greater efficiency and maintain more consistent stock levels. By alleviating pressure on other locations, the new facility helps streamline the broader supply chain network, ensuring that inventory is positioned to meet regional demand more responsively.

In addition to its regional distribution role, the Shippensburg location is set to receive product directly from Toyo’s manufacturing facility in Serbia via the Port of New York and New Jersey. Plans are already in place to convert the site into a Foreign Trade Zone during the latter half of the year, a move intended to facilitate winter delivery operations for Toyo Canada. Equipped with advanced technology tailored specifically for tyre storage, this new warehouse represents the fifth tyre production warehouse and distribution centre established by the company across the continental United States, further solidifying its logistical infrastructure.

Curtis Maggard, Chief Supply Chain Officer, Logistics, said, “This warehouse represents a significant investment by Toyo, providing improved supply and faster service levels to our valued customers in the region. The warehouse is designed specifically for high volume tyre storage and will support Toyo’s sales forecast.”

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