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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Apollo Tyres Ltd has launched the Apollo Altrust Winter van tyre, a new addition to its commercial vehicle lineup engineered to deliver extended durability alongside reliable snow and wet-weather traction. Scheduled for European release in July 2026, this winter variant finalises the Altrust family, which already includes the popular summer and all-season iterations.

Developed entirely within Europe, the tyre achieves a top wet grip classification of ‘A’ and a noise rating of ‘B’ at 72 decibels. Offered in 15 size options across 15- to 17-inch rim diameters, the Altrust Winter is designed to accommodate a broad spectrum of vans and light commercial vehicles, including contemporary models such as the Ford Transit, Mercedes Sprinter and IVECO Daily.

Superior handling on snow, ice and rain-soaked roads stems from several engineering innovations. A multi-pitch tread pattern optimises block sizing and spacing for consistent performance, while three-dimensional sipes enhance road biting capability. Additionally, the centre and shoulder lateral grooves have been strategically configured for swift water dispersal, which bolsters wet grip and lessens aquaplaning risks.

For fleet operators, longevity and reduced wear are critical to lowering total cost of ownership. Apollo’s research division formulated a compound with a balanced polymer-and-filler mix to boost abrasion resistance and curb material degradation. Reinforced shoulder tie-bars preserve a stable contact patch under heavy use, promoting even tread wear and sustaining all-weather effectiveness over the tyre’s lifespan. Noise management was also prioritised, with careful tuning of pitch sequences and shoulder block bridges to minimise acoustic output.

Udyan Ghai, Group Head – Marketing, Apollo Tyres Ltd, said, “Our research and development team in Enschede, The Netherlands, spent over two years exploring the needs of van owners and users, creating a winter van tyre that delivers an optimal balance of performance and value. They focused on those attributes that matter most to fleet operators and van drivers: safety, durability and low operating costs. We know that wet-weather performance is becoming increasingly important for operators across Europe, so we are particularly pleased to see the tyre secure an A rating for wet grip.”

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AI mobile data capture company Anyline has reported that approximately 15 percent of tyres inspected across United States during National Tire Safety Week, observed from 29 June to 5 July 2026, registered tread depths below the critical safety threshold of 3/32 of an inch. The analysis was derived from all professional-grade inspections conducted nationwide using the company’s TireBuddy application during that seven-day period.

Industry observers suggest the actual prevalence of unsafe tyres on American roads may be significantly higher, as motorists who voluntarily participate in inspection events typically exhibit greater safety awareness than the general driving population. This self-selection bias implies that the overall percentage of worn tyres among all vehicles likely exceeds the recorded figure.

The data emerges against a backdrop of approximately 11,000 annual tyre-related traffic incidents documented by the National Highway Traffic Safety Administration, many of which involve tyres that showed no prior visible warning signs. National Tire Safety Week was established as an educational initiative to address this gap, given that gradual tread wear remains one of the most easily preventable contributors to highway accidents yet often goes unnoticed by drivers.

On 2 July 2026, Giti Tire collaborated with Anyline to host a complimentary inspection event at its North American headquarters in Charlotte, North Carolina. Participants received an artificial intelligence-powered tread measurement via the TireBuddy app alongside a pressure check, with both metrics compiled into a single visual report. The U.S. Tire Manufacturers Association advises motorists to conduct such evaluations at least once every two months.

William Estupinan, Vice President – Technical Service, Giti Tire, said, “We believe tyre maintenance education is most effective when it's personal. Providing drivers with a tread scan and air pressure reading for their own tyres brings tyre maintenance messages to life in a way that's meaningful and actionable.”

Christoph Braunsberger, CEO, Anyline, said, “Road safety is built from small, routine decisions and few are overlooked as tyre condition. National Tire Safety Week brings that risk into focus and reminds drivers how much a simple check can reveal. Our role is behind the scenes: giving the technicians who carry out inspections a more accurate, consistent way to measure tread depth. Precision like that is what safer roads are built on.”

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The German Rubber Industry Association (wdk) has released its third-quarter member survey for 2026, indicating a slight easing of anxieties regarding raw material availability. Despite this modest improvement in sentiment, the sector continues to grapple with persistently high costs, with no significant financial respite on the horizon.

wdk Chief Economist Michael Berthel addressed the findings, noting that the acute fears of immediate supply bottlenecks have subsided among member companies. However, he underscored that the overall situation remains highly unpredictable, particularly given the ongoing geopolitical tensions near the Strait of Hormuz, which continue to threaten global trade routes.

While the supply of necessary materials is currently stable, the wdk raw material index for a standard natural rubber compound has surged to its highest point in roughly two years. Berthel pointed out that this disconnect between secure supply and unrelenting price levels leaves firms facing a dual challenge, especially in Germany, where elevated energy costs compound the financial strain of expensive inputs.

The association’s report also reveals a bifurcated business climate, with robust international operations contrasting sharply with weak domestic orders. Berthel characterised the overall recovery as fragile, stressing that without substantial government action to reduce energy levies and bureaucratic hurdles, a genuine upturn for the domestic industry remains elusive.

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Hankook Tire, the exclusive tyre supplier for the ABB FIA Formula E World Championship, is set to equip all teams for a historic first in Japan. The 2026 TDK Tokyo E-Prix will mark the series' debut night races, with Rounds 14 and 15 of Season 12 scheduled to start at 20:00 local time on 25 and 26 July.

Tokyo’s presence on the Formula E calendar began in 2024 with the city’s inaugural FIA World Championship race, and it returned as a double-header in 2025. The temporary 2.575-kilometre Ariake waterfront circuit, featuring 18 corners and a mix of straights, technical sections and high-speed combinations, will host the event. Demonstrating a commitment to sustainability, the entire race weekend, including the floodlighting, will be powered by advanced biofuels in partnership with the Tokyo Metropolitan Government.

The unprecedented evening timetable presents a strategic challenge for competing teams. With practice and qualifying occurring during the warmer afternoon, the races will unfold after sunset on a significantly cooler track. This shift demands that engineers not only collect effective data in daylight but also accurately predict tyre behaviour, grip and track temperature evolution as conditions cool towards race time.

Despite the evening start, Tokyo’s intense late-July heat and humidity are expected to persist, placing a premium on the Hankook iON Race tyre’s warm-up characteristics, stable grip and consistent performance. Throughout the weekend, Hankook will also host a booth in the Fan Village, allowing attendees to explore the company’s iON tyre technology and electric vehicle tyre lineup.

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