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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Continental has introduced a special-edition tyre set for the 2026 Tour de France, merging its two most advanced road offerings into a single commemorative package. The release pairs the aerodynamically focused Aero 111 with the endurance-tested Grand Prix 5000 S TR, both dressed in translucent sidewalls and exclusive race insignia that distinguish them from standard production models.

Available only as a bundled pair, the front tyre measures 29 mm while the rear comes in at 30 mm, a configuration aimed at optimising both steering precision and rolling efficiency. This marks the debut of the Aero 111 in a transparent finish, giving riders a visually distinctive option without compromising the tread technology that reduces drag and harnesses crosswind energy for forward momentum.

The front tyre's specialised pattern has already proven effective in competitive settings, including early-season classics, by working in tandem with modern wheel profiles to maintain speed under variable wind conditions. Paired with the Grand Prix 5000 S TR, known for its balance of low resistance and dependable traction, the combination addresses the full spectrum of race-day demands. Both tyres share Continental's BlackChili rubber compound and Vectran reinforcement, supporting tubeless setups as well as hookless rims.

Several professional squads across the men's and women's pelotons, including UAE Team Emirates-XRG, Movistar, Bahrain-Victorious, Decathlon CMA CGM, Groupama-FDJ United and Uno-X Mobility, are slated to use the limited-edition tyres during this year's Tour de France and its female counterpart. Weighing 265 grammes for the front and 305 grammes for the rear, the package delivers a race-ready system that merges aesthetic distinction with field-proven performance characteristics.

Hannah Ferle, Road Product Manager, Continental Tires, said, "With this year's Tour de France Limited Edition, we wanted to bring together two products that represent the very best of Continental road performance. The Aero 111 continues to demonstrate how much untapped performance exists within the tyre itself, while the Grand Prix 5000 S TR remains the benchmark for speed, grip and reliability. Together, they create a unique package worthy of cycling's biggest race."

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Bridgestone Golf has unveiled the latest iteration of its premier ball franchise, the e6 SOFT TREADLINE, which now features the innovative 360 Align Tech. As the longest-running and best-selling series in the company’s history, this new model draws inspiration from the Bridgestone Dueler A/T Ascent tyre, applying tread-like technology to the golf ball’s design. The launch reinforces the brand’s commitment to blending automotive engineering insights with golf performance.

The new e6 SOFT TREADLINE maintains the core engineering that has defined its predecessors, including a large, soft and fast core with gradational compression to maximise ball speed and distance. Its seamless Surlyn cover ensures durability and responsive feedback, while advanced aerodynamic patterns promote stability during flight. This combination produces a high launch with low spin off the tee, alongside reliable short-game feel and control around the greens.

Central to the new design is the 360 Align Tech, a full-coverage alignment aid that wraps entirely around the ball. This feature assists golfers in putting precision, visualising roll, squaring the putter face and aiming with greater confidence while also supporting a repeatable pre-shot routine. The tread pattern provides a visible reference from any angle, helping players achieve cleaner setup visuals and improved target awareness.

Available now as a limited-edition two-piece model, the Bridgestone e6 SOFT TREADLINE is priced at USD 23.99 per dozen. Golfers seeking guidance on the ideal ball for their game can utilise the online Golf Ball Selection Guide available on the company’s official website.

Adam Rehberg, Senior Marketing Manager of golf balls at Bridgestone Golf, said, “Our research showed golfers are increasingly looking for more advanced visual alignment technology both on the tee and on the greens, and the 360-degree TREADLINE pattern is designed to deliver a highly effective solution in both environments. By integrating design inspiration from the Bridgestone Dueler A/T Ascent tyre, we were able to create a performance-driven alignment system with a unique connection to the broader Bridgestone brand.”

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Tegeta Green Planet has launched a significant educational initiative across the Borjomi region of Georgia, designed to cultivate environmental stewardship among the youth. The programme, which commenced in 2022, holds a pioneering status as one of the first organisations in the country authorised by the Ministry of Environmental Protection and Agriculture under the Extended Producer Responsibility framework. This authorisation underscores the company's commitment to managing the full lifecycle of specific waste streams, including used tyres, oils and batteries, in alignment with circular economy principles.

The initiative recently brought company representatives to Public Schools No. 3, No. 4 and No. 6 in Borjomi, as well as the Kvibisi Public School. The programme’s location is strategically significant, given that Borjomi is celebrated for its unique natural environment, mineral waters and vital forest ecosystems. The region’s sustainable development is inherently linked to the preservation of its natural heritage, making the education of local youth a critical component for its future.

During the school visits, students were introduced to the technicalities of waste stream management, learning the proper handling procedures for tyres, batteries and oils. The curriculum emphasised the environmental necessity of correct disposal and explained the broader connection to a circular economy, demonstrating how discarded materials can be transformed into valuable resources. The sessions highlighted how individual responsibility directly contributes to broader environmental protection and sustainable societal growth.

The educational format employed by Tegeta Green Planet was highly interactive, moving beyond traditional lectures. The programme featured presentations followed by engaging activities and educational games to reinforce learning, encouraging active participation from the students. The workshops provided a platform for open dialogue, where young attendees posed questions and proposed local solutions for creating eco-friendly communities. To make the experience more memorable and rewarding, symbolic gifts were distributed to all participants at the conclusion of the sessions.

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China’s Longmarch Group has initiated construction on a substantial tyre manufacturing venture in Egypt, valued at EGP 9.5 billion (EUR 160 million). The official groundbreaking was confirmed on 17 June by the Suez Canal Economic Zone's general authority. The new facility, named Longmarch Tyre (Egypt) Ltd, will be situated within the integrated industrial zone of Ain Sokhna, occupying a sprawling 200,000-square-metre site.

The development is structured as a two-phase project. The initial stage is designed to achieve an annual production capacity of 600,000 units for trucks and buses. Upon completion of the second phase, the plant's total output for these tyres will escalate to one million units per year, alongside an additional annual capacity of 4.5 million passenger car radial tyres.

Production from the Egyptian plant is primarily intended to satisfy local market demand, though the company also has clear ambitions to target export markets across the region and beyond. Longmarch Group’s chairman, Jin Yong Sheng, lauded the investment climate within the Suez Canal Economic Zone, highlighting its strategic location and superior logistical advantages as key factors for the company's expansion.

Established in 2003, Longmarch already operates a production base in Chaoyang, China, and manages a tyre joint venture in Pakistan. The Egyptian project marks a significant milestone in the firm's global strategy, leveraging the economic zone's competitive environment to strengthen its international footprint.

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