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)

Comments (0)

ADD COMMENT

Link Copied!

The Alliance for the Future of Tires (AZuR) is broadening its international footprint with a new European project group focused on tyre retreading. An inaugural online meeting for this initiative is scheduled for 22 July 2026, marking the first step in creating a pan-European network uniting companies, research bodies and sector specialists.

Retreading extends the lifespan of premium tyre casings, conserving raw materials and reducing CO₂ emissions while supporting Europe's circular economy. The sector faces regulatory shifts, including the ESPR Regulation, the Digital Product Passport and heightened traceability mandates.

The AZuR project group will serve as a permanent forum for retreaders, tyre makers, equipment suppliers, research institutes and associations. The agenda prioritises innovation, digitalisation, legislation, best practices and joint ventures, with the kick-off session defining the group's mission, thematic focus and structure.

The online meeting via Microsoft Teams on 22 July from 10:00 AM to 12:00 PM CEST invites existing AZuR partners and new European stakeholders. Retreaders, manufacturers, academic institutions and associations are encouraged to participate and shape the platform from its inception.

Comments (0)

ADD COMMENT

Link Copied!

Triangle Tyre has secured a position on the 2026 list of China’s 500 Most Valuable Brands, with a recorded valuation of RMB 65.156 billion (approximately USD 9.62 billion). The announcement came during the 23rd World Brand Conference, hosted by World Brand Lab in Beijing on 24 June. The company’s inclusion underscores a consistent upward trajectory in brand equity, driven by comprehensive operational capabilities and sustained industrial focus.

The annual ranking assesses brands through financial metrics, brand strength and consumer behaviour analysis. The entry threshold rose to RMB 5.089 billion (approximately USD 751.62 million), while the collective brand value of the top 500 reached RMB 45.29 trillion (approximately USD 6.69 trillion), a year-on-year increase of RMB 3.26 trillion (approximately USD 481.48 billion). These figures highlight the accelerating expansion and rising influence of indigenous Chinese brands.

Central to Triangle Tyre’s brand prominence is its commitment to proprietary research. The company holds over 1,000 active patents and has achieved breakthroughs in giant engineering radial tyres, direct-pressure vulcanisation and aircraft radial tyres, establishing a fully independent intellectual property system. In May 2026, its self-developed civil aviation tyre received technical authorisation from the Civil Aviation Administration, followed by AS9100D aerospace quality certification in June.

Triangle Tyre has also integrated green design and low-carbon manufacturing across operations, utilising smart factories to enhance digital lean production. These efforts have yielded quality and efficiency gains, while the company’s environmental strategy earned the EcoVadis Gold Medal and strengthened its ESG framework. The brand’s national recognition affirms its innovative capacity and market performance, and the company aims to consolidate its competitive position through continued technological and operational excellence.

Comments (0)

ADD COMMENT

Link Copied!

Liberty Tire Recycling, North America’s foremost tyre recycler, has announced that its Chief Executive Officer, Thomas Womble, has been selected as a recipient of the prestigious EY Entrepreneur Of The Year Award for 2026 in the East Central region. The honour, presented by Ernst & Young LLP, distinguishes visionary business leaders who demonstrate exceptional innovation, sustained growth and a commitment to creating lasting value within their industries.

An independent panel of judges recognised Womble for his transformative leadership at the helm of the nation’s largest tyre recycling enterprise. Under his guidance, the organisation has evolved from a regional operator concentrated along the East Coast and Midwest into the only fully integrated, coast-to-coast recycler of its kind in North America. His efforts have been pivotal in pioneering advanced, sustainable applications for scrap tyre materials.

Beyond operational expansion, Womble has spearheaded several industry-first initiatives that underscore his commitment to environmental stewardship. He co-founded the Tire Recycling Foundation and serves on its board while also overseeing the publication of the company’s inaugural Sustainability Report. Additionally, he has forged strategic partnerships to address the collection and recycling of specialised tyres, such as those from bicycles and mining equipment, across both United States and Canada.

Established in 1986, the EY Entrepreneur Of The Year programme subjects nominees to a rigorous evaluation process that weighs financial performance, strategic growth and personal dedication to community impact. Regional winners like Womble are celebrated for their role in reshaping industries and fostering long-term economic and social progress.

Womble said, “Being recognised as Entrepreneur of the Year is one of the highlights of my entire career. I think entrepreneurship is what the American dream is built on. It's certainly what my DNA is built on, and to be honoured with such people that are making such a difference in the world is quite an achievement.”

Shannon Crone, Entrepreneur Of The Year East Central Program Co-Director and EY Executive Director, said, "Through their vision, focus and commitment to growth, they are building companies that move markets forward, create opportunities for their teams and strengthen the communities around them.”

Comments (0)

ADD COMMENT

Link Copied!

Prometeon Tyre Group has published its 2025 Sustainability Report, reinforcing the company’s commitment to environmental, social, governance and economic priorities. The document illustrates how sustainability considerations are now embedded within operational frameworks and strategic planning across the global tyre manufacturer’s industrial, agricultural and off-the-road segments.

The report highlights notable energy achievements, with renewable and high-efficiency sources accounting for 51.5 percent of total consumption. Certified green electricity and biomass represented 31.3 percent, while combined heat and power systems contributed 20.2 percent. For electricity specifically, the renewable share reached 47.5 percent, with the Milan headquarters and Cinisello Balsamo R&D centre fully powered by certified green energy and a new 116 kWp photovoltaic installation.

The Gravataí plant in Brazil maintained carbon neutrality for Scope 1 and 2 emissions through renewable certificates and a biomass boiler for process steam. Overall energy intensity per finished tonne dropped 14.7 percent since 2016, supporting the company’s ambition to achieve climate neutrality by 2040, in line with the Science Based Targets initiative’s 1.5°C pathway, despite a challenging international policy environment.

Material circularity also advanced, with recycled content reaching approximately seven percent, driven by increased recycled steel, rice husk ash-derived silica and pyrolysis oil-based carbon black. From January 2025, Turkish-produced Coach C02 tyres incorporate 23 percent ISCC+ certified materials via mass balance. The Group also earned a B score for Climate Change and B- for Water Security from CDP, placing it at the Management level for structured environmental governance.

Supply chain oversight intensified with 21 supplier audits covering 18 percent of annual raw material expenditure, assessing labour standards, safety and association rights, while cumulative coverage since 2021 reached 99 percent. Prepared under Global Reporting Initiative standards, the report underscores Prometeon’s systematic approach to measuring and communicating its economic, environmental and social impacts.

Nicolas Marchi, Chief of Internal Audit, Compliance, Sustainability & Institutional Relations Officer, Prometeon, said, “The 2025 Sustainability Report confirms Prometeon’s ability to translate its ESG objectives into tangible and measurable results. The increase in the share of energy from renewable and high-efficiency sources, the growth in the use of recycled materials and the recognition achieved through the CDP assessment demonstrate the soundness of the strategy we are implementing. In a rapidly evolving global scenario, we continue to view sustainability as a key driver of competitiveness, innovation and attractiveness. For this reason, we remain firmly committed to our journey towards net zero by 2040, engaging the entire value chain and further strengthening our commitment to people, customers, partners and the communities in which we operate.”

Comments (0)

ADD COMMENT

Link Copied!