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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Fornnax Technology has received the Special Export Award – Rubber Machinery for 2025–26 from the All-India Rubber Industries Association (AIRIA). The recognition stems from the company recording the highest export volume of tyre recycling plants to Europe, marking a significant achievement in its international trade performance.

For more than 10 years, Fornnax has driven innovation within India’s tyre recycling sector. The firm now holds a 90 percent share of the domestic market, while exports constitute 30 percent of its operations, serving regions such as Europe, Australia and the GCC. Its integrated, high-capacity recycling lines and shredding systems support a more circular ecosystem.

The company’s approach centres on complete infrastructure rather than standalone equipment, combining multiple shredding and size-reduction stages to boost throughput and reliability. Fornnax aims to expand its global footprint and advance technologies suited to rising international recycling demands.

Jignesh Kundaria, Founder and Director, Fornnax, said, “This honour from AIRIA is a reflection of an incredible journey we have undertaken over the years. When we started Fornnax, there was no established recycling industry in India to follow. We chose to build for the future instead. Today, when you see India’s tyre recycling sector, it has already transformed into a dynamic, high-growth industry, and we are proud to have played our part in building it.”

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Apollo Tyres Ltd has expanded its industrial tyre portfolio with the introduction of the AWE 733 flotation tyre, engineered for mobile excavators working on soft and sensitive ground. Developed in Europe, the product reflects the company’s ‘Engineered for Tough Conditions’ approach, combining minimal surface compaction with high traction and durability.

The tyre, offered in size 600/50-22.5, targets construction, infrastructure and utility duties requiring low ground pressure and dependable off-road manoeuvrability. Its wide flotation tread incorporates rounded lugs and shoulders to reduce ground disturbance while preserving grip.

A steel-belted bias construction supports stability during lifting and digging, and a reinforced carcass with steel breaker guards against cuts and punctures. High flotation and a durable tread compound extend service life and cut downtime. Global sales begin in the fourth quarter of 2026.

Bernhard Schmolz, Division Head OHT Europe, said, “The AWE 733 flotation tyre is an important addition to our proven excavator portfolio. It combines flotation, traction and durability in a purpose-built solution, enabling operators to work productively in challenging conditions while reducing ground impact. It is another example of Apollo Tyres’ commitment to providing reliable and application-focused solutions for industrial equipment operators.”

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Hankook Tire has entered a five-year partnership with Racing America, a US motorsports company, becoming the official tyre partner and exclusive racing tyre supplier for its major series from 2027 through 2031. The agreement was signed at Hankook’s Tennessee plant on 25 September local time.

Under the deal, Hankook will exclusively supply racing tyres to Racing America’s major series while collaborating on technical and engineering support, trackside services and joint marketing initiatives. The company will begin supporting Trans Am, a leading US road racing series, and International GT, a premium sports car racing series. It will also renew partnerships with Racing America’s Formula ladder series, which it has backed since 2019.

Trans Am, established in 1966, is a historic series featuring muscle cars with nearly six decades of competition. International GT showcases premium sports cars, while Racing America’s Formula ladder focuses on developing the next generation of formula drivers. Through the partnership, Hankook aims to display its racing tyre technology across North American motorsports and strengthen its premium brand position. Fan engagement will expand through exclusive tyre supply, technical and trackside support, event branding, digital and broadcast exposure and social media activities.

Globally, Hankook supplies racing tyres and supports teams at more than 70 motorsports events, including the FIA World Rally Championship. In North America, it continues expanding its premium presence through partnerships with major events such as the off-road racing event King of the Hammers.

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Dr Suttipong Angthong, Secretary-General of the Association of Natural Rubber Producing Countries (ANRPC), served as a panellist at the Economic Forum 2026, hosted by the Royal Thai Embassy in Kuala Lumpur on 25 September 2026 at the Imperial Lexis Hotel. The event, titled ‘Bridging the Two Borders: Elevating Thailand – Malaysia Resilient Value Chains in Halal and Rubber Industries’, gathered government agencies, industry players, chambers of commerce, academia and think-tanks from both nations. H.E. Ms. Lada Phumas, Thailand's Ambassador to Malaysia, delivered welcoming remarks, followed by opening remarks from YB Tuan Haji Akmal Nasrullah bin Mohd Nasir, Malaysia's Minister of Economy.

Dr Angthong participated in Panel Session 2, titled ‘Strategic Partnership in Action: Advancing Thailand–Malaysia Sustainable Rubber Value Chain’, moderated by the Centre for IMT-GT Subregional Cooperation. Fellow panellists represented the Industrial Estate Authority of Thailand, Thai Eastern Group Holdings PCL, the Northern Corridor Implementation Authority and the Malaysian Rubber Board. Discussions centred on upstream-downstream cooperation, border economic corridors, joint research and development, international standards compliance and safeguarding smallholders and grassroots stakeholders.

Dr Angthong outlined the natural rubber market landscape and challenges confronting ANRPC member nations, including sustainability and traceability demands in importing markets, price volatility and the imperative to increase value addition within producing countries.

“ANRPC welcomes cooperation among its member countries that supports a sustainable and resilient natural rubber sector. Regional dialogue of this kind helps members share experience on value addition, standards compliance and smallholder welfare. ANRPC will continue to support its members with statistics, market analysis and a platform for cooperation,” said Dr Angthong.

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