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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Sri Trang Agro-Industry Public Company Limited (STA) has secured Platinum recognition from EcoVadis, the highest distinction awarded by the sustainability ratings provider, placing the natural rubber leader among the top one percent of assessed companies globally. The accolade reflects STA's exceptional management standards and its dedication to pursuing business growth alongside environmental and social responsibility across its entire value chain.

The recognition was addressed by Chief Executive Officer Veerasith Sinchareonkul, who characterised Platinum as a significant milestone in STA's drive to embed sustainable practices throughout its operations. He noted that the company's efforts span continuous improvements in corporate governance, ethical conduct, environmental stewardship, respect for labour and human rights and responsible procurement and supply chain development, all aimed at creating shared value and fostering long-term stakeholder confidence.

EcoVadis, an internationally recognised provider of business sustainability assessments, evaluates management performance across four themes: Environment, Labour & Human Rights, Ethics and Sustainable Procurement. STA's top-tier result underscores its progress in integrating sustainability into operations and reinforces its role as a responsible business partner, while the company remains focused on raising operational standards, strengthening its value chain, supporting quality of life and safeguarding natural resources to build a foundation for lasting growth and a sustainable future for the natural rubber industry.

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Pirelli has entered a three-year agreement with Netcompany INEOS, beginning in 2027, that will make the Milan-based manufacturer the Official Tyre Partner of one of professional cycling’s most prestigious teams. The partnership rests on a shared commitment to performance through innovation, technological progress and close attention to details capable of influencing final results.

Ahead of the collaboration, two Pirelli tyres underwent technical assessment. The PZERO RACE SL-R is a road tyre focused on aerodynamics and rolling efficiency, engineered to reduce aerodynamic drag and rolling resistance in fast racing and high-speed conditions. The PZERO RACE RS was developed to balance rolling efficiency, grip, protection and predictable cornering, giving riders confidence and stability across varied road surfaces, racing situations and weather.

The team’s bike, fitted with Pirelli tyres, is being displayed at the Pirelli stand during Rouleur Live in London from today until Saturday 14 November. The partnership will centre on developing and evaluating technical solutions suited to WorldTour cycling, where efficiency, reliability and performance must work together across conditions ranging from Grand Tours to the five Monuments.

Netcompany INEOS riders’ technical feedback will support product development and validation, with Pirelli technicians working alongside the team’s engineers and research and development management and integrating road data into outdoor testing protocols. The collaboration also reflects both organisations’ focus on marginal gains, with the tyre treated as a key part of the rider-and-bike system. Pirelli’s patented PAAS technologies are cited as helping address trade-offs such as rolling resistance versus grip. Pirelli tyres are due to race on the team’s Pinarello bikes at the Santos Tour Down Under from 16 January 2027.

Aldo Nicotera, Head of Moto & Cycling Business, Pirelli, said, “At the highest level of sport, success depends on a constant search for technological solutions that can deliver ever-greater performance. This is an approach we know well and one we are now bringing to our collaboration with Netcompany INEOS. We share the belief that optimising every detail can make a difference and contribute to outstanding results, together with an unwavering focus on innovation, quality and precision. We will have the opportunity to work alongside world-class technical staff and athletes, making the most of this exchange and gathering valuable insights to drive the ongoing development of increasingly advanced tyres that meet the needs of both professional riders and cycling enthusiasts.”

Geraint Thomas, Director of Racing, said, “Pirelli bring a huge amount of technical expertise and a real commitment to innovation, so it's exciting to have them working closely with our riders and performance team. It's not just about the equipment we race on, but how we can work together to keep developing. So, we're really looking forward to building that relationship and seeing what we can achieve together.”

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Plaza Tire Service, a prominent tyre and automotive service provider across the Midwest and a member of the Sun Auto Network, has expanded its footprint in central Missouri with a newly opened store in St. Robert. The location sits along the historic Route 66 corridor, offering local motorists a dependable option for tyres, preventive maintenance and vehicle repair.

The St. Robert facility stocks a broad selection of leading tyre brands and provides a comprehensive range of services, from oil changes and brake work to batteries, alignments, steering and suspension repair and other routine maintenance. Customers also benefit from the company's Price Match Guarantee and its signature 4 Tires in 1 Hour Guarantee, with same-day installation available on many purchases, allowing drivers to minimise downtime and get back on the road quickly.

Founded in Missouri in 1963, Plaza Tire Service has become one of the Midwest's largest tyre and automotive service providers, operating locations in Missouri, Illinois, Kentucky, Arkansas and Indiana. The company pairs its regional heritage with the resources and scale of the more than 600-location Sun Auto Network, reinforcing its presence in central Missouri through the new St. Robert store.

Rob Kingery, Regional Vice President, Sun Auto Tire & Service, said, "For more than 60 years, Plaza Tire Service has focused on making tyre and automotive care easy for our customers. We're proud to bring that commitment to St. Robert and support drivers with fast service, trusted expertise and a team dedicated to keeping vehicles road-ready."

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TyreSafe has entered an official partnership with BLT Driver Training, the driver training division of the Blue Lamp Trust. The UK charity, which works to raise awareness of tyre safety, said the collaboration reflects a joint commitment to road safety and to helping motorists make better-informed decisions. The tie-up connects BLT Driver Training's work with TyreSafe's broader mission and impact.

The new partner delivers professional driver education, training and assessments intended to raise driving standards and protect passengers, drivers and other road users. Its services span taxi and private hire training, fleet driver development, safeguarding and disability awareness courses and a Mature Drivers Confidence Builder Course. It works with licensing authorities, businesses, fleet operators and individual drivers; as a not-for-profit, it supports the Blue Lamp Trust's charitable work helping older and vulnerable people stay safe.

Collaboration will initially concentrate on three areas: taxi and private hire vehicles (PHVs), mature drivers and fleet safety. Drivers in the taxi and PHV sector cover high mileages on demanding schedules, and the partners will examine ways to embed TyreSafe's taxi-focused campaign materials into training and communications so that pressures, condition and tread depth receive greater attention. For mature motorists and their families, the organisations hope to develop accessible, practical resources that prompt regular tyre checks and informed choices supporting safe driving and independence. Fleet safety will be pursued through TyreSafe's November campaign, with both parties looking at how to share guidance on maintenance, inspection procedures and safety-conscious fleet management.

Bringing together BLT Driver Training's educational expertise and TyreSafe's specialist tyre knowledge, the partnership aims to put practical road safety advice within reach of more people and build safer habits across a range of road users. The two organisations believe the collaboration will help drivers and operators treat vehicle safety as a routine priority while supporting the Blue Lamp Trust's wider charitable mission.

Stuart Lovatt, Chairman, TyreSafe, said, “We warmly welcome BLT Driver Training as a TyreSafe partner. Improving road safety requires a joined-up approach, combining driver skills and awareness with the condition and maintenance of the vehicles they use every day. By working with an organisation that shares our commitment to practical education and safer journeys, we have a real opportunity to reach more drivers, support fleet operators and help people understand the simple checks that can make a difference. We’re particularly excited about exploring resources for mature drivers and their families, as well as working together to promote tyre safety among taxi and private hire drivers and across the wider fleet sector.”

Emma Burt, CEO, Blue Lamp Trust, said, “We’re delighted to be working with TyreSafe to help improve road safety and driving standards. At BLT Driver Training, we believe that effective education gives drivers the knowledge, skills and confidence to make safer decisions, and vehicle maintenance is an essential part of that picture. This partnership offers exciting opportunities to bring practical tyre safety advice into our training and communications, from supporting taxi and private hire drivers to helping mature motorists and their families have constructive conversations about vehicle safety and maintenance. We look forward to working with TyreSafe to develop useful resources and initiatives that help protect drivers, passengers and the wider community.”

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