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-sponsored TGL presented by SoFi, a US-based team golf league, is set to host its ninth through twelfth matches over two days beginning 23 February at the SoFi Center in Florida. As the league’s first-ever Official Tyre Partner and a Founding Partner, Hankook Tire is maximising its involvement by showcasing its unified global ‘Hankook’ brand across on-site LED displays, television advertising and broadcast coverage. This strategic presence reaches fans in approximately 150 countries, delivering premium brand value and creating a distinctive brand experience at the crossroads of mobility and sports while broadening consumer engagement.

The upcoming matches carry significant weight as TGL Season 2 approaches its playoff phase. On 23 February, Atlanta Drive GC will face a demanding doubleheader, first confronting Boston Common Golf followed by Los Angeles Golf Club. The opening contest presents a compelling standings battle, with Atlanta seeking to defend its top position against a Boston team that recently surged into second place after a decisive victory over The Bay Golf Club. Although Atlanta opened the season with consecutive wins to claim the lead, Boston has narrowed the gap based on holes won, intensifying the stakes. The subsequent match against Los Angeles proves equally critical, as Atlanta holds merely a two-point advantage over a team tied in holes won, meaning a defeat could trigger a standings reversal.

The following day features New York Golf Club in its own doubleheader, beginning against The Bay Golf Club before meeting Boston Common Golf. Currently occupying sixth place, New York aims to close ground on fifth-place Bay, while The Bay seeks to overcome early-season inconsistencies and build playoff momentum through back-to-back victories. The twelfth matchup places New York against second-place Boston, with only two points separating them. New York will depend on Matt Fitzpatrick, undefeated in Season 2 singles competition, to anchor its postseason push.

With merely three regular season matches remaining before the playoffs, the battle for top-four positioning has intensified considerably. Atlanta Drive GC maintains its lead atop the standings, pursued closely by Boston Common Golf, Los Angeles Golf Club and Jupiter Links GC. Meanwhile, The Bay Golf Club and New York Golf Club occupy fifth and sixth places, respectively, rendering every remaining contest crucial for postseason aspirations.

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Tipler convened dealers from across Brazil and Latin America in a live online broadcast in February using its annual convention to reward top performers, outline strategy and tighten alignment across its commercial truck tire retreading network.

Branded the 2026 Convention – Tipler Champions League, the virtual gathering connected business owners, managers and sales teams in what the company described as a pivotal moment for recognition and planning ahead of its next expansion cycle. The event spotlighted standout performances in 2025 with dealers evaluated on sales results, management standards, market growth and operational excellence.

Beyond awards, the convention doubled as a strategic roadmap session for 2026. Executives detailed commercial targets, marketing and market intelligence investments and new technical and management training initiatives. The company also signaled plans to expand regional operations and further develop its Tipler Champions League program, while sharpening its focus on innovation, efficiency gains, customer proximity and territorial expansion in key Latin American markets.

Leadership underscored the dealer network’s role in driving sustainable growth. “Our business model is built by many hands. Each dealer is a key player in our story. The convention is the moment to celebrate achievements and, above all, align our course so we can continue growing together,” said Jandrei Goldschmidt, Marketing Executive at Tipler.

The high-engagement broadcast reinforced integration across the network and a collective push to bolster competitiveness as Tipler works to consolidate its position among sector leaders. By linking partners, sharing operational and commercial priorities and recognising performance, the company signaled its intent to accelerate growth while maintaining a focus on excellence, dealer partnership and value creation for the transportation market across the region.

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DRC (Doctors of Rubber Compounding) is set to participate in the 2026 edition of Tire Technology Expo, a premier European event focused on tyre manufacturing materials and technology. The exhibition will take place in Hannover, Germany, from 3 to 5 March 2026.

Bringing over four and a half decades of expertise as a specialist custom compounder, DRC supplies advanced rubber compounds to tire producers worldwide. These formulations are designed for various tyre components, such as treads, sidewalls, innerliners and other technical parts. Beyond developing compounds and offering large-scale mixing capabilities, the company also manufactures semi-finished tyre-related goods, including calendered rubber and retreading materials. DRC provides comprehensive support throughout the entire process, from the initial formulation stage to final application, backed by in-house testing and scalable production to guarantee consistent quality, processing efficiency and supply reliability.

Attendees are invited to visit Stand C114 in Hall 20 to engage with the DRC team, explore custom compound development, address specific performance criteria for tyre materials and learn more about their full range of compounded and semi-finished products.

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Left Lane Auto, a tyre retail and automotive services provider based in Champaign, Illinois, has expanded its footprint through a new partnership with Don Foshay's Discount Tire & Alignment. The Maine-based business operates six locations offering comprehensive vehicle repair and maintenance and is the latest addition to Left Lane’s growing portfolio, which is backed by private equity firm Bertram Capital. The financial details of the deal have not been released.

Founded in 1982 by Don Foshay Sr with a single shop in South Portland, the company has since grown to include six locations and a team of more than 75 employees. Over the years, the business has earned multiple industry accolades while building a strong reputation under its established local brand. Its service offerings are extensive and include tyre sales and installation, wheel alignments, preventive maintenance, diagnostics, transmission work and repairs to exhaust, cooling and belt systems for a wide range of vehicles. The organisation has also invested in modern diagnostic and repair technology to support its commitment to dependable service.

This acquisition represents a significant milestone for Left Lane, bringing its total number of owned stores to over 80 since its inception in 2021. It also marks the first transaction completed following the strategic partnership announced between Left Lane and Bertram Capital in late 2025.

Parham Parastaran, CEO, Left Lane, said, "We are excited to have the opportunity to carry on the strong legacy and operation that the Foshay family has built in Maine, which will serve as a strong entry point into the state for our platform. We plan to retain all upper management and employees across all locations and are excited to continue to grow both the Don Foshay's brand and the broader Left Lane platform's presence across the New England area."

Don Foshay Jr said, "We had multiple buyers to pick from but found that Left Lane Auto was the best match for our team and our customers going forward. The further we've gotten into the transition, the happier we are with that decision."

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