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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Tegeta Green Planet was represented by its director, Shalva Akhvlediani, at the 4th IRF Europe & Central Asia Regional Congress & Exhibition, convened by the International Road Federation (IRF Global). The three-day gathering assembled specialists possessing international and regional expertise, alongside public and private sector delegates and researchers, to deliberate on pressing matters concerning road infrastructure development.

Sustainable, Smart and Safe Roads for Sustainable Economic Growth served as the congress's central theme. Akhvlediani took part in a session titled ‘Sustainable Road Infrastructure: Climate Risks, Emissions and Long-Term Efficiency’, which examined methods for reinforcing the resilience and sustainability of road infrastructure across its complete lifecycle, spanning planning, design, construction, maintenance and renewal.

Climate change adaptation, low-carbon materials, circular economy approaches and environmental efficiency featured among the session's principal subjects, together with solutions guaranteeing road infrastructure's durable, long-term performance. Akhvlediani shared Tegeta Green Planet's expertise and outlook, noting that the company's operations accord directly with circular economy principles by converting waste into resources and advancing responsible waste management.

Operating within Extended Producer Responsibility, Tegeta Green Planet occupies a significant role in Georgia's collection and management of specific waste streams, including used tyres, waste oils and automotive batteries. This practical experience illustrates how circular economy principles can be embedded in real business and infrastructure solutions. Congress discussions additionally addressed international experience exchange and practical approaches for strengthening infrastructure resilience, environmental efficiency and long-term durability.

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NEXEN TIRE has strengthened its Australian logistics footprint by opening a new distribution centre in Perth, Western Australia’s largest hub city. The move extends the company’s supply network beyond its existing east-coast bases in Sydney, Melbourne and Brisbane, creating a more comprehensive nationwide distribution system.

The Perth facility is expected to improve product availability for dealers and consumers across Australia. By enhancing local inventory management, NEXEN TIRE aims to shorten logistics lead times and respond more quickly to shifts in market demand, thereby boosting its competitiveness in the fast-growing Australian market.

Beyond logistics, the tyre maker has introduced its Shop Branding programme to Australia, applying a unified visual identity to partner stores through signage, interiors and displays centred on its signature purple. NEXEN TIRE has also continued sports marketing efforts as an official sponsor of A-League club Sydney FC since the 2024/25 season, with the partnership running through the 2026/27 campaign beginning October 16.

Australia remains a strategic market for NEXEN TIRE, with its local subsidiary posting revenue growth of more than 50 percent year-on-year in the first half of this year, more than double the same period in 2024. Combining distribution expansion with locally tailored marketing, the company plans to deepen engagement with Australian consumers, drawing on expertise gained from supplying original equipment tyres to global premium automakers.

John Bosco (Hyeon Suk) Kim, CEO, NEXEN TIRE, said, "With the opening of this distribution centre, we have secured a foundation to supply our products more reliably beyond the east coast. We will strengthen both our distribution network and brand marketing to continue expanding our presence in the Australian market."

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TyreSafe, UK’s leading tyre safety charity, has entered into a new partnership with Mission Zero, a prominent quality standard within the road fleet sector. The collaboration is designed to help organisations enhance compliance, lower risk and advance shared goals for safer, cleaner and more responsible road transport.

Mission Zero offers a structured framework for fleets pursuing zero collisions, emissions and prohibitions, centred on a comprehensive legal compliance audit alongside recognised industry best practice. Its credentials are formally acknowledged across major infrastructure and transport programmes, including Transport for London’s Work-Related Road Risk requirements, HS2, Sizewell C, National Highways and CLOCS.

TyreSafe already collaborates with several of these bodies, including National Highways and CLOCS, reinforcing tyre safety’s place within broader fleet safety and compliance efforts. Its expertise has likewise gained national recognition, featuring in the government’s developing approach to work-related road safety and the creation of a National Work-Related Road Safety Charter.

Under the partnership, the two organisations will jointly assist fleet operators in recognising how effective tyre management supports safer vehicles, stronger compliance and reduced occupational road risk. Combining expertise, resources and industry engagement, they aim to help organisations build safer fleets, prevent incidents and foster a more sustainable road transport future, reflecting TyreSafe’s ongoing commitment to collaboration across the transport, enforcement and fleet sectors and to keeping tyre safety central to the journey towards Vision Zero.

Nick Caesari, CEO, Mission Zero, said, “Tyre safety is a fundamental part of managing risk within any fleet operation. Mission Zero is focused on helping organisations move beyond compliance and adopt a proactive approach to safety, and working with TyreSafe allows us to strengthen the guidance and support available to operators. Together, we can help businesses understand the important role that safe, well-maintained tyres play in preventing incidents and achieving their wider road safety goals.”

Stuart Lovatt, Chairman, TyreSafe, said, “We are pleased to partner with Mission Zero and support its ambition to help organisations achieve higher standards across fleet safety. Tyres are one of the most important safety-critical components on any vehicle, yet they are often overlooked as part of wider compliance and risk management strategies. By working with Mission Zero, we can help more operators recognise that effective tyre management is a vital part of achieving safer fleets and reducing work-related road risk.”

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Kuraray America, Inc. (KAI) demonstrated its community commitment through volunteer service and financial support at the 77th annual Pasadena Livestock Show & Rodeo. The Kuraray Foundation of America (KFA), a 501(c)(3) nonprofit corporation, contributed USD 5,000 to the event, funding local youth programmes.

Over the rodeo's nine-day run, eleven KAI employees dedicated more than 350 volunteer hours to health, safety and security operations. Leveraging their professional expertise, these volunteers identified and mitigated onsite risks, staffed the medical tent and worked behind the scenes to ensure a safe, well-organised experience for all attendees.

Beyond safety duties, KAI volunteers supported interactive educational exhibits highlighting the connections between industry, agriculture, and sustainability. These displays allowed families to explore the farm-to-table journey and understand how various industries contribute along the way. The rodeo's fundraising efforts extend far beyond the event itself, supporting college scholarships, livestock show awards, calf scramble programmes and other agricultural education opportunities for local students.

For KFA, the sponsorship represented more than financial backing – it was a chance to invest time, expertise and resources in an organisation dedicated to the Pasadena community throughout the year. KAI expressed gratitude to the rodeo for welcoming its team and recognised volunteers David Solo, Calvin Balch, Alex Berry, Dwight Brunner, Matt Callas, Eric McDaniel, Miguel Pompa, Zachary Reynolds, Chase Stewart, Richard Bass and Tyler Free for their service, reflecting the company's dedication to being an active partner in the communities where its employees live and work.

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