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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CEAT reported a 26 percent year-on-year increase in consolidated revenue to INR 47.62 billion in the second quarter of the 2026-27 financial year, while net profit stood at INR 1.12 billion as higher raw material costs continued to weigh on the tyre maker.

The company’s consolidated earnings before interest, tax, depreciation and amortisation (EBITDA) margin was 9.5 percent, according to its unaudited results for the quarter ended 30 September.

Arnab Banerjee, Managing Director and Chief Executive, said revenue growth was supported by premium segments across business units. He added that the conflict in West Asia had kept raw material costs high, prompting the company to tighten cost controls.

CEAT expects to deliver double-digit revenue growth in the second half of the financial year, alongside further price increases, Banerjee said.

On a standalone basis, revenue rose 23 percent year on year to INR 45.48 billion. EBITDA margin was 10.14 percent, while net profit reached INR 1.64 billion.

Kumar Subbiah, Chief Financial Officer, said commodity costs were expected to remain elevated in the third quarter. The company would continue to pursue measured price increases and improve its product mix to manage cost pressures.

Subbiah said debt increased during the quarter, largely because of capital expenditure of close to INR 4.9 billion to expand capacity in areas with high utilisation, as well as dividend payments.

He added that CEAT would maintain financial discipline while investing to meet demand and support profitable growth.

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Michelin has strengthened its retail presence in India by launching two Michelin Tyres & Services outlets in Delhi, located in Dwarka and Karol Bagh. The openings make Michelin's premium tyre range, including the Made-in-India Primacy 5, accessible to customers in west and central Delhi, alongside professional fitment and tyre care. The Dwarka facility was inaugurated by Benjamin Coesnon, Marketing Director India.

The Dwarka outlet, operated with Excellent Tyres, covers 1,500 sft and caters to one of Delhi's largest planned residential sub-cities and its expanding south-west corridor. Excellent Tyres, established in 1994, brings over 30 years of experience in the capital's tyre trade. Meanwhile, the Karol Bagh store, run with Rana Tyres, spans 1,000 sft in a prominent automotive trade hub. Founded in 1977 and now led by its third generation, Rana Tyres contributes nearly five decades of technical knowledge and a loyal clientele.

The expansion reflects Michelin's sustained commitment to India. Its distribution network now exceeds 800 points of sale, while over INR 28 billion has been invested in the Chennai manufacturing plant. A further INR 6.86 billion went into a passenger car tyre line that now produces the Primacy 5 for Indian buyers. The new stores aim to deliver safer, more durable and higher-performing mobility.

Shantanu Deshpande, Managing Director, Michelin India, said, " Delhi is one of the largest premium car markets in the country. Expanding our presence in Delhi will provide accessibility to today's customers and serve the next wave of premium car owners. With the Made-in-India Primacy 5 now available at these stores, customers in the capital can get Michelin's globally benchmarked safety and longevity, backed by expert service from trusted partners. India remains a key growth market for Michelin, and Delhi is central to how we continue to build our presence."

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Pirelli has completed the renewal of its winter range with the Scorpion Winter 3, a tyre developed for SUVs in cold-weather conditions. That segment now accounts for more than half the global market and brings distinctive traits, notably greater weight and a higher centre of gravity, which demand dedicated internal structures and tread patterns.

The result is a tyre balancing performance across the many conditions of winter, from snow and wet roads to dry asphalt. It overcomes a traditional winter tyre compromise, giving SUV drivers consistent strength even in demanding situations, a claim already supported by a first independent test that ranked it best among its competitors. At launch, every size carries an A wet-grip rating on the EU tyre label, with noise between classes A and B. For the growing electric and plug-in hybrid portion of this segment, Pirelli also offers Elect technology, engineered specifically for those powertrains.

Development began with how tyres behave under heavy loads. The contact patch was redesigned to optimise pressure peaks, critical for mileage and even wear on heavy vehicles. This produced the generation's first major innovation: as the tread wears, the active edges within the contact patch, and therefore snow and wet grip, stay consistent over time. A dedicated carcass and tread design were likewise engineered for high vehicle weights.

The tread geometry adopts several Cinturato Winter 3 solutions, that tyre having recently won a test by the independent German association ADAC. These include a zigzag central groove for water evacuation and lateral snow grip, patented Snow Keeper Teeth that retain snow in the grooves to exploit snow-on-snow contact, and a high void ratio that aids snow and wet performance while countering aquaplaning. SUV-specific additions include stiffer tread blocks for handling and wear resistance under load, plus calibrated sipe density to preserve dry-road behaviour.

The compound draws on P Zero Winter 2 experience, using specific polymers such as Dual-Core Polymer, whose dual mechanism improves grip across conditions, while plasticisers broaden the operating temperature range. Engineers at Bicocca made extensive use of advanced Virtual Development techniques, simulating variables for precise results while cutting development time and prototypes, and driving simulators from static to dynamic helped target dry handling and enjoyment. The Pirelli Sottozero Center in Swedish Lapland enabled year-round snow and ice testing, partly indoors.

Launching in 30 sizes from 18 to 22 inches, the tyre offers Elect technology, which can raise electric and plug-in hybrid range by up to 10 percent, the Pirelli Noise Cancelling System that reduces perceived cabin noise via internal sound-absorbing material and Seal Inside for pressure retention after external punctures. It joins the Scorpion family begun in 1986 for high-riding vehicles and first fitted to the Lamborghini LM002, now spanning summer, winter and all-season road and off-road products with a strong original equipment focus. It adds to more than 1,200 homologations, including bespoke work for Aston Martin, Porsche, Lamborghini, Lotus, Audi, BMW, JLR and NIO. With winter tyre or snow chain rules starting 15 November, it completes a Winter range fully renewed over two years, alongside P Zero Winter 2 and Cinturato Winter 3.

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Tyres Europe has joined 44 European organisations in backing a joint statement spearheaded by European Metals, which urges EU Member States to endorse a more rapid and robust application of the bloc’s trade defence arsenal. The statement advocates for extra personnel within DG TRADE’s trade defence units and greater reliance on existing instruments while pressing the Commission to introduce a fresh policy toolkit targeting state-driven market distortions.

For the tyre industry, these concerns carry direct consequences. European tyre production remains capital-intensive, encompassing over 70 plants, including retreading operations, alongside roughly 20 research and development centres. Of the 398 million tyres newly fitted across the EU in 2024, approximately 40 percent originated beyond the Union’s borders. In recent tyre proceedings, trade patterns evolved more swiftly than the EU could respond, both prior to and following the imposition of measures.

On 5 October, Tyres Europe published its position paper, ‘Towards a more effective EU Trade Defence Policy’, outlining its recommendations. Mirroring the joint statement, the paper requests additional resources for DG TRADE and advocates launching work on a new instrument designed to tackle systemic distortions.

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