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)

Comments (0)

ADD COMMENT

Link Copied!

Apollo Tyres Ltd is broadening its cycling portfolio with a new all-season, high-performance option: the Vredestein Superpasso Pro 4S. Engineered for competitive cyclists, this tyre is designed to provide reliable speed and handling throughout the year, regardless of weather or road conditions. It will be available across Europe from 1 March 2026 in four different width sizes to accommodate various road bikes.

Developed at the company's European Global R&D Centre, the tyre builds upon the existing Superpasso Pro platform. It aims to merge the low rolling resistance and responsiveness of a summer performance tyre with the enhanced grip, durability and puncture resistance necessary for consistent year-round use. A key innovation is the proprietary ‘TriComp’ technology, which utilises multiple rubber compounds. A harder, reinforced centre section promotes efficiency and longevity, while softer shoulder compounds deliver superior traction and stability when cornering, even on wet or uneven surfaces.

Further contributing to its all-season capability is an optimised tread pattern. This design efficiently channels water away and maximizses the tyre's contact patch with the road, ensuring predictable handling. Underneath this tread, a 120 TPI casing and a reinforced breaker layer work in tandem to bolster puncture protection and overall resilience. Additionally, the model incorporates ‘Active Control Technology’, featuring a unique bridged centre structure. This construction method reduces overall weight and enhances the direct feedback transmitted to the rider, resulting in a more agile and connected riding experience.

Nic Knippers, Divisional Head – Vredestein Two Wheel Tyres, Apollo Tyres Ltd, said, “Following the success of the new-generation Superpasso Pro, we saw a clear opportunity to create an all-season variant that would allow competitive and enthusiast riders stay on the bike longer, regardless of the weather. The Superpasso Pro 4S achieves exactly that, faithfully transmitting rider power and steering inputs to all surfaces, year-round.”

Comments (0)

ADD COMMENT

Link Copied!

The Department of Polymer Technology at Karnataka (Govt) Polytechnic, Mangaluru, in association with the Polymer Alumni Welfare Association (PAWA), has announced the third edition of DPT Con, a national-level conference scheduled to be held on 23–24 January 2026 at the institute’s Mangaluru campus .

Carrying the theme “Sustainable Polymer for a Smarter Future,” DPT Con 2026 aims to bring together industry professionals, alumni, academicians, researchers and students on a common platform to advance learning, collaboration and infrastructure development in polymer science and technology.

Karnataka (Govt) Polytechnic, a 78-year-old autonomous institution approved by AICTE, has been home to the Department of Polymer Technology since 1975. Over the past five decades, the department has produced more than 1,000 polymer technologists who today serve across the rubber, plastics, TPE and composite industries in India and abroad. Many of these alumni now hold senior technical and leadership roles, forming a strong industry–academia bridge .

PAWA, established in 2017 by senior alumni of the department, has played a pivotal role in strengthening this ecosystem. The association focuses on enhancing student competencies through industry engagement, infrastructure upgrades and knowledge-sharing initiatives. Earlier editions of DPT Con, held in 2018 and 2023, directly contributed to the upgradation of the rubber processing laboratory and the establishment of a modern plastic processing lab at the institute .

Building on this legacy, DPT Con 2026 has set ambitious objectives. The conference seeks to raise funds to establish a cutting-edge incubation centre, provide scholarships to meritorious and deserving students, and support the maintenance and modernisation of existing rubber, plastic, TPE and composite laboratories. Enhanced student exposure through advanced equipment and real-time industrial interaction is a key focus area, alongside fostering long-term collaboration between industry, alumni and academia .

The two-day programme will feature technical paper presentations, expert lectures, plenary discussions, networking sessions and cultural programmes. A structured sponsorship framework—ranging from main and platinum sponsors to gold, kit and lunch sponsors—has been designed to encourage active industry participation, with opportunities for technical presentations and brand visibility during the event .

Organisers have set a fundraising target of INR 20 million to support the planned initiatives and have invited industry leaders, alumni and well-wishers to contribute through sponsorships, kind support or direct participation. According to the organising committee, contributions to DPT Con 2026 will have a direct and lasting impact on student skill development and the creation of infrastructure aligned with contemporary industry standards .

With sustainability, innovation and collaboration at its core, DPT Con 2026 is positioned not merely as a conference, but as a collective effort to shape the next generation of polymer technologists and strengthen India’s polymer ecosystem for the future.

Comments (0)

ADD COMMENT

Link Copied!

Pirelli’s 2025 was defined by exceptional innovation and acclaim across its product lines and pioneering technologies, earning numerous independent awards and test victories. The company’s flagship families – P Zero, Cinturato and Scorpion – collectively secured 27 podium finishes in 34 comparative evaluations, with 15 of those positions being first place. New global market launches were particularly successful; both the fifth-generation P Zero and the new Cinturato summer tyre each claimed two major victories. The P Zero was celebrated as the top ultra-high performance summer tyre by industry experts, while the Cinturato demonstrated an outstanding blend of safety and efficiency. Winter performance was also highlighted by the P Zero Winter 2, which won its category in rigorous testing by a leading Swedish automotive magazine.

Specialised technologies integrated into these tyres further enhanced their appeal, offering motorists tangible benefits such as increased puncture resistance and reduced cabin noise. Meanwhile, the all-season segment saw remarkable dominance from Pirelli, especially in the European market. The Cinturato All Season SF3 proved extraordinarily versatile, earning 11 test victories and widespread praise for its balanced safety profile across diverse conditions. Its SUV-oriented counterpart, the Scorpion All Season SF3, quickly replicated this success following its launch. This collective achievement led Pirelli to be crowned the All Season Champion and Top Manufacturer of All Season Tyres by prestigious German institutions.

Complementing these product triumphs, Pirelli’s Cyber Tyre technology received significant international recognition, underscoring its role in advancing connected mobility. This integrated system uses in-tyre sensors and proprietary algorithms to communicate vital data with vehicle electronics in real time, enhancing safety and performance. Over the year, it was honoured four times across different continents, including a top innovation award in the United States, a safety prize in France, a pan-European safety accolade and a Company of the Year title from a noted market analysis firm. These awards collectively affirm how Pirelli’s digital advancements are fundamentally transforming traditional automotive components, positioning the company at the forefront of the industry’s connected future.

Comments (0)

ADD COMMENT

Link Copied!

For over a decade, Continental has served as the exclusive tyre supplier to Cemex in the UK, providing comprehensive solutions for the building materials leader's entire fleet. This partnership, initiated in 2011, began when Cemex selected retreaded tyres from Continental’s Bandvulc brand and became an early adopter of the ContiConnect digital monitoring system. Cemex, founded in 1906 and a major supplier of concrete, asphalt and aggregates, operates an extensive UK network of quarries and plants serviced by a large fleet of cement vehicles, dump trucks, trailers and ships.

The demanding environments at Cemex sites, featuring sharp rocks and uneven terrain, previously made tyre-related vehicle breakdowns a significant operational hurdle. By equipping the fleet with Continental’s premium new and retreaded tyres, the company has substantially enhanced vehicle safety, reduced downtime and improved overall fleet efficiency. According to Carl Milton, Cement Logistics Manager – UK at Cemex, this open-book relationship has yielded continuous benefits, from lowering driving costs to increasing vehicle durability and performance.

A cornerstone of this collaboration is the ContiConnect tyre pressure monitoring system. Sensors in the tyres provide real-time data on inflation and temperature, transmitting this information to cab displays and a web-based platform for fleet management. Nigel Ponton, UK Fleet Engineering Manager at Cemex, notes that the system does more than monitor deflation; it analyses heat transfer to predict imminent brake or wheel bearing failures, enabling proactive maintenance. Email alerts from the platform allow both the transport team and tyre providers to address issues in advance, supported by additional checks from Yard Reader stations at Cemex plants.

The partnership has deepened through joint innovation and testing. Milton highlights that the two companies have worked closely to optimise tyre designs for Cemex’s unique operational environments, achieving the best possible fuel economy. Cemex is frequently invited to trial new tyre models, providing feedback that directly contributes to the refinement and development of Continental’s product range. Pina Wallace of Continental concludes that this cooperative relationship is a perfect example of mutual success, where tailored solutions meet specific customer demands while invaluable feedback enhances product offerings. This synergy underscores Continental’s customer-centric approach and the tangible, shared value born from a deeply collaborative alliance.

Comments (0)

ADD COMMENT

Link Copied!