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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Superteam Wheels, a prominent Chinese manufacturer of carbon fibre bicycle wheelsets, has entered into a significant three-year strategic alliance with GCN Italia, the Italian arm of the internationally acclaimed cycling media outlet, Global Cycling Network (GCN). This initiative follows the brand's successful partnerships with GCN's French and Spanish channels established in 2025. By now collaborating with all three major GCN platforms serving France, Spain and Italy, Superteam Wheels is strategically reinforcing its presence within core European markets. This concerted effort represents a vital step in the company's broader plan to deepen its global footprint, particularly across Southern Europe.

Under the terms of this new partnership, Superteam Wheels intends to capitalise on GCN Italia's substantial regional influence across leading global social media networks such as YouTube, Facebook, Twitter and Instagram. The collaboration will drive comprehensive brand promotion and the development of co-created content tailored specifically for these platforms. The joint initiatives will focus on producing a diverse array of original material, which is set to include professional assessments of carbon fibre wheelsets designed for road and gravel cycling, authentic local riding experiences and thorough explorations of fundamental carbon fibre technologies.

The content strategy is designed to resonate with the unique perspectives and interests of Italian cycling enthusiasts, effectively demonstrating the technological expertise and intrinsic value of Superteam products. Ultimately, the partnership aims to not only bolster the brand's connection with this key audience but also to further ignite the passion for cycling among enthusiasts both within Southern Europe and across the global community.

Chris Zeng, Overseas Business Manager, Superteam Wheels, said, "Italy is the heart of global cycling, with profound heritage and discerning enthusiasts. GCN Italia is our key bridge to connect Superteam's Chinese carbon fibre expertise with local riders. Building on our 2025 partnerships with GCN France and Spain, this collaboration further strengthens our presence across Europe. We are committed to delivering high-performance, cost-effective wheelsets, enabling more cyclists to experience the exceptional performance of our carbon fibre technology and become part of the European cycling story.”

Dario Esposito, Business Director International, GCN Italia, said, "I hope this solution is appreciated by both parties and that we can expand our valuable partnership to GCN Italia.”

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Kumho Tire USA is set to intensify its commitment to the SUV and truck market by taking a prominent role in a series of off-road events throughout 2026. Following its successful appearances in 2024 and 2025, the company plans to use these gatherings as a platform to boost brand visibility, demonstrate the capabilities of its specialised Road Venture tyre line and forge stronger connections with off-road enthusiasts.

This strategy reflects a focused effort to engage with the growing community of SUV and truck owners. By participating directly in these enthusiast-driven events, the company creates a valuable opportunity to present its products firsthand. This approach allows Kumho to reinforce its standing as a premium alternative that balances exceptional quality and performance with affordability.

The 2026 tour is scheduled to commence at the Overland Expo SoCal in March. A newly designed 80-foot marketing truck and trailer will be the centrepiece of Kumho’s presence at various stops along the tour. This mobile exhibit will offer interactive displays, distribute branded merchandise and prominently feature the Road Venture lineup, which includes the RT, AT52 and MT71 models. Engineered for challenging terrain, this tyre series is recognised for its robustness, reliable performance and comprehensive warranty. Attendees will also have the chance to speak with company ambassadors on-site, who can provide personalised guidance to help drivers select the most suitable Road Venture tyre for their specific vehicle and driving needs.

Kumho Tire’s full 2026 off-road event schedule is listed below:

• Overland Expo SoCal: 14–15 March, Costa Mesa, Calif.
• Jeep Beach: 17–26 April, Daytona Beach, Fla.
• Overland Expo West: 15–17 May, Flagstaff, Ariz.
• Overland Expo PNW: 26–28 June, Redmond, Ore.
• New Jersey Jeep Invasion: 10–12 July, Wildwood, N.J.
• New Jersey Bronco Invasion: 17–19 July, Wildwood, N.J.
• The Smoky Mountain Bronco Stampede: 14–16 August, Pigeon Forge, Tenn.
• The Smoky Mountain Invasion: 20–22 August, Pigeon Forge, Tenn.
• Off-Road Expo: 3–4 October, Costa Mesa, Calif.

Ed Cho, CEO, Kumho Tire USA, said, "We are incredibly excited to bring our dedicated Road Venture product line directly to off-road enthusiasts at major events like Overland Expo and Jeep Beach in 2026. Building on our initial involvement since 2024, this year's expanded presence demonstrates our commitment to the segment and marks a significant milestone in Kumho Tire's strategy to strengthen connections with SUV and truck consumers."

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Hankook Tire has completed its first regular season as a partner of TGL Presented by SoFi Season 2, which wrapped up on 3 March 2026 at the SoFi Center in Florida. As the league’s first Official Tire Partner and a Founding Partner, the company integrated its global brand into the competition through stadium signage, broadcast graphics and television commercials. This visibility reached audiences in 150 countries, including North America, reinforcing Hankook’s premium image by blending its innovative technology with the world of sports.

The season drew substantial global attention by featuring 24 top PGA Tour players, such as Tiger Woods and Rory McIlroy, across six teams. From the opening match through the eighth, average viewership in US exceeded half a million, offering Hankook a powerful platform to project its dynamic brand identity. Following four months of competition that began in December, the top four teams advanced to the postseason. Boston Common Golf finished as the regular season leader, followed by Los Angeles Golf Club, Atlanta Drive GC and Jupiter Links GC.

The postseason semifinals begin 17 March 2026 with a doubleheader. In the first match, third-seeded Atlanta Drive GC takes on second-seeded Los Angeles Golf Club. Atlanta, the Inaugural Season Champion, finished the regular season with a 3-2 record, while LAGC secured its place with a win over NYGC. LAGC previously defeated Atlanta 7-3, setting up a competitive rematch. The second semifinal features fourth-seeded Jupiter Links GC against top-seeded Boston Common Golf. Both teams are seeking their first playoff victory after missing last year’s postseason. Their previous two meetings both extended to overtime, raising the stakes for this encounter.

Winners of the semifinals advance to a best-of-three final series on 23 and 24 March 2026 at the SoFi Center, competing for the SoFi Cup. Beyond TGL, Hankook continues to expand its global sports marketing presence through partnerships with the UEFA Europa League, UEFA Conference League, Borussia Dortmund and Al Ittihad. The company also reinforces its technological reputation as an official partner of the ABB FIA Formula E World Championship and the FIA World Rally Championship, strengthening its connection with customers worldwide and elevating its brand through elite motorsport platforms.

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Ainscough Crane Hire, UK’s largest crane hire business, has significantly deepened its collaboration with Michelin by placing its entire tyre management operation in the hands of Michelin’s Connected Solutions (CXS) division. What began in 2023 as an arrangement focused on the company’s truck tyres has now evolved into a comprehensive, long-term partnership covering the full spectrum of the operator’s fleet.

Operating from 30 sites nationwide, the agreement encompasses more than 350 Liebherr cranes, a substantial number of which are 16-wheelers, alongside 135 trucks and trailers and 199 support vans. Included within this are 40 Scania heavy goods vehicles dedicated to heavy haulage. CXS now coordinates the supply of roughly 1,000 tyres annually through a national network while also providing detailed sustainability reporting to support Ainscough’s environmental goals.

The extension of the partnership was reinforced by a successful benchmarking trial, which demonstrated that Michelin’s X Multi truck tyres delivered three times the lifespan of a leading competitor. These fitments now equip the majority of the haulage fleet. Michelin is also introducing its advanced X Crane 2 tyres across the heavy crane fleet as existing rubber is replaced. These tyres offer a new tread pattern for enhanced grip and braking, alongside a higher load capacity that permits an additional 800 kilogrammes per tyre at highway speeds. Certified testing also shows they are more than 13 percent more fuel-efficient than their main premium rival due to reduced rolling resistance.

Sustainability remains central to the arrangement. Ainsworth makes full use of Michelin’s multi-life tyre policy for its trucks and ballast trailers. Casings are regrooved once tread depth diminishes, then later retreaded at Michelin’s Remix facility in Stoke, with the option for further regrooving. The company’s Mercedes-Benz service vans are fitted with the adaptable Michelin Agilis CrossClimate tyre.

Supporting this comprehensive operation is Fraser Greer, Key Account Manager at CXS. Ainscough Crane Hire continues to serve a wide array of sectors including infrastructure, defence, energy and telecommunications, cementing its role as a key contributor to the UK’s built environment.

Chris Britton, Head of Operations Support, Ainscough Crane Hire, said, “Michelin has become our latest highly valued strategic supplier relationship. Being the number one operator in our field, we only go with trusted and number one brands as our suppliers. The fuel savings of GBP 130 per 10,000 km will save us GBP 100,000s across the lifetime of the machines and reduce their environmental impact. Likewise, the increased load factor of the fitments and the 20 percent improvement in braking distances really impressed us. It means safety margins will increase, and safety is at the heart of everything we do.

“As a business we aren’t looking for the cheapest deal, but the best value. We are receiving a world class service from Michelin. It has streamlined procurement and helped us forecast tyre costs better; it has delivered the right products in the right place ensuring maximum uptime for our cranes; we have a ‘best way of working’ when it comes to protocols and tyres being fitted at our sites; and we have full traceability of each tyre and an insight into its environmental impact.”

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