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!

Doublestar Tire emerged as a standout exhibitor at the 21st China (Shanghai) International Tire & Wheel Expo (CITEXPO), which commenced on 2 September at the Shanghai World Expo Exhibition & Convention Center. The event, recognised as a premier professional gathering in the Asia-Pacific region, attracted over 400 international exhibitors displaying the latest industry innovations. Among them, Doublestar distinguished itself with a portfolio focused on high differentiation and added value, capturing significant attention from attendees.

In response to varied overseas requirements, the tyre manufacturer presented a comprehensive product range addressing commercial and passenger vehicle applications. For the commercial sector, the flagship TBR tyre D902 was engineered with an abrasion-resistant compound and an advanced tread design. This configuration ensures stability and longevity under high-temperature, long-haul conditions, offering fleet operators a balance of dependable performance and economic efficiency.

The passenger vehicle lineup featured the EV95 SAFORT tyre, a specialised product for new energy vehicles incorporating the company’s proprietary ‘Safort’ support technology. This innovation addresses critical new energy vehicle demands, including reduced rolling resistance and minimal noise levels. The exhibition also included additional differentiated products, underscoring Doublestar’s commitment to understanding and fulfilling evolving consumer preferences through targeted engineering.

Throughout the expo, the company’s booth drew sustained interest from domestic and international buyers, with the overseas sales team outlining technical benefits and application-specific advantages. These interactions led to substantive discussions and positive indications for prospective partnerships. Looking ahead, Doublestar intends to persist in developing safer, more energy-efficient tire solutions, reinforcing the competitive standing of Chinese tire manufacturers in the global marketplace.

Comments (0)

ADD COMMENT

Link Copied!

BendPak has announced that all current models within its Ranger line of wheel balancers and tyre changers now feature ETL certification as a standard offering. This independent validation, conducted by Intertek Testing Services, confirms that the equipment complies with applicable UL and CSA safety standards for both the United States and Canadian markets. The certification rigorously covers electrical, pneumatic and mechanical safety requirements, ensuring robust operator protection and adherence to workplace compliance regulations.

The achievement of this certification was the result of an extensive 18-month internal project focused on comprehensively redesigning critical components. The initiative mandated sweeping upgrades across the equipment's electrical architecture, structural framework and both mechanical and pneumatic systems to meet the stringent criteria. Every aspect of the machines was scrutinised to ensure they could withstand the demands of the certification process.

Throughout the development cycle, a primary emphasis was placed on mitigating operator risks inherent in daily tire service tasks. Engineers systematically assessed potential hazards, including pinch-point dangers, moving parts, electrical and fire risks and high-pressure systems. When existing configurations fell short of the required benchmarks, teams implemented complete redesigns, replaced substandard parts and integrated new protective safeguards to address these vulnerabilities.

Following these extensive modifications, each piece of equipment underwent a battery of rigorous tests to verify its safety and performance prior to final approval. The certified lineup includes models such as the DST30PX, LS45DS, RB30T, DST2420X, R745, R980XR, R76ATR, R980DP, R80EX and R26FLT. These certified units are now clearly identifiable by the ETL mark displayed on their product labels.

Jeff Kritzer, President and CEO, BendPak, said, “The end result is not just a certification mark. Certification represents a fundamentally higher level of product engineering, component quality, mechanical and electrical safety, durability and overall North American compliance, giving customers confidence that their Ranger equipment is built to the highest standards.”

Comments (0)

ADD COMMENT

Link Copied!

Hankook Tire will take on the sponsorship role for the ‘Best Use of Technology’ prize at the upcoming Motor Transport Awards in September, reinforcing its active role in celebrating industry progress. The award specifically targets organisations that harness digital tools, hardware upgrades or system overhauls to produce real-world gains in freight movement and logistical coordination.

Following the release of the 2026 finalist roster, the technology category has narrowed its focus to three contenders: Explore, GXO and HF Owen Transport & Storage. Each enterprise has put forward evidence of how their chosen technical strategies have resolved persistent operational hurdles while also boosting service quality for their client bases.

The September gala holds added weight this year, as the Motor Transport Awards reach their 40th anniversary of honouring top performers in British road haulage. Scheduled for the Grosvenor House Hotel along Park Lane, the gathering will draw upwards of 1,250 senior figures from across the sector, offering a prime setting for peer recognition and forward-looking dialogue.

Presenting the trophy will be Paul Emery, Sales Director at Hankook Tyre UK, whose presence underscores the brand’s parallel pursuit of advanced mobility solutions. Beyond the competitive element, the evening serves as a networking hub and a moment to assess broader industry shifts, all while Hankook deepens its ties to one of the transport world’s most enduring award platforms.

Comments (0)

ADD COMMENT

Link Copied!

Sun Auto Tire & Service has reached a major milestone with its new Plaza Tire Service outlet in Bowling Green, Kentucky, officially marking the company's 600th store. Since 2017, the organisation has surged from roughly three dozen locations to a dominant force within the independent tyre and automotive service sector.

The Bowling Green facility offers premium tyre products alongside skilled mounting, alignment, balancing, puncture repair and full mechanical work. Patrons benefit from digital booking and electronic vehicle health reports, all under the firm's philosophy emphasizing transparency and attentive treatment. This launch coincides with the group securing Better Business Bureau (BBB) recognition across its entire portfolio.

Beyond retail, the company is supporting local academic and athletic pursuits. Partnering with the Southcentral Kentucky Community and Technical College Foundation, it has funded two student scholarships. A Drive With Purpose initiative partners with the high school cheerleading squad, with a share of oil change revenue directed to the programme over the coming month.

BBB accreditation denotes adherence to honest dealings and clear communication, offering consumers a reliable benchmark. As Sun Auto celebrates this landmark, its customer pledge and accredited standards demonstrate a sustained commitment to responsible service across its nationwide footprint.

Tony Puckett, Chief Executive Officer, Sun Auto Tire & Service, said, "This milestone represents far more than a store count. Reaching 600 locations is a testament to the thousands of teammates who deliver exceptional service every day and the customers and communities who trust us with their vehicles. As we continue to grow, our focus remains unchanged: providing clear communication, trusted guidance and expert care through the local brands our customers know and rely on."

Comments (0)

ADD COMMENT

Link Copied!