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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Doublestar Tire has cemented its regional ambitions with the HEADWAY tyre series launch in Phnom Penh, where Chen Gang, Chairman of Doublestar (Cambodia) Factory, joined Deng Ling, General Manager of the Overseas Development Department and Xie Tao, Asia-Pacific Regional Director, to court local dealers and distribution partners. The Cambodian manufacturing base emerged as the centrepiece of the strategy, offering logistical agility and cost advantages that the company believes will underpin sustained growth throughout Southeast Asia. Executives used the gathering to reaffirm their commitment to tailoring products specifically for the Kingdom's road environment.

Engineering innovation took precedence as Xie Tao presented the HH316 passenger tyre, whose grooved architecture enhances wet-braking performance amid Cambodia's heavy seasonal rains, while five-pitch sequencing curbs cabin noise for a smoother ride. His counterpart Deng Ling outlined the brand's localised production philosophy, emphasising rigorous heat-reduction measures that extend tread life – a critical factor in tropical climates. The HU906 sports variant, engineered to rival premium benchmarks, rounded out a portfolio designed for both everyday commuters and performance-driven motorists.

The event also underscored the strategic value of the local partner, a 30-year industry veteran with nationwide reach, which has already invested heavily in promotional campaigns to elevate HEADWAY's profile. Distribution teams expressed enthusiasm for the product pipeline, while Chen Gang acknowledged their indispensable role in navigating Cambodia's fragmented retail landscape.

By merging domestic production with targeted product development and a seasoned ally, Doublestar signalled its intent to transform HEADWAY into a dominant local franchise, earning tangible buy-in from attendees who witnessed the brand's technological and commercial pitch firsthand.

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KENDA Europe has completed the relocation of its Belgian operations from Arendonk to Turnhout, with the new facility becoming fully operational in March 2026. Constructed by the Bolckmans Group, the 8,000-square-metre centre occupies a strategically central location designed to enhance regional service efficiency while actively reducing CO₂ emissions. This site joins KENDA’s network of five other European locations that deliver fitting, distribution and sales support close to customers.

The Turnhout logistics hub features nearly 6,800 square metres of warehouse space alongside a 1,500-square-metre fitting area. Equipped with two semi-automatic assembly lines and eight fitting stations capable of handling tyres from 3 to 17 inches, the centre streamlines workflows to ensure consistent and reliable service delivery.

Sustainability was a core design principle beyond operational performance. Bolckmans utilised lower-carbon materials such as CEM III B concrete and XCarb steel, while glulam timber beams actively store carbon within the structure. Energy efficiency is achieved through advanced insulation, solar-control glazing, heat pumps and intelligent building management systems, complemented by rooftop solar panels and an on-site wind turbine that supply 100 percent renewable power. Rainwater harvesting and on-site infiltration systems further manage water resources.

With this new Turnhout base, KENDA reinforces its commitment to efficient operations and responsible practices, ensuring robust infrastructure to support customers both now and in the future.

Richard Todd, COO, KENDA Europe, said, “The move not only improves the way we work today but also gives us the flexibility to support our customers well into the future. Throughout the relocation, maintaining a high level of service was our priority, and I am pleased that the transition was completed smoothly.”

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Bridgestone Americas has unveiled the second cohort of its national adaptive sports grant initiative, channelling USD 200,000 through Bridgestone Americas Trust Fund to eight school districts and nonprofit organisations. This latest allocation, consisting of eight grants valued at USD 25,000 each, is set to enhance athletic opportunities for 1,439 students across 75 public schools.

Despite over seven million public school students receiving special education services, participation in school athletics remains markedly low due to a shortage of adaptive programme resources. Bridgestone’s financial commitment directly confronts this disparity by bolstering both nascent and established K–12 sports offerings.

Building upon an initial 2025 investment, this new funding brings the company’s total two-year contribution to USD 400,000. The current cycle features five returning recipients receiving renewed backing alongside three newly selected grantees, ensuring continuity and fresh expansion.

The awarded funds are earmarked for curriculum development, specialised equipment purchases, and coach training. Recipients for 2026 span multiple states, including organisations and school districts in Ohio, Georgia, Illinois, California, Florida, Indiana and New York.

Wade Munday, Director, Corporate Philanthropy and Social Impact, Bridgestone Americas, said, "Every student deserves the chance to experience the benefits of sports by building confidence, connections and lifelong skills that come from being part of a team. Through these grants, we’re helping schools create more opportunities for students of all abilities to play, compete and reach their full potential both on and off the field."

Coach Rod Harris of Peach County High School in Georgia, a first-time grant recipient through AAASP in 2025, said, “Adding adapted track and field has helped enhance and grow our overall track and field programme. Everyone learns from each other, and it creates a strong sense of camaraderie within the team. It’s incredibly impactful, and we want to continue growing the programme because it is truly inclusive.”

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Comerio Ercole maintained a busy international exhibition schedule throughout June 2026, following its successful participation at INDEX Geneva in May. The company showcased its latest innovations for the plastics and rubber sectors at PLAST 2026 in Milan. The tour progressed to São Paulo, Brazil, for Expobor & Pneushow 2026, Latin America’s most significant rubber and tyre industry fair. This event served as a platform to reinforce ties with established local clients, engage with potential partners and discuss future collaborations.

The firm also attended Saudi Plastics & Petrochem 2026 in Riyadh, a critical gathering for the Middle Eastern petrochemical market. The exhibition underscored rising regional interest in sophisticated processing technologies, consolidating Comerio Ercole’s footprint in an area investing heavily in industrial expansion.

The company hosted an official delegation from Svilajnac, Serbia, at its Busto Arsizio headquarters to bolster economic and industrial exchanges between the regions. Comerio Ercole presented its expertise in rubber and plastics machinery while fostering dialogue on innovation and future partnerships. The company thanked the Municipality of Busto Arsizio and participating organisations for facilitating the exchange.

The newly launched JET – Joint Embossing Technological Center, a venture with the Italian SIMEC Group, has attracted attention within the technical materials industry. The market outlook for the first half of 2026 remains positive, with sustained investments from tyre and rubber clients complemented by growing opportunities in plastics processing. With numerous global projects underway, Comerio Ercole acknowledged the trust placed in its engineering capabilities by customers and partners, whose collaboration remains central to its growth.

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