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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Michelin has launched the new Anakee Adventure 2, a tyre aimed at the Trail motorcycle segment and engineered to deliver safety, pleasure and freedom for the modern rider. This product is a strategic pillar in the company's global vision for the Trail category, designed for those who navigate daily commutes but live for the spirit of exploration.

The MICHELIN Anakee Adventure 2 is developed for predominantly road-based use while retaining confident off-road capability. It meets the needs of discerning riders who demand safety in everyday conditions alongside the ability to spontaneously explore beyond paved surfaces. The tyre promises enhanced wet grip through advanced silica-based compounds and offers improved longevity, with significant increases in mileage over its predecessor. It also provides superior riding comfort through reduced noise perception, leading to less fatigue. Its versatility is confirmed by an M+S marking and a tread pattern optimised for effective traction on varied terrain.

These benefits are achieved through Michelin's latest technologies, including a dual-compound construction for durability and grip, reinforced casing architecture for stability and comfort, and a new tread design that balances on-road refinement with loose-surface traction. The tyre also features a premium sidewall design to complement the aesthetic of modern adventure motorcycles. It is available for a comprehensive range of flagship models from manufacturers such as BMW, Honda, Ducati, Triumph and KTM.

This launch completes Michelin's strategic Trail portfolio, which ranges from purely road-focused tyres to those with off-road bias. The introduction of the Anakee Adventure 2 is a key component of Michelin's broader ambition to become a leading force in the Trail segment by 2030. This strategy is built upon strengthening brand image through motorsport heritage, fostering a dedicated rider community via engagement initiatives, and expanding original equipment partnerships with major motorcycle manufacturers. The MICHELIN Anakee Adventure 2 is available globally through authorised dealers.

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Michelin will join Team Picnic PostNL as an official technical partner from 2026 onwards, signalling the tyre manufacturer's high-profile return to elite road racing. This alliance is founded on a shared drive to expand performance boundaries through dedicated innovation. Rather than a mere supply agreement, the collaboration entails a deep technical union between the brand’s engineers and the team’s performance specialists. The primary goal is to validate Michelin tyre capabilities under the most demanding race conditions and to jointly pioneer next-generation technologies.

Team Picnic PostNL, a leading World Tour squad with men’s, women’s and development rosters, will exclusively race on state-of-the-art tyres co-developed with Michelin, set to debut in competition this coming February. This partnership embodies a modern and ambitious sporting vision, uniting both entities under core values of elite performance and innovation. Data and feedback gathered across all racing programmes will fuel a continuous cycle of optimisation, aimed at propelling the team to the podium while simultaneously accelerating the development of future consumer tyre products.

For Michelin, this venture integrates competition directly into its global innovation strategy, using the rigours of world-class cycling as a dynamic proving ground and beacon for technological advancement.

Vincent Ledieu, Director – Cycling Programme, Michelin, said, “By partnering with Team Picnic PostNL, Michelin is showing its support for the world of top-level road cycling. Working closely with the riders and the whole team allows us to better understand the demands of competing at the highest level. This partnership allows us to continue to develop innovative tire technologies while supporting Team Picnic PostNL's ambitions in World Tour competition.”

Piet Rooijakkers, Team Picnic PostNL's R&D expert, said, “Our partnership with Michelin allows us to have very high-quality equipment that is perfectly suited to the demands of the World Tour. By working closely with their engineers, we quickly turn user feedback and performance data into actionable improvements. This process of continuous learning and optimisation is essential for Team Picnic PostNL, and we see this collaboration as an important step in pushing performance to the next level.”

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Toyo Tires has made its way to the annual A-List of CDP for its climate change mitigation efforts. This premier recognition, awarded for the first time to the company in the 2025 evaluation, reflects the company’s comprehensive decarbonisation efforts, which include validated science-based targets for cutting greenhouse gas emissions and a shift towards renewable energy at its production sites. CDP’s annual assessment is a key benchmark for corporate sustainability across climate, water and forests.

The assessment also highlighted Toyo Tires' commitment to transparency, as verified by independent third-party data reviews. Viewing its business activities as intrinsically connected to society and the future, the Toyo Tires Group treats reducing environmental impact as a top operational priority.

Moving forward, the company is dedicated to advancing decarbonization across all its manufacturing processes and broader supply chain, aiming to support a sustainable global society.

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Apollo Tyres Ltd has introduced a new and more affordable range of gravel tyres under the Vredestein Aventura Core Series. This new-generation family consists of three distinct models: the Aventura Seta Core, Aventura Core and Aventura Grezzo Core. Engineered in Europe, these tyres are built for enhanced durability and dependable performance across diverse surfaces, offering riders a cost-effective upgrade for adventure biking.

The series is constructed around a streamlined Core platform, which incorporates a robust 60 TPI casing for increased puncture resistance and stable handling on uneven terrain. While utilising the proven tread patterns of existing Vredestein gravel tyres, this refined construction delivers high-end capability at a more accessible price point.

Each model is tailored for specific riding conditions. The Aventura Seta Core is designed for speed, with a race-optimised tread for fast rolling on asphalt and high-speed gravel, complemented by shoulder knobs for technical cornering. For versatile, everyday use, the Aventura Core offers a balanced blend of rolling efficiency and predictable grip across tarmac, hardpack and gravel roads. Finally, the Aventura Grezzo Core provides confidence on loose and rugged terrain, featuring an aggressive tread for enhanced traction in sand and soft surfaces, while its chained centre tread maintains efficiency on harder ground.

The Aventura Core Series will be available starting 1 February 2026. The Aventura Seta Core comes in 40, 45 and 50-622 sizes. The Aventura Core is offered in 50-584 and 40, 45, 50-622 sizes. The Aventura Grezzo Core is available in 50-584 and 40, 45, 50-622 sizes. Colour options include black/black and black/transparent sidewalls.

Nic Knippers, Division Head – Vredestein Two Wheel Tyres, Apollo Tyres Ltd, said, “The Aventura Core Series marks an important expansion of our gravel offering within the Vredestein range. By introducing three purpose-designed tyres built on a shared durable foundation, we can better support riders across the full spectrum of gravel terrain – from high-speed racing to off-road exploration and everyday mixed-surface riding.”

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