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 formed a technical and sporting alliance with Segway as the Segway Dakar Rally Factory Team prepares to enter the 2028 Dakar Rally aboard an entirely new, fully electric racing motorcycle. Acting as the team's official tyre supplier and technical partner, Michelin will be involved from the project's very first stages, supporting Segway throughout development.

Segway, drawing on its electric mobility background, is pursuing a demanding engineering goal: designing a brand-new 100 percent electric racing motorcycle built to survive the Dakar Rally's punishing conditions. The event will act as a live testing environment where both partners can subject their newest innovations to extreme demands and probe fresh territory in performance and electric mobility.

The partnership is being officially sealed at EICMA 2026 in Milan, Italy, a major international motorcycle industry showcase, where representatives of both firms will sign an agreement confirming their joint dedication to the Dakar 2028 venture. Cooperation will reach far past race-tyre supply, with engineers from both sides collaborating to weave rally-raid requirements into Segway's future electric machine.

Michelin will lend its off-road and rally-raid know-how plus tyre and Bib Mousse puncture-prevention expertise, initially guiding Enduro and Desert tyre selection and advising on Bib Mousse choice, fitting and use. Joint workshops will unite Michelin Motorsport specialists with Segway engineers, gathering data under rally-raid-representative conditions to steer later tyre optimisation. With Michelin's Dakar record since 1983 and 40 victories behind it, a joint testing programme will adapt tyres progressively to the motorcycle's final specifications and demands.

Cyriaque Echevin, Michelin Off-Road Tire Marketing Director, said, “True to its pioneering spirit, Michelin is delighted to support the Segway Dakar Rally Factory Team in this particularly ambitious project. Taking on the Dakar Rally with 100 percent electric motorcycles represents an exciting technological challenge, bringing new parameters that we will need to factor into our development work. Our role will extend far beyond supplying tyres: our teams will work alongside Segway’s engineers from the earliest stages of the project, sharing our rally-raid expertise and contributing to the development of the new motorcycle. The Dakar Rally provides an exceptional testing ground for pushing technological boundaries through close collaboration with our partners.”

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Pirelli has chosen a softer trio of compounds for the São Paulo Grand Prix at Interlagos, naming the C3 as Hard, the C4 as Medium and the C5 as Soft. That is one step softer than a year ago, when the weekend followed the Sprint format. The race closes the long back-to-back swing through the Americas at the José Carlos Pace circuit.

Fresh asphalt laid during the year between Turns 3 and 5, and again between Turns 8 and 9, could shift grip levels and change how the track evolves. Longer runs may be affected in particular. Across the three free practice sessions, teams will study the new surface and its influence on wear and degradation.

Last year, degradation was a decisive technical theme in São Paulo. Graining came in milder than feared, but the C2 Hard of that weekend tended to slide, and the C3 and C4 wore heavily while still supporting competitive stints. A two-stop race proved the strongest approach.

Interlagos produces broadly average lateral forces overall, mixing fast corners with long straights, so the layout is not especially punishing. Loads fall fairly evenly between front and rear axles. Overtaking chances are plentiful, giving strategists room to manoeuvre, yet degradation management has usually decided who performs best, making the trade-off between one-lap speed and long-run durability central to trackside work.

Rain and sharp temperature swings are familiar at this venue given its calendar slot, so Intermediate and Full Wet tyres may again feature. In 2025, Medium and Soft dominated a wide spread of strategies, with most teams choosing two stops after an early neutralisation triggered pit visits. Pit windows differed by driver, opening gaps that aided overtaking; only two drivers stopped once, and Hard tyres appeared in just a few brief stints.

Interlagos has staged 42 Grands Prix, 37 of them titled the Brazilian Grand Prix between 1973 and 2019 before the São Paulo name returned in 2021. Michael Schumacher leads with four wins, while Sebastian Vettel, Lewis Hamilton and Max Verstappen hold three each; Ferrari and McLaren share nine team victories. The special Podium Cap, designed by Denis Dekovic for Pirelli Design and inspired by Brazil's 1958 blue football shirt with a jaguar-pattern finish, is on sale via Pirelli's e-commerce platform.

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Dunlop Motorcycle Europe is celebrating a successful conclusion to the 2026 Campeonato de España de Superbike (ESBK) campaign, with five of its equipped riders securing titles at the Sunday finale at Circuito de Jerez Ángel Nieto. The brand claimed five of the series' eight championships, four of them in open-tyre competition classes, after a tightly contested season spanning Spain and Portugal.

The ESBK's open-tyre rules in several classes give Dunlop a direct benchmark against competing manufacturers. The company backed riders throughout the year in Superbike, Supersport, Supersport 300, Superstock 600, Superstock 1000 and Pre-Talent. Four of those classes allow any tyre brand, while Dunlop is the sole supplier for Supersport 300 and Pre-Talent.

The Superbike, Superstock 600 and Pre-Talent crowns all remained undecided going into Jerez. Honda Laglisse's Javier Palomera clinched Superbike ahead of Dunlop-backed Ivo Lopes of BMW Easyrace Team, runner-up in the open-tyre class; the same squad also took Superstock 1000 through Mauro González. José Luis Armario won the last Superstock 600 race of the year, and in Supersport, Team Speed Racing's Marcos Ludeña placed second with Team Honda Laglisse's Yeray Ruiz third, giving Dunlop two of three open-tyre podium slots. In the Dunlop-only classes, Marc Vich took Supersport 300 and the Kawasaki Ninja Spirit Trophy, while Marcos Vinagre won Pre-Talent at Jerez, leading an all-Dunlop podium alongside Javier Vigueras and Jose Luis Cagigas.

Dunlop's ESBK programme uses its KR racing slick line, covering both development and catalogue specifications, with wet tyres also available. Data from real race weekends helps the brand validate new products before they reach other championships and track-day use. Dunlop's racing footprint also takes in the Campionato Italiano Velocità, which produced six more Dunlop champions in 2026, and the FIM Endurance World Championship, where a fresh multi-year deal makes Dunlop the sole supplier to the Superstock and Production Trophy classes.

Roberto Finetti, Marketing Manager, Dunlop Motorcycle Europe, said, “It's great to see Dunlop-equipped riders achieve such strong results in the 2026 ESBK season, with championship titles secured across multiple categories and two all-Dunlop podiums in Supersport 300 and Pre-Talent. We're incredibly proud of what our riders and teams have achieved this season and of the role Dunlop has played in their success. These results are a testament to their dedication and hard work throughout the year. Congratulations to all the newly crowned champions.”

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Tegeta Green Planet, in partnership with the United Nations Development Programme (UNDP), organised an information and practical campaign titled ‘Don’t Throw It Away, Hand It In’ in Poti. Held on 29 October at a Tegeta Motors branch, the initiative sought to strengthen environmental responsibility and promote proper management of specific waste streams.

The campaign targeted local residents, vehicle owners, drivers and private sector representatives, encouraging their active involvement in waste management. Attendees learned about the environmental impact of automotive waste and correct disposal methods. A dedicated collection point at the branch allowed residents to hand in end-of-life tyres, used batteries and waste oils, offering a practical way to contribute to environmental protection through everyday actions.

A significant focus was placed on raising awareness about the Extended Producer Responsibility (EPR) system, including the role of EPR organisations, collection and subsequent management of specific waste streams and importers’ legally established obligations. Symbolic gifts encouraged participation. Tegeta Green Planet and UNDP continue to implement regional environmental campaigns and educational initiatives aimed at raising public awareness, fostering responsible waste management and promoting circular economy principles.

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