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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Michelin has introduced its first tyre engineered specifically for the new generation of wide body trucks, bringing its established safety and performance standards to a segment traditionally served by Tier-3 products. The MICHELIN XDR Wide Body Truck is positioned as a premium offering for mining fleets, built to handle high loads and speeds while delivering robustness and puncture resistance in demanding mining environments.

Wide body trucks are gaining global traction in mining because they strike an appealing balance among payload capacity, safety and acquisition cost. Michelin developed and launched the new fitment in under two years by combining intensive field analysis with agility, responding to mining customers’ needs for safety and productivity. The tyre also supports fleets moving towards more efficient and increasingly electrified haulage solutions, addressing demands for safety, productivity and operating cost control.

Safety remains paramount in mining, where a tyre failure can seriously affect personnel, equipment and operational continuity. The new tyre therefore features an innovative casing fully reinforced with thick steel cords, enabling it to carry 12 tonnes (26,786 lbs) per tyre at a recommended pressure of 9-bar (130 PSI) – significantly lower than typical market recommendations, which helps reduce blowout risk.

The MICHELIN XDR Wide Body Truck sustains heavy loads at continuous speeds, supporting productivity during intensive duty cycles. It offers strong traction, particularly on soft or muddy ground, while its robust tread compound resists damage, provides excellent grip and extends service life, optimising total cost of ownership. These qualities help cut unplanned downtime and maintenance costs, improve equipment availability and maximise material haulage volumes. The tyre launches worldwide in its first size, 16.00 R25, on 1 November 2026, with additional sizes to follow.

Kevin Maleterre, Director – Michelin Beyond Road, said, “Wide body trucks are playing an increasingly important role in mining operations. With the MICHELIN XDR Wide Body Truck, we are applying our expertise in mining applications to this new generation of vehicles, with a clear aim: to help our customers combine safety, productivity and the development of their fleets.”

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Tegeta Green Planet recently participated in youth forums held across five Georgian cities – Mestia, Telavi, Gori, Kutaisi and Zugdidi – as part of the Eco Awards School Competition. The events gave young people a platform to exchange knowledge on environmental issues, explore new ideas and discuss green initiatives.

Alongside the discussions, display areas devoted to Tegeta Green Planet and Amboli introduced visitors to the two organisations' work, their approach to handling waste and their sense of environmental duty. Guests stopping by the Tegeta Green Planet section heard about the company's core operations, the thinking behind Extended Producer Responsibility (EPR) and why the circular economy matters.

A varied programme kept participants engaged, with educational games and hands-on exercises built to sharpen their grasp of environmental questions and push them to put what they learned into practice. International specialists and invited speakers also addressed the forums, drawing on their own experience to examine ecological difficulties and possible remedies.

Organised to deepen environmental consciousness among the young and advance sustainable development, the Eco Awards School Competition drew 280 pupils and 100 teachers from 24 public schools throughout Georgia. It operates with backing from the European Union and the United Nations through the Circular Economy Promotion Programme. For Tegeta Green Planet, reaching young audiences is central to building a lasting sense of responsibility, with sound waste practices, resource reuse and circular economy principles at the heart of its efforts to drive long-term change.

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Discount Tire has released a new list of the longest-lasting light truck and SUV tyres, drawing on tyre life data from Treadwell, the company's tyre recommendation tool available to all consumers. Treadwell is powered by millions of real-world tyre mileage and tread depth readings along with independent testing at Treadwell Research Park.

The list identifies 10 tyre models for light truck and SUV drivers that exceed a 70,000-mile median lifespan under normal driving conditions. Every tyre carrying a listed limited treadwear warranty also surpasses its manufacturer warranty by more than 10,000 miles.

According to the U.S. Department of Transportation, American drivers average 13,400 miles per year. On top-performing tyres, a light truck or SUV owner could gain an extra year or more before needing a tyre change. Treadwell's aggregated lifespan figures reflect drivers who properly maintain their tyres, including regular rotations and wheel alignments, with median values collected to 2/32-inch tread – generally considered, and in some states legally mandated as, the minimum viable tread depth. Actual results may vary based on driving location and habits, such as regular highway or all-terrain use.

Discount Tire developed Treadwell using decades of data and independent testing to deliver a hassle-free tool offering personalised tyre recommendations based on where, what and how drivers drive. More than 20 million people used Treadwell online and in stores in the past year.

Dr John Baldwin, Chief Product and Technical Strategist, Discount Tire, said, "If you're driving a light truck or SUV and prioritise getting additional miles of safe driving out of your tyres, Treadwell can be a source of unbiased advice. Our goal is always to be there for our customers when and where they need tyres, which is why Treadwell is available online and used each day in our stores to empower drivers to find the best tyres for their vehicle."

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Plaza Tire Service, a prominent tyre and automotive service provider in the Midwest and member of the Sun Auto Network, has expanded its footprint with a new store in Mattoon, Illinois. The addition strengthens the company's presence in the state and offers drivers throughout Central Illinois improved access to trusted tyre and vehicle maintenance services.

The Mattoon location provides motorists with a convenient destination for tyres, preventive maintenance and automotive repair. Customers can choose from an extensive inventory of leading tyre brands while accessing a full range of services, including oil changes, brake service, batteries, alignments, steering and suspension repair and other routine maintenance.

Plaza Tire Service emphasises selection, convenience and value through its Price Match Guarantee and signature 4 Tires in 1 Hour Guarantee, with broad in-stock inventory available for same-day installation. Founded in Missouri in 1963, the company has become one of the Midwest's largest tyre and automotive service providers, operating across five states while combining regional heritage with the resources of the more than 600-location Sun Auto Network.

Rob Kingery, Regional Vice President, Sun Auto Tire & Service, said, "We're excited to bring Plaza Tire Service to Mattoon and introduce more drivers to the convenience, value and trusted service that have defined our brand for more than 60 years. This location allows us to serve the community with the tyre expertise, same-day service and comprehensive automotive care that customers have come to expect from Plaza Tire Service."

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