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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Hankook Tire, the exclusive tyre supplier to the FIA World Rally Championship (WRC), successfully completed the sixth round of the 2026 season, the Vodafone Rally de Portugal, where its Dynapro R213 rally tyre played a central role in managing the event’s punishing conditions. The tyre was engineered to absorb impacts from rough gravel and rocky terrain while delivering consistent grip and durability across the rally’s demanding stages.

Held from 7 to 10 May around Matosinhos in northern Portugal, the competition covered 23 Special Stages totalling approximately 345 kilometres. The surface began as soft, sandy gravel but progressively turned into sharp rocks and deeply rutted terrain due to repeated passes, making tyre durability and stability essential for performance. Hankook provided the Dynapro R213 in Hard and Soft compounds, allowing teams to balance high grip from the soft version with the hard compound’s resilience on changing surfaces.

After a fierce battle, Hyundai Shell Mobis World Rally Team driver Thierry Neuville secured overall victory, marking his team’s first win of the 2026 season. He took the lead in the closing stages and delivered a commanding performance to finish on the top step of the podium. In the Drivers’ Championship standings, Toyota GAZOO Racing’s Elfyn Evans leads with 123 points, followed closely by teammate Takamoto Katsuta on 111 points.

Throughout the event, Hankook operated a Brand World booth in the service park, featuring a motorsport heritage exhibition, racing simulators, branded merchandise and photo zones to enhance its premium global image. The 2026 WRC season now moves to Round 7, the FORUM8 Rally Japan on 28–31 May, a tarmac event on narrow mountain roads requiring precise steering and high-speed stability. Hankook continues to integrate WRC driving data into its R&D, advancing high-performance tyre technology as the exclusive supplier for all WRC classes since 2025.

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DUNLOP Motorsport is all geared up for the 2026 ADAC RAVENOL 24h Nürburgring, scheduled to be held from 14 to 17 May 2026. At the legendary Nordschleife, the team will debut a Porsche 911 GT3 R bearing start number 17, marking the black-and-yellow car’s first appearance at the Eifel classic. A quartet of experienced drivers has been assembled to share the cockpit, including Frenchmen Julien Andlauer and Dorian Boccolacci, Belgian Alessio Picariello and Nordschleife specialist Nico Menzel.

A series of preparatory runs within the ADAC RAVENOL Nürburgring Endurance Series allowed the team to gather vital operational intelligence. Despite a rain‑affected delay to the opening round, the group managed to cross the line inside the top ten overall during its very first race. That outcome, combined with methodical calibration of the Porsche's suspension and aerodynamics, improved the squad's command of DUNLOP tyre behaviour under race conditions.

Unpredictable factors such as sudden showers, evolving asphalt grip and heavy lapped traffic frequently decide outcomes at the Nürburgring. Success therefore hinges on error‑free driving and disciplined strategic calls. The selected drivers bring precisely those attributes: Andlauer from his tenure in elite GT and prototype series, Boccolacci and Picariello from repeated Nordschleife campaigns, and Menzel from years of local expertise.

Several other entrants have also chosen DUNLOP rubber. Saugmotoren Motorsport will run the distinctive BMW Z4 E89, steered by Nordschleife veterans Ralf Schall and Christian Scherer. BLACK FALCON Team FANATEC, collaborating with Gran Turismo, enters a Porsche 911 GT3 Cup whose cockpit will be shared by Manuel Metzger, online personality Misha Charoudin and sim racers Steve Brown and Jimmy Broadbent. For spectators, the Boulevard area presents an interactive zone where Gran Turismo simulators offer virtual Nordschleife laps. A Porsche 962 C on loan from the Porsche Museum, winner of all five Supercup races in 1987 and that year's champion, will also be exhibited.

The ADAC RAVENOL 24h Nürburgring starts Saturday 16 May at 3:00 pm. Fans unable to attend can watch live via the official stream or on RTL Nitro. DUNLOP Motorsport also shares regular updates and content from the Eifel region through its social media channels.

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Pirelli has developed a new rear tyre solution for the fifth FIM Superbike World Championship round at the Czech Republic’s Most circuit. The track is known for unusually high mechanical strain on rubber, particularly at the rear axle. To address this, Pirelli created the F0468 medium compound rear specification. Its compound matches the D0922, a tyre used at Most in 2025 and at Phillip Island across the previous two seasons. However, the F0468 features an entirely new internal structure for better race-long consistency and improved stability.

This newcomer evolves the E0829 specification, which shared the same compound and appeared at Phillip Island earlier this year. Riders who dislike the F0468 can still choose the D0922 development rear tyre. That option has already proven itself at the unique Czech layout and at Phillip Island, another tyre‑killing circuit. For qualifying and the Superpole Race, Pirelli has designated the standard soft SC0 as the reference rear tyre.

Beyond the premier class, Supersport and SportBike World Championship competitors will also race at Most. Supersport riders receive the same front choices as Superbike: soft SC1 and medium SC2. At the rear, Supersport entries can pick the soft SC0 or the medium SC1. SportBike competitors have used that same medium SC1 on both axles all season.

The tyre lineup thus gives every category familiar options alongside the new F0468. By blending a proven compound with a revised structure, Pirelli targets greater performance consistency without forcing riders to abandon the trusted D0922. Most’s punishing layout will serve as the ultimate test for both solutions.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “Over more than two decades as supplier to the Superbike World Championship, Pirelli has built an extremely solid and versatile tyre range. The SCX supersoft rear solution now represents an absolute benchmark for riders and is used in most races on the calendar, with the soft SC0 becoming a valid alternative on some occasions. There are, however, some circuits that are particularly demanding on tyres, such as Phillip Island and Most, which by virtue of their layout and intrinsic characteristics require more specific solutions and more durable compounds, typically medium options.

“In these cases, development work focuses on improving key parameters such as performance and consistency over race distance: objectives that guided the design of the new rear solution in F0468 specification. To complete the allocation, riders will in any case also have the well-proven D0922 option available, which has shown that it can effectively handle the particular stresses imposed by this circuit. It will be interesting to assess whether the new F0468 medium will be able to raise the performance level beyond that of the D0922 further still.”

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Linglong Tire Vice President Feng Baochun represented the Chinese tyre industry at the Intelligent Electric Vehicle Development High-Level Forum 2026, held in Beijing in April. He addressed the session titled ‘New Stage, New Drivers, New Ecosystem – Market and Consumption’, sharing the latest insights into tyre market developments.

During his presentation, ‘Reinventing Product Values, Strengthening a New Smart Mobility Ecosystem’, he explained that profound changes in the automotive sector – driven by artificial intelligence, shifting environmental factors and globalisation – are redefining the role of the tyre. He stated that tyres are evolving from traditional safety components into critical parts that significantly influence overall vehicle performance.

To meet these demands, Linglong is actively building innovation drivers in global research, development and marketing, aiming to become a product and service provider for intelligent mobility rather than remaining a classic tyre manufacturer. The company currently focuses on optimising rolling resistance. Through new sustainable materials and advanced compound technologies, Linglong has achieved a balance between energy efficiency and performance.

This balance is an indispensable requirement for major national and international automotive manufacturers. Linglong continuously researches, develops and tests with these partners to meet strict original equipment tire standards, reinforcing its commitment to the new smart mobility ecosystem.

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