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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Hankook Tire has formally launched a major national research initiative at its advanced Hankook Technodome facility in Daejeon. The kick-off gathering took place on 4 June to begin work on a project titled ‘Development of Tire Manufacturing Technologies Using Sustainable Materials’, which falls under the Ministry of Climate, Energy and Environment’s 2026 Environmental Technology Development Program.

The core objective of this undertaking is to accelerate South Korea’s transition to a circular economy by deriving high-grade recycled inputs from discarded tyres. Two parallel tracks of research involve creating premium reclaimed materials from waste rubber and establishing manufacturing processes that rely on sustainable components. Hankook Tire has been a driving force in this field since 2023, leading the domestic Tire-to-Tire consortium, and has already brought to market the iON GT, an electric vehicle tyre composed of over 70 percent sustainable content.

Participation in this government-backed programme allows Hankook to broaden its existing private sector work into a larger cooperative framework that includes universities, research bodies and industry partners. The company intends to strengthen its ability to adapt to evolving environmental rules while making its raw material supply chains more resilient. The project consortium brings together 11 entities, with M&B Green Earth acting as the lead institution alongside Kumho Petrochemical, HS Hyosung, Solvay, KRICT, KAIST and several other academic and technical organisations.

Hankook Tire ultimately targets the commercial release of next-generation, low-carbon tyres containing more than 85 percent sustainable materials and capable of cutting carbon emissions by over half. The project will also allow for large-scale validation of the domestic Tire-to-Tire circular model through product demonstrations and integrated performance assessments. Further demonstrating its commitment, the company recently attended the April launch of the Eco-design Forum, where industry players discussed compliance with the EU Ecodesign for Sustainable Products Regulation.

Bonhee Koo, Head of the R&D Innovation Division at Hankook Tire, said, “This national R&D project presents a meaningful opportunity to bring together the expertise of leading industry, academic and research institutions. Through close communication and collaboration among all participating organisations, we will strive to deliver tangible outcomes that contribute to strengthening competitiveness in the global market.”

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American tyre brand General Tire has officially widened its all-terrain product family by unveiling the Grabber AT3 Plus, a new all-season tyre engineered for unpredictable weather and rugged off-road use. The launch addresses the rising popularity of both traditional 4x4 vehicles and the rapidly expanding sport utility vehicle segment, offering a single solution that balances highway driving with trail capability.

When measured against the previous model, the latest Grabber delivers superior snow traction and enhanced wet-road grip thanks to a thoroughly reengineered tread design that visually signals its off-road intentions. Durability remains a priority, as both the compound and tread pattern have been optimised for harsh conditions while still providing precise handling and reduced cabin noise. The tyre is built for year-round use on pavement and dirt, and every available dimension bears the three-peak mountain snowflake symbol, ensuring legal compliance for winter driving across numerous countries.

Upon its release, the Grabber AT3 Plus will be offered in rim diameters ranging from 15 to 22 inches, widths between 195 and 315 millimetres and aspect ratios of 80 down to 40 percent. Certain sizes carry LT identification along with LRD and LRE load ratings, making them suitable for heavy-duty applications, while speed ratings can reach up to 240 kilometres per hour. To achieve its balance of toughness, grip and ride quality, General Tire integrates three proprietary systems: TracGen for loose-surface traction and on-road precision, Comfort Balance for smooth rolling and noise reduction and DuraGen for cut-resistant tread blocks and stone bumpers.

A rugged sidewall with a pronounced shoulder, clear tread markings and logo detailing gives the tyre an assertive appearance that complements modern SUVs and off-road vehicles. Depending on the dimension, the Grabber AT3 Plus earns a C grade for wet braking, a B for noise emissions and most commonly a D for rolling resistance.

Matthias Bartz, Business Development Manager – EMEA, General Tire, said, “Our R&D department has achieved a remarkable feat in further developing the leading Grabber AT3. The Grabber AT3 Plus delivers improvements across all key performance areas – without any compromises.”

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Michelin North America, Inc. is participating once again in a special journey to transport World War II veterans to Normandy, France, in observance of the 82nd anniversary of D-Day. The initiative is carried out in collaboration with the Best Defense Foundation and Delta Air Lines, reflecting a unified effort to preserve the memory of veteran courage and sacrifice through direct, intergenerational experiences rather than solely through historical texts.

A charter flight carrying the veterans departed on 2 June, accompanied by caregivers and volunteers from the partner organisations. Over the course of a nine-day stay, the group will attend commemorative ceremonies and celebrations marking the anniversary. The Best Defense Foundation views the journey as not merely a commemoration but a meaningful opportunity for connection.

This year’s programme again includes students selected through the Best Defense Foundation’s NextGen initiative, who travel alongside the veterans as escorts and witnesses. From Omaha Beach to Pegasus Bridge and Carentan, the students will explore historic sites with those who lived through the events, ensuring that the stories of service members are passed on with authenticity and respect.

The collaboration among Michelin, the Best Defense Foundation and Delta Air Lines began in 2021 and has brought veterans back to France each year since the 78th anniversary in 2022. Michelin’s historic link to D-Day dates to spring 1944, when the 1939 Michelin Guide’s detailed maps were reprinted by Allied commanders to aid navigation in France. The company later produced additional maps for Allied advances, earning formal recognition from Allied Forces, and continues that legacy today through acts of remembrance and return.

Matthew Cabe, President and CEO, Michelin North America, Inc., said, “It is deeply meaningful and humbling for Michelin to stand alongside these veterans in Normandy. Supporting this initiative is one way we demonstrate our deep gratitude for these heroes and ensure the significance of their service is carried forward for generations to come.”

Bob Somers, Senior Vice President – Global Sales, Delta, said, “As we mark the fifth year of the Normandy Legacy Flight, we are reminded that carrying forward a legacy of this magnitude requires partners who share not only our values but a deep sense of purpose and responsibility. We are profoundly grateful for our partnership with Michelin, whose steadfast commitment and collaboration make this mission possible year after year. Together, we are honoured to pay tribute to our nation’s greatest heroes by preserving their legacy, honouring their sacrifice and ensuring their stories endure for generations to come.”

Donnie Edwards, Founder, Best Defense Foundation, said, “Michelin's commitment to this mission goes beyond sponsorship. It is a shared belief that the men and women who fought for our freedom deserve to be remembered, honoured and heard. Because of partners like Michelin, we are able to bring veterans back to the places that shaped history and ensure their stories live on in the people who will carry them forward.”

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Goodyear is set to field its most ambitious endurance racing effort to date at this weekend’s 24 Hours of Le Mans. A total of 44 cars spread across the LMGT3 and LMP2 classes will take on the famous French circuit, all riding on Goodyear Racing Eagle tyres. The event marks a significant milestone for the tyre manufacturer as it supplies nearly three-quarters of the entire starting grid.

In the LMGT3 category, all 25 entrants will rely on the familiar Goodyear Racing Eagle medium compound in dry conditions, switching to a specially developed wet tyre when rain arrives. For the 19 LMP2 machines, competitors from series such as the European Le Mans Series and their counterparts in North America and Asia will have access to an updated Eagle medium slick. That tyre first appeared at Le Castellet last season before making a strong impression at La Sarthe a month later.

Tyre management is expected to shape race strategy across both highly competitive classes. Goodyear engineers point to the possibility of some drivers completing up to four consecutive stints on a single set of slicks, a distance roughly equal to two Formula 1 Grands Prix. With regulations capping any single driver’s continuous running at four hours, equivalent to around 44 laps or 600 kilometres, last year’s dry conditions saw teams in both categories exceed that distance on one set of tyres.

More than 7,000 tyres and a team of over 100 specialists, including fitters, engineers and support staff, have been deployed to manage Goodyear’s largest endurance racing operation. Each entry receives a dedicated track support engineer. Above the circuit, the Goodyear Blimp will offer aerial experiences for guests and media, while a fan zone on the ground showcases the link between racing and the brand’s Eagle tyre range. Goodyear Racing Eagles are also competing this weekend at Pocono Raceway in NASCAR and at Bristol Dragway for the NHRA Thunder Valley Nationals.

Stephen Bickley, Goodyear Endurance Programme Manager, said, “Le Mans presents challenges unlike anything else in endurance racing because conditions constantly change across the 24 hours. Teams often face huge swings in track and ambient temperatures between day and night, while safety cars and slow zones can cool tyres before drivers are thrown straight back into racing speeds.

“Our Goodyear Racing Eagle Medium compounds have been developed to have a very wide operating window, giving drivers of varying ability levels confidence throughout the race and across changing conditions. This year we could see teams running up to four consecutive stints on a single set of tyres, meaning our tyres will be able to last longer than the regulations allow drivers to stay in the car.

“Goodyear is proud to be an intrinsic part of one of motorsport’s true jewels in the crown. We always aim to put on a show for fans both on and off-track, and the extreme challenges of Le Mans provide a true opportunity for Goodyear to demonstrate its technology and expertise to a global audience.”

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