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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Recreatives Industries, the company behind the iconic MAX 6x6 Amphibious All-Terrain Vehicles, has unveiled a new proprietary tyre engineered specifically for its platforms. The TerraTread, available initially in a 23x11-8 size for the MAX 2 model, represents the largest original equipment tyre ever offered for that vehicle. Its expanded 23-inch diameter on an eight-inch rim provides increased ground clearance and a noticeably smoother ride. The design also delivers superior traction across diverse surfaces and enhances performance in water. According to the company, this new tyre substantially broadens the capabilities of both current and older MAX 2 vehicles while ensuring proper fit and boosting amphibious functionality.

Beyond the MAX 2 application, Recreatives Industries is developing a larger 25x12-10 TerraTread version intended for its MAX 4 and Buffalo Truck models. This larger tyre will utilise a 10-inch rim to preserve essential sidewall flexibility while improving flotation, overall stability and rugged off-road performance. The development of this larger TerraTread is a key component of the company's strategic plan, which includes a structured reintroduction of the MAX 4 and Buffalo Truck vehicles targeted for the middle of 2026.

The introduction of the TerraTread line underscores the company’s commitment to expanding its range of proprietary accessories and performance enhancements. These upgrades not only improve vehicle capability but also contribute to increased per-unit revenue. By engineering exclusive components tailored to its own vehicles, Recreatives Industries is strengthening its vertical integration and cultivating a more comprehensive ecosystem around the MAX brand. Initial stock of the new TerraTread tyres is anticipated to arrive during July and August of 2026, at which point they will be made available through the company's dealer network and its online store.

Andrew Lapp, CEO, Recreatives Industries, said, “Our TerraTread tyres were designed to elevate what MAX can do. The 23-inch TerraTread transforms the MAX 2 with additional clearance, improved ride quality and aggressive all-terrain performance. At the same time, the 25-inch development supports our forward platform planning as we position MAX 4 and Buffalo for expanded availability.”

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Apollo Tyres Ltd has officially opened a dedicated outdoor tyre testing facility in Ivalo, Finland, marking a major advancement in its global product development capabilities. Initially announced several months ago, the site became fully operational in December 2025 and underscores the company’s ongoing commitment to engineering high-performance winter and all-season tyres for international markets.

The inauguration was led by Vice Chairman and Managing Director Neeraj Kanwar, alongside Chief Commercial Officer Benoit Rivallant and Chief Technology Officer Daniele Lorenzetti. Their presence highlighted the strategic importance of the facility, which was established through a long-term collaboration with UTAC, a globally respected automotive testing and certification organisation. This investment strengthens Apollo Tyres’ ability to lead in the areas of innovation, safety and precision engineering.

Designed to address the complex demands of contemporary tyre development, the facility features snow and ice tracks that simulate diverse real-world winter conditions. It is equipped with advanced data collection systems to assess critical performance parameters such as braking, handling, traction and stability. The bespoke infrastructure enables comprehensive evaluation of tyre behaviour in extreme cold weather environments.

With full control over its winter testing schedule, Apollo Tyres now enjoys greater operational independence and flexibility throughout the season. This autonomy allows for more consistent testing under varied climatic conditions, faster development cycles and improved responsiveness to engineering requirements. By consolidating its winter testing operations at a single advanced location, the company has enhanced both efficiency and cost management.

The new setup enables engineering teams to conduct uninterrupted testing, resulting in quicker validation of new products, greater repeatability in results and reduced logistical demands. These operational improvements support the delivery of winter and all-season tyres that meet rigorous standards of safety, durability and performance.

Developed in line with current technical and legal norms, the facility is also built to accommodate future regulatory changes. Its adaptable infrastructure ensures alignment with evolving testing protocols and certification standards, allowing Apollo Tyres to stay ahead of industry requirements. As expectations for winter mobility continue to grow, this facility positions the company to consistently meet the needs of customers, partners, and regulators in the years ahead.

Kanwar said, “This inauguration is more than the opening of a facility, it is a clear demonstration of Apollo Tyres’ commitment to innovation, safety and performance excellence. With this investment, we are strengthening our ability to develop tyres that perform reliably in the most demanding winter conditions while maintaining exceptional year-round versatility.”

Rivallant said, “This facility is a great asset within Apollo Tyres. It is more than a tyre test facility, as it gives us also the possibility to invite our customers to be part of and experience winter testing for themselves. This will strengthen their insights in tyre development and performance.”

Lorenzetti said, “The launch of our dedicated outdoor tyre testing facility is a major step forward for our R&D capabilities. It gives us highly consistent, real-world data, enabling faster validation and quicker speed to market. Most importantly, it strengthens our ability to continuously improve tyre performance, safety and sustainability – delivering better products to our customers, faster.”

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A recent nationwide survey commissioned by Bridgestone has explored the reasons behind UK motorists' loyalty to their local garages, revealing that the decision to return is driven by a blend of practical, personal and experiential factors. The research, which polled 2,000 drivers, indicates that while competitive pricing remains the primary reason for 48 percent of respondents, it is by no means the sole consideration.

The findings highlight the significant role of human connection in the automotive service industry. Some 35 percent of drivers are motivated by the personal relationships they develop with staff, demonstrating that a friendly face can be a powerful draw. This sense of familiarity is often deeply ingrained, with 29 percent of motorists citing family tradition as the reason for their continued custom. This suggests that loyalty can be multigenerational, passed down through habits formed over time.

Consumer priorities are also evolving to include broader ethical considerations. There is a growing segment of the market, measured at 26 percent, willing to support businesses that demonstrate a commitment to sustainability, with this group open to paying a premium for services from a garage that utilises green technology like solar power. This figure has shown an upward trend compared to 23 percent the previous year, signalling an increasing public interest in environmentally responsible practices.

Beyond these deeper values, the survey also uncovered that smaller comforts can influence choice. Some 30 percent of respondents would pay more for a pleasant waiting environment. In a lighter but telling detail, eight percent of motorists even admitted that the quality of the refreshments on offer plays a part in their decision-making process.

According to Drew Chapman, Consumer Sales Director for Bridgestone North Region, these results paint a picture of a more discerning driver, one who seeks value and a positive overall experience rather than simply the lowest price. In response to this shift, Bridgestone is actively supporting garages that align with this ethos through dedicated programmes. One such initiative, backed by more than GBP 1 million in investment, recognises retailers who excel in best practice and premium service delivery. The long-term goal is to accredit 150 sites across Europe, enhancing the customer journey while simultaneously reducing environmental impact. This work is part of a broader corporate commitment to creating value across several key areas, including energy, ecology and customer empowerment.

Chapman said, “It’s encouraging to see that motorists are increasingly looking for more than just the lowest price. At Bridgestone, we’ve always believed that true value is found in quality products and solutions, which provide superior levels of safety and longevity. It’s also interesting to see emotional factors such as trust, familiarity and even a good cup of coffee playing a part in the decision-making process. These small touches help define what makes a motorist return.”

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Hankook Tire-sponsored TGL presented by SoFi, a US-based team golf league, is set to host its ninth through twelfth matches over two days beginning 23 February at the SoFi Center in Florida. As the league’s first-ever Official Tyre Partner and a Founding Partner, Hankook Tire is maximising its involvement by showcasing its unified global ‘Hankook’ brand across on-site LED displays, television advertising and broadcast coverage. This strategic presence reaches fans in approximately 150 countries, delivering premium brand value and creating a distinctive brand experience at the crossroads of mobility and sports while broadening consumer engagement.

The upcoming matches carry significant weight as TGL Season 2 approaches its playoff phase. On 23 February, Atlanta Drive GC will face a demanding doubleheader, first confronting Boston Common Golf followed by Los Angeles Golf Club. The opening contest presents a compelling standings battle, with Atlanta seeking to defend its top position against a Boston team that recently surged into second place after a decisive victory over The Bay Golf Club. Although Atlanta opened the season with consecutive wins to claim the lead, Boston has narrowed the gap based on holes won, intensifying the stakes. The subsequent match against Los Angeles proves equally critical, as Atlanta holds merely a two-point advantage over a team tied in holes won, meaning a defeat could trigger a standings reversal.

The following day features New York Golf Club in its own doubleheader, beginning against The Bay Golf Club before meeting Boston Common Golf. Currently occupying sixth place, New York aims to close ground on fifth-place Bay, while The Bay seeks to overcome early-season inconsistencies and build playoff momentum through back-to-back victories. The twelfth matchup places New York against second-place Boston, with only two points separating them. New York will depend on Matt Fitzpatrick, undefeated in Season 2 singles competition, to anchor its postseason push.

With merely three regular season matches remaining before the playoffs, the battle for top-four positioning has intensified considerably. Atlanta Drive GC maintains its lead atop the standings, pursued closely by Boston Common Golf, Los Angeles Golf Club and Jupiter Links GC. Meanwhile, The Bay Golf Club and New York Golf Club occupy fifth and sixth places, respectively, rendering every remaining contest crucial for postseason aspirations.

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