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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Toyo Tire has begun construction of a new research and development centre in Serbia, marking a further consolidation of its European operations.

The Japanese manufacturer held a groundbreaking ceremony recently at its factory site in the Municipality of Indjija. The event was attended by approximately 100 guests, including Aleksandar Vučić, President of Serbia, and Atsushi Saito, Japan’s chargé d’affaires ad interim to Serbia.

Scheduled to become operational in January 2027, the centre will serve as a hub for advanced processing technology. Engineers at the site will focus on developing rubber compounds and materials, as well as composite design and raw material evaluation.

Satoru Moriya, Director at Toyo Tire, said the facility would "establish a European operational model that coordinates R&D, production, and sales functions," with the aim of boosting the competitive advantage of brands such as Proxes.

The facility is located adjacent to the company’s Serbian factory, allowing the group to use existing proving grounds for driving tests. Toyo Tire expects this proximity to increase development efficiency and reduce the time required to bring products to market.

President Vučić described the investment as a sign that Serbia possesses the "human resources, infrastructure, and determination" required for advanced technological development.

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Pirelli has made its P Zero R and P Zero Trofeo RS tyres available in the replacement market, bringing the expertise gained from custom fitments for the world’s most prestigious and high-performance vehicles to a broader audience of enthusiasts seeking to unlock their car’s full potential. Developed alongside leading luxury automakers and already fitted to over 60 models – from European supercars to American muscle cars – these two tyres stand as the pinnacle of the P Zero range. Their exceptional quality was recently validated by the independent publication Tyre Reviews, which named the P Zero R the top performance tyre of 2026, describing the achievement as an impressive victory rooted in its outstanding capability across both dry and wet conditions.

Pirelli designed the P Zero R primarily for sportscars and high-end prestige models, while the P Zero Trofeo RS serves as a semi-slick aimed at delivering sustained maximum performance on the track for supercars, all while remaining road-legal. The P Zero R achieves its versatility through advanced compounds that ensure strong grip on various asphalt surfaces and in changing weather, with particular emphasis on wet-road confidence, while its tread pattern reduces interior noise. These attributes were confirmed by Tyre Reviews, which ranked the P Zero R first among eight ultra-high-performance summer tyres in its category, leading in dry braking and handling, excelling in wet handling and receiving praise for inspiring confidence even in extreme driving scenarios. Meanwhile, the Trofeo RS is defined by its ability to maintain consistent high performance across many demanding track laps, a capability demonstrated through record-setting runs on the Nürburgring Nordschleife.

Pirelli refines these tyres using its Milan-based R&D simulator for virtual development, with production carried out by MIRS robots at its Italian plant in Settimo Torinese and its facility in Rome, Georgia, the latter specialising in replacement tyres for the American market, particularly sportscars and local muscle cars. Beyond these offerings, Pirelli continues to advance original equipment technology with solutions such as Elect for electric vehicles, RunFlat for continued mobility after pressure loss, PNCS for cabin noise reduction and the Cyber Tyre system, which uses embedded sensors to relay real-time data for enhanced safety and performance.

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Kumho Tire USA has launched its inaugural Gaining Traction Programme in collaboration with the Broadmoor Pikes Peak International Hill Climb, presented by Gran Turismo, selecting four competitive racers who each call Colorado home. These drivers share five years or fewer of racing experience on Pikes Peak, yet have demonstrated exceptional skill, passion, and a fearless approach to the mountain’s unique demands.

Matus Huska of Parker will compete in the Pikes Peak Open division aboard his 2010 Audi TTS, bringing four years of experience to the climb. Earl O’Maley from Colorado Springs steps up in the Open Wheel division with three years under his belt, driving his 2015 O’Maley Special Spec V. Ernie Ramirez of Aurora returns for his second year in the Time Attack division piloting a 2013 Mitsubishi Evolution, while Arvada’s Ben Ryan, an old-school racer, enters the Pikes Peak Open division in a 1968 Plymouth Roadrunner after previous Time Attack entries in 2023 and 2024.

Through this inaugural programme, Kumho Tire USA provides the racers with financial support, a supply of KUMHO V730 tyres and driver development resources. Beyond on-track benefits, the drivers will gain visibility by participating in an autograph session at the Kumho Tire booth during Fan Fest in downtown Colorado Springs, offering direct engagement with racing enthusiasts and media.

The KUMHO V730 tyre is engineered for competitive driving environments, maximising grip and handling through a racing compound that combines ultra-high grip synthetic resins with fine carbon black. Its high-strength carcass and optimised footprint design work together to manage lateral cornering forces while enhancing endurance and longevity.

Ed Cho, CEO, Kumho Tire USA, said, "Our investment in these four talented Pikes Peak drivers goes beyond mere sponsorship; it's about fostering the next generation of motorsport champions and helping them navigate the unique demands of this legendary race. Each of the selected participants demonstrates remarkable potential and a passion for racing that aligns perfectly with Kumho Tire's spirit of innovation and performance. We look forward to seeing them leverage our most advanced, high-performance tyre to achieve new milestones in their competitive careers."

Melissa Eickhoff, CEO, Pikes Peak International Hill Climb, said, "Pikes Peak has long been a proving ground for talented drivers, and it's exciting to see a programme that invests directly in emerging competitors from Colorado. Through this partnership with Kumho Tire, these four drivers have the opportunity to grow their careers while contributing to the Colorado legacy that has defined the Race to the Clouds for more than a century."

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The Tire and Rubber Association of Canada (TRAC) has opened nominations for its 2026 Industry Leadership Awards, with a submission deadline of 24 April 2026. Honourees will be celebrated during the organisation’s Annual General Meeting in June.

Nominations are being accepted across four distinct categories – Leader of the Year, Young Leader, Lifetime Achievement and Sustainability. Anyone can put forward a candidate, though rules vary by category. Companies nominated must have a physical presence in Canada, while individuals may be based anywhere. Self-nominations are permitted only in the Sustainability category.

The Leader of the Year award recognises an individual who owns or manages a successful, innovative business within the tyre and rubber sector, including end-of-life tyre management or sustainability-focused operations. This person is known for significant contributions to their company, the wider industry and their community through time and resources devoted to social impact. Self-nominations are not allowed.

The Young Leader award celebrates inspiring leaders under the age of 40 who demonstrate excellence in management, innovation, technology or sustainability within their organisation or community. Self-nominations are not accepted.

Lifetime Achievement honours individuals with an extensive record of accomplishment, recognised by peers as builders and supporters who have made outstanding contributions and left an enduring legacy for both the industry and the broader community. Self-nominations are not accepted.

The Sustainability award is open to individuals or organisations advancing environmental, social or economic sustainability within the tyre and rubber industry. This includes end-of-life tyre management, market development for tyre-derived materials and strategic efforts such as advocacy, education or partnerships that expand end-use markets. Self-nominations are welcome.

These awards aim to highlight excellence, offering recipients a platform to raise their professional profile and stand out while celebrating dedication across the industry.

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