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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Dr Suttipong Angthong, Secretary-General of the Association of Natural Rubber Producing Countries (ANRPC), visited the Malaysian Rubber Glove Manufacturers Association (MARGMA) in Kuala Lumpur on 13 February 2026. The meeting brought together the ANRPC representative with MARGMA's Executive Director, Linda Tey and Dr Amir Hashim Md Yatim to discuss potential avenues for collaboration between their two organisations.

The dialogue was focused on strengthening ties across the natural rubber and glove value chain. Key topics included enhancing downstream value addition, promoting sustainable practices and navigating the challenges presented by evolving global market dynamics. The conversation underscored a shared interest in a closer partnership to build greater industry resilience.

Both parties expressed a firm commitment to working together to foster sustainable growth and to reinforce Malaysia's significant role within the global rubber ecosystem. The discussions highlighted a mutual dedication to forging a more integrated and competitive future for the natural rubber and products sector.

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According to a recent analysis by ICRA, the Indian automotive sector is poised for a period of normalised wholesale volume expansion in the fiscal year 2026–27. This forecast follows a phase of accelerated growth in the latter half of 2025–26, which was primarily fuelled by factors emerging from post-GST reforms and positive rural market sentiment. The industry is currently undergoing significant structural changes, most notably a shift towards premium products and an evolving mix of powertrain technologies, signalling a deep-seated change in consumer behaviour and technological adoption.

In the passenger vehicle segment, domestic wholesale figures for 2025–26 are anticipated to rise by 5–7 percent. This uptick is attributed to increased affordability resulting from GST rate adjustments, a robust need for vehicle replacement and a continuing inclination towards private transportation. The utility vehicle sub-segment is particularly benefiting from shifting consumer tastes and a surge in new model introductions. Concurrently, alternative powertrains like CNG, hybrids and electric vehicles are gaining traction due to regulatory influences and changing customer preferences. However, building on a high base and elevated inventory levels with dealers, the growth in passenger vehicle wholesales is expected to temper to a more moderate 4–6 percent in 2026–27.

The two-wheeler market is on a path of steady recovery, with an estimated growth of 6–9 percent in 2025–26. This is supported by strong agricultural performance, easier access to finance and better overall affordability. Mirroring the passenger vehicle segment, a trend towards premiumisation is evident, with demand for premium motorcycles and scooters rebounding sharply, while entry-level models continue to face headwinds due to elevated prices and affordability issues for lower-income consumers. The penetration of electric two-wheelers is set to increase progressively, though the industry must monitor supply-side factors such as the availability of rare earth magnets. Looking ahead to 2026–27, the segment's growth is projected to normalise to 3–5 percent.

The commercial vehicle sector is forecast to see wholesale volumes grow by 7–9 percent in 2025–26, driven by increased activity in light commercial vehicles and buses. While replacement demand, infrastructure projects and a stable economy provide a solid foundation, cumulative price increases from successive regulatory changes, like emission norm updates, pose a constraint on more robust expansion, particularly for trucks. For 2026–27, the overall growth for commercial vehicles is expected to settle at 4–6 percent. Within this, medium and heavy commercial vehicles are projected to grow by 5–7 percent, light commercial vehicles by 3–5 percent and the bus segment is likely to outperform with 7–9 percent growth, buoyed by significant replacement needs from state transport undertakings.

Across all these segments, the adoption of electric vehicles is predicted to rise substantially by the end of the decade. This transition will be most pronounced in two-wheelers, three-wheelers and buses, with passenger cars and light commercial vehicles also seeing a gradual increase from their current low base. This widespread shift will be enabled by sustained governmental policy support, the expansion of charging networks and a progressively lower total cost of ownership for electric models.

Srikumar Krishnamurthy, Senior Vice President & Co–Group Head – Corporate Ratings, ICRA, said, “The current fiscal has unfolded as a tale of two halves for the Indian automotive industry, with the first half witnessing subdued demand while the second half is seeing a strong recovery on the back of policy support and healthy rural demand. Industry sales volumes have been robust over the past few months, aided by the GST rate cut, pent–up demand, supportive rural output and conducive financing environment. Although demand sentiment remains optimistic, volumes are reaching levels that would weigh on the potential for outsized growth in 2026–27.

“The Indian automotive industry is currently at crossroads amid changing consumer preferences, technological advancements and focus on sustainability. ICRA expects the growth trajectory to continue in 2026–27 even as growth is likely to remain modest across segments. Over the medium term, vehicle electrification is expected to be a key structural theme, with EV penetration rising steadily across segments.”

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The seventh Apollo Tyres Global Partners’ Summit brought together a diverse group of leaders, innovators and longstanding collaborators for a day dedicated to strategic dialogue and forward-looking alignment. Conversations focused on key areas such as business strategy, product innovation, manufacturing excellence and sustainability, reinforcing the idea that enduring success is built on strong, collaborative relationships. A major highlight was a guided tour of Apollo Tyres’ advanced manufacturing facility in Andhra Pradesh, where partners gained direct insight into the scale, cutting-edge technology and operational precision that are shaping the company’s future growth.

The summit featured two significant panel discussions. The first – Doing Business in Uncertain Times – brought together global leaders to explore challenges and opportunities in a shifting landscape. The second – Building Sustainability into Manufacturing Operations – addressed integrating sustainability into manufacturing, with experts discussing decarbonisation, ethical sourcing and digital transformation. Both sessions emphasised the growing responsibilities of modern enterprises and the need for cross-border cooperation to build resilient supply chains and drive meaningful change.

Concluding the event was an awards ceremony celebrating partners whose exceptional performance, innovation and dedication continue to elevate industry standards. These honours acknowledged not just measurable outcomes, but the trust and shared accountability that form the foundation of lasting partnerships.

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JK Tyre & Industries  is investing INR 11.3 billion to expand production capacity across truck and bus radial, passenger car radial and off-the-road tyre segments, as strong demand pushes utilisation levels close to full.

The programme will raise overall capacity by about seven percent through projects at its Banmore, Laksar and Mysuru plants. Passenger car radial expansion at Banmore has been completed and is ramping up, with full capacity expected by July 2026. Truck and bus radial capacity at Laksar is due to come on stream by April 2026, while the off-highway expansion at Mysuru is already complete.

The investment forms part of the company’s broader INR 50 billion capital-expenditure plan over five years, focused on premium passenger tyres and radial technologies. Management said the share of larger-rim passenger tyres in its mix had risen to about 31 per cent from 27 per cent a year earlier, underpinning the need for additional capacity.

Indian operations are running at more than 90 percent utilisation, with radial tyre capacity above 95 per cent and consolidated utilisation above 85 percent. The expansion is intended to support continued growth in domestic replacement and original-equipment demand, as well as exports.

Separately, JK Tyre has completed the merger of subsidiary Cavendish Industries Ltd., after improving its utilisation from roughly 30 per cent to more than 95 per cent. The integration is expected to deliver operational synergies and strengthen capacity availability across product lines.

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