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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The Tyre Recovery Association (TRA) has warned that UK’s circular economy goal will remain out of reach if waste tyre processing continues to move abroad. Environment Agency data shows enhanced verification measures introduced last October have a compliance rate below two percent, a figure the TRA described as deeply concerning. Without a fundamental shift in policy and enforcement, a closed-loop system cannot be realised.

Exporters are systematically ignoring the new rules. Of 4,189 waste tyre shipments since 1 October 2025, only 54 post-shipment forms were completed correctly, a compliance rate of just 1.3 percent. The vast majority of UK’s annual 300,000 tonnes of tyre exports end up at illegal batch pyrolysis plants in India. The TRA called this both an environmental failure and an economic loss, as the UK ships abroad the very feedstock needed to power its own circular economy.

While the UK treats waste tyres as a disposal problem, the domestic sector holds 150,000 tonnes of licensed but idle processing capacity. The TRA argued that with enforceable regulation and proper oversight, the industry could expand significantly, creating skilled jobs and generating high-value secondary materials at home instead of losing them overseas.

Shredding tyres reduces environmentally harmful disposal and unlocks new value streams. Shredded tyres are strategic feedstock for sustainable aviation fuel, advanced continuous pyrolysis, recovered carbon black for new tyre manufacturing and rubberised asphalt for long-life roads. The TRA urged immediate regulatory action to stop uncontrolled exports and activate dormant domestic processing capacity without further delay.

Peter Taylor OBE, Secretary General, Tyre Recovery Association, said, “The Environment Agency’s transparency is very welcome, but the figures are an indictment of those tyre export brokers who continue to operate without conscience. To see a compliance rate of just 1.3 percent is ultimately depressing, these measures are a long way off having any meaningful impact.

“New measures need to be introduced so that EA can fulfil their statutory duty; until then, the export chain simply continues to abuse their goodwill. We must face the hard reality. Shred is the only immediate route to a circular economy and sustainable future for British operators. Unless we mandate that tyres must be mechanically processed into shred before they leave our shores, we will continue to fuel pollution abroad while our domestic recycling assets wither.

“Our neighbours and competitors are realising the opportunity from secondary materials. We continue to export the UK’s future in the back of shipping containers, while the rest of the world builds a circular economy. If the UK does not move to a shred-only mandate, we will be left behind.”

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Pirelli has claimed the top position in a recent ranking of the world’s fastest road-legal track tyres, according to the Tyre Reviews platform. The comparison, which evaluated four products available in Europe and North America, crowned the P Zero Trofeo RS as the pinnacle of Pirelli’s road range. The tyre integrates technological solutions derived from the Italian company’s 120 years of motorsport experience at the highest levels.

During dry handling tests, the P Zero Trofeo RS set the fastest lap time and was described as clearly superior. Tester Jonathan Benson noted he had to recalibrate his braking points twice due to unexpectedly high grip levels. The tyre enabled quick and precise turn-in, earlier throttle application and immediate traction on corner exits, with the front axle delivering strong grip and confidence. It also ranked first in dry braking with the shortest stopping distance.

Consistency of performance under demanding conditions was another standout feature, confirming the product’s ability to maintain high performance over time. These results were reinforced by a separate test from Auto Bild Sportscars, which compared five road-legal semi-slick tyres. There, the P Zero Trofeo RS also secured first place with an ‘Exemplary’ rating thanks to best-in-class dry performance and long-distance consistency.

Designed for track use yet approved for road driving, the P Zero Trofeo RS was originally developed for original equipment and is now available on the replacement market. It brings Pirelli’s expertise from bespoke fitments for high-performance prestige and premium models to all customers. While conceived to maximise vehicle performance on the track, Pirelli engineers have also ensured a high level of safety on wet surfaces.

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Sun Auto Network has expanded its footprint in the Midwest through two strategic moves: the opening of a new Plaza Tire Service in Owensboro, Kentucky, and the acquisition of two Checkpoint Tire & Service locations in Illinois.

The Kentucky addition marks the 89th Plaza Tire Service overall and the eighth within the state, broadening regional access to automotive care. Meanwhile, the Illinois acquisitions include one Checkpoint Tire & Service location and one Checkpoint Express Lube Center, bringing Sun Auto’s total presence in the state to 15 sites. The Checkpoint additions specifically introduce express oil changes and maintenance services, offering faster and more convenient options alongside complete vehicle care.

Both the Kentucky and Illinois locations now operate under Sun Auto’s Driver Commitment, which emphasises clarity, confidence and customer care. They also benefit from the company’s scaled network advantages, including a Price Match Guarantee, access to leading tyre brands, round‑the‑clock online appointment scheduling, digital vehicle inspections, nationwide warranties and a full range of services such as tyre replacement, alignments, brakes, batteries and preventative maintenance.

Rob Kingery, Regional Vice President, said, "Growth is focused on strengthening the markets we already serve and improving access to dependable automotive care. These additions build on that approach, bringing greater convenience and service capabilities to the communities we support."

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Goodyear Racing Eagle tyres emerged as the central strategic battleground in the LMGT3 class during the FIA World Endurance Championship’s season-opening 6 Hours of Imola. The Italian circuit’s notably smooth asphalt led to unexpectedly low tyre degradation across the six-hour race, which allowed teams to experiment with varied tactical plans rather than following a single, predictable approach. Under this season’s increased tyre allocation rules, teams enjoyed greater flexibility, although not every squad chose to use its full supply.

The performance and consistency of the Goodyear Racing Eagle Medium compound proved decisive, with most teams minimising pit lane time by double- or triple-stinting their tyres. However, a minority of competitors opted for a contrasting strategy, fitting fresher Goodyear Racing Eagle tyres more frequently. Crucially, the durability of the Medium compound ensured that both approaches remained competitive, resulting in a wide array of live strategies unfolding simultaneously across the LMGT3 field.

The FIA World Endurance Championship resumes with the TotalEnergies 6 Hours of Spa-Francorchamps from 7 to 9 May 2026. Over the same weekend, Goodyear Racing Eagle tyres have also been in action at Kansas Speedway in the NASCAR Cup Series and NASCAR O’Reilly Auto Parts Series, as well as at Donington Park for the British Touring Car Championship season opener.

Stephen Bickley, Goodyear Endurance Programme Manager, said, “In the first half of the race, we saw several teams double stinting the unloaded left-hand side, but changing their right-hand side tyres at every stop. But as the race progressed, some teams began to double-stint both sides. This meant that teams that had only changed the right-hand side at the previous stop were onto their third stint with the left-hand tyres. Across the field, we saw some teams stop as little as five times during the race, and some as many as eight, emphasising the range of different strategies teams employed.”

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