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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Maxion Wheels will showcase a low‑carbon commercial vehicle steel wheel at IFAT Munich as part of the Daimler Truck–led reECONIC concept vehicle. The component demonstrates how circular material strategies and advanced engineering can significantly cut carbon footprints at the individual part level.

For the reECONIC project, Maxion Wheels developed a 22.5-inch x 9.00-inch steel wheel that achieves a CO2 footprint reduction of more than 50 percent compared with conventionally manufactured counterparts. The wheel weighs 32.5 kilogrammes and was produced using electric arc furnace steel with a high proportion of post‑consumer recycled scrap.

The wheel’s cradle‑to‑gate CO2 footprint fell from 132.7 kilogrammes to 61.4 kilogrammes per wheel through a combination of CO2‑reduced steel, optimised design and responsible material selection, all without compromising functionality, performance or safety. Given that steel wheels are safety‑critical and among the heaviest parts of a commercial vehicle, their mass and material composition make them a key lever for emissions reduction and overall vehicle efficiency.

Maxion applied its proprietary Lightweighting Process, which integrates performance, safety and production parameters into advanced structural design and simulation tools. This enabled a 2-kg weight saving compared with previous designs, lowering material demand and further reducing the carbon footprint. However, the majority of the emissions reduction came from material circularity, since raw materials account for roughly 75 to 85 percent of a steel wheel’s CO2 footprint.

Using high‑share post‑consumer recycled scrap via the electric arc furnace route lowers primary raw material demand, reduces iron ore mining and cuts energy‑intensive processing steps. The wheel was engineered at Maxion’s Global Engineering Center and plant in Königswinter, Germany, using industrially proven processes suitable for future scale‑up. Daimler Truck intends the reECONIC project as a pathway to series production, with real‑world testing starting in the second half of 2026.

The reECONIC vehicle will be unveiled at IFAT Munich from 4–7 May 2026, where it will be displayed and demonstrated as part of Daimler Truck’s circular‑economy initiative. The project confirms that circular design and recycled materials can be applied to high‑volume, heavily loaded parts, offering tangible CO2 savings within existing manufacturing frameworks.

Karl Rode, Director of Engineering at Maxion Wheels, said, “The reECONIC project allowed us to apply our engineering and material expertise to a clearly defined circular‑economy objective. By combining recycled‑material‑rich steel with targeted design optimisation, we were able to more than halve the CO2 footprint of a safety‑critical steel wheel using industrially feasible processes.”

Stan Mommers, Vice President Sales EMEA at Maxion Wheels, said, “Working with Daimler Truck on reECONIC shows how suppliers and OEMs can jointly translate circular‑economy principles into measurable results. Component‑level innovations like this steel wheel are essential for enabling lower‑carbon commercial vehicles in the future.”

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Linglong Tire unveiled a Sustainable Concept Tyre made from 85 percent sustainable materials during the World Business Council for Sustainable Development (WBCSD) gathering held from 27 to 30 April 2026 in Montreux, Switzerland. The WBCSD, a board-led organisation dedicated exclusively to business and sustainable development, shares a sustainability vision closely aligned with Linglong’s internal strategy. The Chinese tyre manufacturer has committed to significantly reducing CO2 emissions by 2030 and achieving climate neutrality by 2050, a full decade ahead of the Paris Agreement timetable for Chinese companies and matching the ambitions of both the WBCSD and the European Union.

Linglong is already cutting carbon emissions through efficient energy use, sustainable tyre development and intelligent supply chain management. The company targets a reduction of more than 50 percent by 2035, with climate neutrality no later than 2050. Five core elements drive this effort: new materials, advanced technologies, modern processes, smart machinery, and sustainable energy. A 35‑megawatt solar system is being installed at a new tyre factory under construction in Brazil as part of this transition.

By 2040, all Linglong tires are to be made entirely from sustainable materials. The concept tyre presented by Chief Executive Officer Lingkun ‘Andy’ Zhou relies on bio‑based feedstocks such as biotechnical itaconate rubber, rice husk ash and corn‑based silica to replace traditional petroleum‑based raw materials, reducing carbon emissions by up to 35 percent. Linglong became the first Chinese tyre manufacturer to join the Global Platform for Sustainable Natural Rubber (GPSNR) and supports FSC‑certified natural rubber projects to protect forests, support rubber farmers’ livelihoods and safeguard the rights of workers, indigenous peoples and local communities. In resource recycling, the company promotes liquid waste rubber and pyrolysis carbon black to close the loop on waste tyres.

Zhou emphasised that the dual‑carbon roadmap revolutionises the entire production process, not merely representing an environmental pledge. Linglong will do everything possible to meet its climate goals while providing consumers worldwide with environmentally friendly, sustainable and high‑quality mobility solutions, aiming to leave a clean and liveable planet for generations to come.

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, has entered into a new collaboration with North Wales Fire and Rescue Service (NWFRS) to embed tyre safety education into the latter’s existing road safety programmes across the region. This partnership aims to provide motorists and motorcyclists with practical guidance on tyre maintenance as part of broader efforts to reduce road casualties.

NWFRS already runs several impactful initiatives with local partners, including Operation Atal, a roadside engagement campaign with North Wales Police that educates drivers on the Fatal 5, the most common causes of fatal collisions. The Service also delivers a targeted intervention for young drivers called Olivia’s Story, a true local tragedy in which a young woman lost her life when a friend raced another friend in a newly acquired car. Additionally, NWFRS offers BikerDown training for motorcyclists and engages with riders through BikerBrews at popular stops.

Recent data from Road Safety Wales shows total reported casualties in 2024 fell by 31 percent compared to 2019, with 84 fatalities and 1,007 serious injuries across Wales, a 7.9 percent decrease from the previous year. However, rural roads, which make up about 60 percent of all road fatalities in Wales, remain a concern. Authorities continue to highlight the Fatal 5 – excessive speed, drink or drug driving, mobile phone use and not wearing seatbelts – as leading causes of serious collisions.

Through this new partnership, tyre safety messages will be incorporated into roadside engagement, community events and educational programmes across North Wales. By ensuring drivers understand the critical role tyres play in vehicle control, especially on rural roads and in challenging conditions, TyreSafe and NWFRS aim to build on recent safety improvements and further reduce the number of people killed or seriously injured on the region’s roads.

Stuart Lovatt, Chair of TyreSafe, said, “By working alongside North Wales Fire and Rescue Service and integrating tyre safety into their excellent road safety initiatives, we can reach more drivers and riders with simple, practical advice that helps prevent incidents before they happen. Partnerships like this are vital in continuing the positive progress we are seeing in reducing road casualties.”

Jane Honey, Deputy Head of Prevention at North Wales Fire and Rescue Service, said, “Our teams are committed to supporting safer communities across North Wales, and road safety education is a key part of that work. Tyre condition is a crucial element of vehicle safety, particularly on the rural roads that make up much of our region. By working with TyreSafe, we can strengthen the messages we deliver through our campaigns and community engagement, helping motorists make small checks that can have a big impact on road safety.”

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Titan International has introduced two new product lines under the Goodyear Farm Tire brand, named Goodyear Softrac Pro and Goodyear Softrac Smooth. Designed as complementary front and rear fitments, the tyre lines aim to enhance performance across a range of landscaping equipment, including both commercial and residential zero-turn mowers. The launch follows Titan’s recent expansion of its Goodyear licensing rights into additional product segments, which was announced last year.

The Softrac Pro line features a forward-thinking tread profile and refined contour intended to work harmoniously with the terrain, offering a smoother ride, better slope stability and improved turf protection. Engineered for both professionals and homeowners, the tyre provides long-lasting durability and dependable traction without compromising ground quality. Key technical attributes include a proprietary ozone-resistant tread compound for extended tyre life, a meticulously engineered tread pattern that reduces turf damage and a multi-angle lug design for excellent hillside traction.

Current Softrac Pro sizes range from 20x10.00-8NHS to 26x12.00-12NHS, covering the most popular rear fitments for commercial and residential zero-turn mowers, with additional sizes planned for front engine riders and compact tractors. Meanwhile, the Softrac Smooth line is built as a front fitment for high-precision commercial mowers, engineered to deliver precise handling and clean cutting lines under heavy workloads. Available sizes include 11x4.00-5, 13x5.00-6 and 13x6.50-6, covering key front wheel mower fitments.

Both Softrac Pro and Softrac Smooth lines have undergone rigorous testing by multiple original equipment manufacturers, reinforcing Titan’s focus on application-specific solutions. Working together as front and rear systems, the tyres support a full range of commercial mower configurations, including zero-turn, stand-on and low-profile models, helping manufacturers and dealers equip fleets with a top-tier brand while boosting overall performance.

Peter Kortes, Outdoor Power Equipment Product Manager – Titan Specialty Division, said, “For years, turf tyres have looked largely the same, and recent aggressive designs have swung too far without considering everyday functionality. We set out to create a tread that strikes the perfect balance, modern and bold, yet still turf‑friendly and practical for any user. The result delivers standout style with the optimal performance customers expect from their equipment.”

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