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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Continental has expanded its fifth-generation Conti Eco range for freight transport with the Conti Eco HT 5, a trailer tyre that joins the Conti Eco HS 5 steer and Conti Eco HD 5 drive products. The trio forms a coordinated package aimed at cutting operating costs, sustaining high mileage and lowering rolling resistance to support better fuel economy. Although trailer axles are not driven, their tyres still shape how efficiently a rig moves. By targeting that axle, Continental extends the Generation 5 advantages across the full vehicle combination for regional and long-haul duty. Less resistance at the trailer can translate into reduced fuel burn and, in turn, lower operational CO₂ output.

Because a trailer rolls on several tyres that never leave the road, those tyres directly affect stability, efficiency and day-to-day performance. In some configurations, they generate as much as half of a truck-trailer combination's total rolling resistance. Continental engineered the Conti Eco HT 5 to reconcile low rolling resistance with long tread life, encouraging uniform wear and dependable traction in a broad range of conditions. Optimised materials, a fresh sidewall design and advanced filler compounds underpin the tyre's fuel-saving characteristics.

Mileage and durability come from a new tread compound paired with a refined curing method, while a redesigned five-rib tread layout supports even wear, steady handling and consistent behaviour across shifting weather and road surfaces on both regional and long-distance routes. Tested against the Conti Hybrid HT3+, the Conti Eco HT 5 posted rolling resistance reductions of as much as 12 percent under specified conditions, offering fleets a path to lower fuel use, diminished CO₂ emissions and reduced tyre-related costs.

The Generation 5 Conti Eco portfolio sits within Continental's broader strategy of helping customers boost transport efficiency through technological innovation and tuned tyre performance. Uniting low rolling resistance, high mileage and long service life at every axle position, the range addresses industry pressures such as climbing fuel prices and stricter efficiency and emissions expectations. The Conti Eco HT 5 reaches the market in September 2026 in two sizes, 385/65 R 22.5 and 385/55 R 22.5.

Hinnerk Kaiser, responsible for the development of truck and bus tyres in the EMEA region at Continental, said, “Every tyre contributes to the efficiency and operating costs of a truck and trailer combination. While attention often focuses on the steer and drive axles, trailer tyres also play an important role in rolling resistance and fuel consumption. With the Conti Eco HT 5, we are extending the benefits of our fifth-generation Conti Eco portfolio to the trailer axle and helping fleets improve the efficiency of their transport operations. For the Conti Eco HT 5, our focus was on improving efficiency while maintaining durability. The combination of low rolling resistance, long service life and balanced wear characteristics can help fleets reduce tyre-related operating costs while maintaining reliable performance in demanding transport operations.”

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Titan International, Inc. has reached a definitive agreement to divest its Italtractor ITM undercarriage business (ITM) to USCO S.p.A., marking a significant strategic shift for the global off-highway wheel, tyre and undercarriage manufacturer. The deal positions Titan to concentrate on its core operations while securing substantial cash value from the sale.

Under the agreement, Titan will receive an initial purchase price of USD 207 million, with the potential for an additional USD 6 million in earnout proceeds contingent on ITM meeting specified performance targets for 2026. Customary adjustments tied to ITM’s net asset and financial position at closing are expected to add approximately USD 23 million in cash value. Combined with USD 49 million in dividends from ITM – USD 38 million already received in recent years and USD 11 million anticipated before closing – Titan projects total cash value of up to approximately USD 285 million, inclusive of the earnout.

The transaction allows Titan to sharpen its focus on its global wheel and tire operations serving agricultural, construction and consumer markets. According to Chairman Maurice M Taylor, Jr, the potential sale of ITM was first discussed with the board over a decade ago when an offer below USD 100 million was presented. He credited President and CEO Paul Reitz and his team for their patience in completing a deal that he described as fair for Titan and beneficial for USCO, which gains a strong manufacturing business with a good brand and skilled workforce. Taylor also praised Cecilia La Manna for nearly 30 years of service and leadership, noting that USCO is acquiring a strong management team along with the business and plants.

Reitz characterised the transaction as an important step in Titan’s transformation, delivering strong value while providing ITM with an owner that understands the undercarriage sector. He said the deal enables Titan to direct people, capital and resources towards core wheel and tyre operations, pursue accretive growth opportunities and reduce debt. The move supports portfolio reshaping, accelerated strategic investments, transformative acquisitions and partnership, and long-term shareholder value.

As part of USCO, ITM will build on its position as a global provider of undercarriage components and complete solutions, with added focus and resources for long-term growth, customer service, product innovation and geographic expansion. ITM designs, manufactures and distributes undercarriage systems for construction, mining, forestry, road-building and agricultural applications through an international network and is a pioneer in undercarriage sensor technology, including its TRUST ITM monitoring solution.

Titan intends to use a portion of the proceeds to reduce existing debt and strengthen its balance sheet, with future capital deployment towards key growth investments, including accretive acquisitions and strategic partnerships. The transaction is expected to close in early January 2027, subject to customary closing conditions and required regulatory approvals, with both companies continuing ordinary operations until then. Gianni & Origoni and Poggi & Associati advised Titan and ITM on legal and tax matters, while USCO received assistance from Eidos Partners, Simmons+Simmons, BDO and KPMG.

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NEXEN TIRE has unveiled the N’FERA Sport 2, an ultra-high-performance summer tyre succeeding the widely acclaimed N’FERA Sport. The original earned strong results in independent tests by leading DACH-region automotive publications, including ADAC and AUTO BILD, and secured multiple original equipment fitments. The new model adopts an updated tread pattern and revised construction to deliver sharper handling, shorter braking distances and dependable performance in both wet and dry conditions.

Structural rigidity has been raised by 15 percent over the predecessor, reducing tyre deformation and supporting stable behaviour during dynamic driving. NEXEN TIRE also incorporated Chamfer Technology, whose specially shaped block edges enlarge the contact area under braking and cornering. Meanwhile, the outer tread blocks are 5 percent wider, transferring vehicle power to the road more efficiently and improving cornering stability. A rim protector 7 percent wider than before adds protection against curb contact.

The tread design distributes pressure more evenly across the footprint, enlarging road contact and balancing handling, traction and braking while limiting heat buildup. Increased sidewall rigidity further cuts deformation and sharpens steering response, especially in high-speed corners. Collectively, these measures yield a 10 percent gain in cornering stiffness relative to the previous N’FERA Sport. Multi-width grooves and chamfered block edges widen the drainage area, helping evacuate water, lower aquaplaning risk and preserve wet-road grip.

Testing at Spain’s IDIADA Proving Ground demonstrated measurable gains over the outgoing tyre. NEXEN TIRE’s own results show an 11 percent shorter wet braking distance and a 2 percent shorter dry braking distance. Wet and dry handling improved by 7 percent, while cornering stiffness rose by 10 percent. The N’FERA Sport 2 is engineered to provide confident control across a broad range of road conditions.

Jeff Roh, Vice President of Europe Sales & Marketing, said, “Following the success of the N’FERA Sport, we expect the new N’FERA Sport 2 to deliver even stronger results. NEXEN TIRE has demonstrated proven quality and performance over the years, and with the improved capabilities of the new pattern, we aim to further enhance driving performance while helping drivers enjoy the thrill of driving with greater confidence and safety.”

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Dunlop concluded the 2026 FIM Endurance World Championship by celebrating its Superstock Trophy and Production Trophy title winners at the 89th Bol d’Or. The French endurance classic, held under largely clear skies at Circuit Paul Ricard, brought the season to a dramatic close with 43 teams relying on Dunlop’s KR racing slicks across every category. Throughout the year, Dunlop supplied its KR108 and KR109 slick options to all entrants, alongside a latest-generation medium front tyre known during development as G2_01 VAL3.

In the Dunlop-exclusive Superstock Trophy, the No. 77 Wójcik Racing Team claimed a maiden crown. Jordi Torres Fernandez, Milan Pawelec, Mateusz Molik and Hector Vicent Garzo finished sixth overall, lifting the Polish squad above the No. 38 Champion-Hert Powered by MRP entry, which ended 11th in class. The No. 36 3ART Best Of Bike Hamaguchi team took second in the standings, while reigning champions No. 44 Honda No Limits completed the top three after finishing third in the race. The No. 18 Team Pompiers Igol CMS Motostore also placed inside the overall top ten, meaning four Superstock crews finished among the leading ten after 24 hours.

The Production Trophy crowned its second-ever champion as 13 bikes formed the category’s largest grid of the season. The No. 96 Legacy Competition team sealed its first title by finishing second in class at the Bol d’Or. The No. 199 ARTEC squad, the 2025 champion, ended the year as runner-up, with the No. 16 HTC Racing team completing the championship podium.

Dunlop-backed privateer teams also impressed in the open-tyre Formula EWC class. The No. 6 ERC Endurance team, with Loris Baz, Marcel Schrötter, Kenny Foray and Jan-Ole Jähning, qualified fourth with a 1:51.524 lap, just six tenths off pole, and finished sixth in the final standings on 62 points despite retiring from the race. The No. 14 MACO RACING TEAM recovered from 21st on the grid to finish 8th and end the season 10th, while the No. 53 Mana-au Competition team climbed from 28th to 11th and secured 8th in the final class standings.

David Auerbacher, International Motorcycle Race Event Leader, Dunlop Motorcycle Europe, said, “Congratulations to the 2026 Superstock Trophy and Production Trophy champions, as well as the Dunlop-backed teams in the Formula EWC class that achieved amazing results. We’re proud and happy to have once again supported teams across all categories throughout the year. The Bol d’Or is always a demanding way to close the EWC season and this year was no exception. Across 24 hours, all teams and riders were pushed to their limits, making consistency just as important as outright performance. Seeing our partners fight at the front of the Superstock and Production Trophy fields, while also challenging in Formula EWC, is a great way to end the season. The results across the 2026 season demonstrate how our KR108, KR109 and latest-generation medium front specification meet the demands of our riders.”

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