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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Making a powerful debut at the 2025 SEMA Show in Las Vegas, Doublestar Tire captivated the global automotive industry with a display of innovative products. This premier event for customisation and accessories, which attracts top enterprises and professionals from over 130 countries, served as the ideal platform for the company to demonstrate Chinese manufacturing and technological advancement. Doublestar’s booth, emphasising high performance and green technology, became a central hub for visiting partners and industry experts.

The company’s strategy was precisely tailored to the specific demands of the American market, focusing on tyres for popular pickup trucks and SUVs used for long-distance highway travel. Key products included the Wildpuma AT10, noted for its exceptional wet grip and stable handling, and the durable, wear-resistant TBR tyre DLS918, designed for extended mileage. The vibrant on-site response saw numerous clients expressing strong collaborative interest, with Doublestar affirming its commitment to deepening its market presence in the United States.

Beyond simply meeting existing market needs, this successful appearance at SEMA proved Doublestar’s advanced capability to proactively identify and co-develop products that create new customer demand. The event ultimately served as a definitive demonstration of the brand's strength and its readiness to compete directly with leading international tire manufacturers on the global stage.

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German tyre major Continental Tires has inaugurated a new Continental Premium Drive (CPD) dealership in Indore, Madhya Pradesh. The new outlet, operated by Tyre Tune Up, strengthens Continental’s retail presence in central India.

The new CPD store, spread across 3,000 sqft, is located in Mechanic Nagar, Indore. It is designed as a one-stop destination offering Continental’s premium tyre portfolio alongside advanced services such as computerised wheel alignment, precision wheel balancing, nitrogen inflation and premium alloy wheels.

Indore was chosen for its status as a commercial and cultural hub with an expanding vehicle base, aligning with Continental’s expansion strategy. Tyre Tune Up has been a part of Indore’s automotive journey since 1956.

Samir Gupta, Managing Director, Continental Tires India, said, “With this new CPD store in Indore, we are bringing Continental’s promise of safety, innovation, and driving comfort closer to customers in Madhya Pradesh. India is a key growth market for us, and through our ‘In the Market, For the Market’ approach, we continue to expand our retail network and strengthen customer connections across the country.”

Rafique Khan, Owner of Tyre Tune Up, said, “Tyre Tune Up has been a part of Indore’s automotive journey since 1956, and our partnership with Continental allows us to deliver global standards of quality locally. This CPD outlet will not only provide premium products but also ensure a seamless service experience that our customers have come to expect over the decades.”

Continental recently announced a strategic investment of approximately INR 1 billion in India to strengthen and expand its Passenger and Light Trucks business in the country.

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Steelastic LLC, part of the HEICO Companies, has officially announced a new strategic partnership with PT Pelita Esa for Indonesia. In this capacity, the company has welcomed Evan Soerjaatmadja as its official agent for the region.

With over 15 years of experience in the tyre industry, Soerjaatmadja is a respected professional known for his work with PT Pelita Esa Wanua and his representation of Bartell, a member of the HEICO Group. He will now collaborate closely with Hemant Agrawal, Steelastic’s Business Development Manager, to bolster customer support and strengthen the company's market presence throughout South Asia. Steelastic anticipates that this partnership will yield substantial new opportunities for its customer base.

The company statement read: “Going forward, Soerjaatmadja will work closely with Hemant Agrawal, Steelastic’s Business Development Manager, to enhance customer support and strengthen Steelastic’s presence across South Asia. We look forward to this partnership and the new opportunities it will create for our valued customers.”

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The Sailun Ice Blazer Alpine 2 tyre in size 205/55 R16 94H XL has proven itself a formidable competitor in the winter tyre market, as confirmed by rigorous independent testing from TÜV SÜD. The examination, which pitted the Sailun tyre against four rival European products across 12 different disciplines, resulted in the tyre being awarded an official seal of approval. This prestigious endorsement officially validates the tyre's strong safety characteristics on wet and dry roads, its low rolling resistance and its quiet operation, with a measured rolling noise of just 69 dB(A).

Performance in key comparative tests was particularly strong, with the Ice Blazer Alpine 2 achieving top-tier results in acceleration, braking and handling on snow, plus braking on both wet and dry roads. This makes it an excellent all-around choice for the common driver seeking a modern, high-performance winter tyre. It delivers essential safety features including reliable grip and precise control on snow and ice, alongside superb braking on wet surfaces and commendable resistance to aquaplaning. Furthermore, it maintains excellent fuel efficiency.

These capabilities are derived from its advanced technical design. An innovative tread pattern and a specialised high-silica winter compound ensure the rubber remains pliable and effective in cold temperatures. The tread features a variably angled ice-gripping pattern at its centre for superior traction on ice and snow, while numerous closely spaced grooves in the shoulder blocks interlock with snow for enhanced control on snow-covered roads. For wet conditions, a directional HydraFlow pattern efficiently channels water away from the tread, promoting strong wet grip. The overall combination of narrower grooves and robust rubber blocks also provides consistent and responsive handling in variable winter weather. Finally, the use of a durable, wear-resistant rubber compound strikes an optimal balance between extended tread life and energy efficiency.

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