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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Oak Group Holdings has reaffirmed its strategic growth ambitions following a transformative business update centred on the acquisition of Exhaust, Tyres and Batteries (ETB). The move makes Oak the sole owner of ETB, adding two wholesale sites and 52 retail shops across the Midlands, Wales and Southwest England to its existing portfolio.

With the acquisition complete, Oak is now prioritising improvements to stock availability throughout the ETB network to align with the high service standards characteristic of the family-run enterprise. Supporting this effort is the launch of Oak’s new 155,150 square feet storage and distribution hub in Newport, which can hold over 250,000 tyres. A dedicated fleet of heavy goods vehicles will enhance service and product access for brand dealers across the southwest and South Wales.

Financial and tax advisory services for the deal were provided by Grant Thornton, covering corporate finance and due diligence. Legal counsel was led by Michael Hudson of DLA Piper, while CG Professional, under managing partner Louise Myers, handled all employment aspects of the acquisition and continues to support Oak Group Holdings on a retained basis post-transaction.

Peter Cross, Commercial Director, Oak Tyres, said, “The first quarter of 2026 has been transformational for our family business in many ways. We have grown our wholesale network even further and we are working with the fantastic team at ETB to develop the service offer and stock availability to the retail trade across the region. We are committed to ensuring these developments enhance the quality service we always strive to deliver for our customers.”

Mike Tillson, Partner at Grant Thornton Corporate Finance, said: “It’s been a pleasure to work with Oak and the Cross family on this exciting and transformational acquisition. We are sure that the combined Group will go from strength to strength and that ETB will be successful into the future under their ownership.”

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Michelin has inaugurated PolMixLab, a new associated research laboratory (LabCom), on 22 April 2026, in collaboration with the National Centre for Scientific Research (CNRS), INSA Lyon, Lyon 1 University and Jean Monnet University. The primary objective of the joint initiative is to invent the rubber of the future by accelerating innovation in polymer materials for multiple industrial uses. The partnership leverages the combined scientific and industrial expertise of all parties to balance performance, durability, and energy efficiency.

Against a backdrop of ecological transition and rising industrial demands, polymer materials like elastomers are a critical research frontier. Their applications span automotive, aeronautics, healthcare and construction, requiring continuous improvements in durability, recyclability, energy sobriety and advanced functionality. To address these challenges, research teams from the Polymer Materials Engineering Laboratory – representing the CNRS, INSA Lyon, Lyon 1 University and Jean Monnet University – have joined forces with Michelin to develop next-generation polymer materials.

Academic and industrial researchers will pursue three main goals over the course of four years. The first involves reducing manufacturing energy for elastomers through digital simulation and improved blend quality. The second focuses on creating new elastomers that exceed current performance limits via innovative structures. The third aims to boost environmental performance by integrating short-loop recycling directly into the polymer formulation phase. The resulting rubbers are intended for strategic applications in mobility, medical devices, aeronautics and high-performance industrial equipment.

PolMixLab represents a structural initiative rooted in Michelin’s 130 years of materials science expertise, spanning chemistry, material transformation, composite design and use-case knowledge from basic research to industrialization. The laboratory marks the 10th active associated research laboratory between the CNRS and Michelin, underscoring a long-term commitment to reducing carbon footprints, extending material lifespans and optimising performance for contemporary industrial and environmental needs.

Mehdi Gmar, Chief Innovation Officer, CNRS, said, “The CNRS is pleased with the creation of PolMixLab, a new associated research laboratory with Michelin, a leading partner with which it has a longstanding relation of trust since the 1990s, one that is structured by a framework-agreement renewed multiple times and nearly forty collaborations each year. This associated research laboratory, which also includes INSA Lyon, Lyon 1 University and Jean Monnet University, marks a new stage in this cooperation by developing polymer materials that offer higher performance, and are more recyclable and sober in energy.”

Christophe Moriceau, VP – Advanced Research, Michelin Group, said, “With PolMixLab, Michelin is strengthening its ability to anticipate and accompany major industrial and environmental issues connected to materials. By combining our unparalleled expertise in materials science and polymer composites with the academic excellence of our partners, we strive to invent rubbers that offer higher performance and are more durable and sober in energy. This research indeed includes the development of materials from biosourced resources, as well as control over material life cycle assessment, with a view to creating innovative solutions offering reduced environmental impact in the service of mobility, along with numerous industrial applications beyond tyres.”

Bruno Lina, President, Lyon 1 University, said, “PolMixLab illustrates the capacity of Lyon 1 University to develop structural research partnerships where scientific excellence meets industrial and environmental issues. By mobilising our expertise in materials science alongside our academic partners and Michelin, we help develop innovative solutions for materials that offer higher performance and are more suitable for the uses of the future.”

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Hankook Tire, the exclusive tyre supplier to the FIA World Rally Championship (WRC), is supporting Round 5 of the 2026 WRC season, Rally Islas Canarias, taking place from 23 to 26 April across Spain’s Canary Islands. For the event, Hankook is providing its Ventus Z215 and Ventus Z210 tarmac rally tyres, with the former engineered for precise handling on abrasive asphalt and the latter designed for wet-road traction and water evacuation.

Celebrating its 50th anniversary in 2026, Rally Islas Canarias returned as an official WRC round for the second consecutive year after joining the calendar for the first time the previous season. Based on Gran Canaria Island, home to the capital Las Palmas, the rally featured 18 special stages covering a competitive distance of 322.61 kilometres, all on asphalt. The opening day’s highlight was the Super Special Stage at the BP Ultimate - Circuito Islas Canarias, where drivers competed in a head-to-head time-attack format.

Regarded as one of the championship’s most iconic tarmac events, the rally is defined by the abrasive, high-grip asphalt and dramatic elevation changes of Gran Canaria’s volcanic terrain. While the consistent surface grip allows circuit-like, high-speed precision driving, it also subjects tyres to intense physical stress. Maintaining grip under high surface temperatures and adapting to unpredictable mountain weather is expected to make tyre performance a decisive factor in the rally’s outcome.

Since the 2025 season, Hankook has served as the exclusive tyre supplier for all WRC classes, reinforcing its role as a key technical partner in global motorsport. By leveraging data from top-tier series such as the ABB FIA Formula E World Championship and the WRC, alongside advanced R&D infrastructure, Hankook continues to drive innovation in high-performance tyre technology while strengthening its global premium brand position.

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Continental is providing comprehensive tyre support to Royal Den Hartogh Logistics, a Dutch family-owned leader in container-based bulk transport for the chemical and food industries. With a history of collaboration exceeding 60 years, the tyre manufacturer now supplies professional tyre management and rolling resistance optimised tyres from the Conti Eco Gen 5 family to the logistics firm’s European fleet of over 900 vehicles.

Peter Rodenburg, Senior Technical Manager at Den Hartogh, has identified safety, costs and the energy transition as the biggest challenges in the company’s Europe wide operations. His assessment highlights the need for more fuel-efficient driving and emission reductions. Meanwhile, Hinnerk Kaiser, Head of Product Development for Bus and Truck Tires at Continental, notes that the fifth generation of the Conti Eco tyre family is specifically designed to address transport sector customer needs and Europe’s dynamic regulatory environment.

The vehicle fleet operates across Europe with the latest generation tyres, supported by Continental’s Pull Point tyre monitoring, breakdown analysis and cost evaluation. Rodenburg has confirmed that the Eco tyre’s optimisation for rolling resistance delivers significant benefits in fuel efficiency and overall performance. The Conti Eco HD 5 has demonstrated its value in both fuel economy and mileage while also performing reliably under varying road and weather conditions.

Rodenburg has reported that after one year of joint fleet monitoring, the first impression of tyre performance and wear is positive. The switch to this tyre, combined with other vehicle optimisations, has yielded measurable cost savings. He states that with the complete package in place, the company has seen significant improvements in average fuel consumption of up to eight percent, making the move to the Conti Eco HD 5 a positive decision.

Looking ahead, Rodenburg acknowledges that the energy transition is taking shape, though the speed of fleet electrification remains uncertain. He emphasises that energy is becoming more expensive and must be used as efficiently as possible, with rolling resistance and air resistance representing losses to be minimised. An optimal tyre, he concludes, brings measurable benefits at every stage of the fleet’s transformation, an area where the rolling resistance optimised Conti Eco Gen 5 excels in contributing to fleet optimisation.

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