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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TBC Corporation, one of North America’s largest marketers of automotive replacement tyres through wholesale and franchise operations, marked a significant milestone on 23 March 2026, celebrating seven decades in the automotive industry. In recognition of this achievement and the company’s broader influence, the Palm Beach County Board of Commissioners officially proclaimed the date as TBC Corporation Day, honouring the organisation’s deep-rooted impact on both its sector and the local communities it serves.

Originating in 1956 as a simple purchasing cooperative for tyre retailers, TBC has since evolved into a sprawling enterprise. The company now employs over 3,000 people, maintains more than 130 strategically located distribution centres across US and Mexico and operates globally. Its presence spans the entire automotive value chain, encompassing nearly 470 franchised Big O Tires locations alongside wholesale distribution, supply chain services and third-party manufacturing.

Beyond its commercial footprint, TBC prioritises social responsibility through its ‘Driven to Give’ initiative. This programme channels the company’s commitment to environmental stewardship and community engagement by fostering volunteerism, sustainable business practices and targeted corporate giving, ensuring a positive impact in the areas where its employees live and work.

Don Byrd, CEO, TBC, said, “At TBC, we are building on our legacy by focusing on our purpose to be the distributor, franchisor and employer of choice in the markets where we compete through a steadfast commitment to excellence. We are proud of what we’ve achieved in our 70 years, and we strive to continue to be the most trusted provider of innovative and efficient solutions for our customers, franchisees and business partners.”

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Atturo Tires, a leading private brand of performance-focused tyres for light truck, SUV, crossover, UTV, hybrid, EV and performance vehicles, has confirmed it will continue as the Official Tyre Partner of the Professional Fighters League throughout North America for the 2026 season. This marks the second year of collaboration between the performance tyre manufacturer and the rapidly expanding mixed martial arts organisation. Building on a successful 2025 campaign that delivered more than 300 million impressions, the renewed agreement underscores Atturo’s dedication to supporting the league’s growth.

The partnership will be featured across the PFL’s North American event schedule. Atturo’s presence will include in-arena branding at all 10 United States events, beginning in Pittsburgh and Chicago, as well as broadcast visibility on ESPN platforms. Further integration comes through continued sponsorship of the ‘Keys to Victory’ segment, where analysts break down matchups. Collaborative digital content and brand ambassador activations tailored for MMA audiences will also extend the brand’s reach.

Alongside the renewed agreement, Atturo has introduced two official brand ambassadors for 2026: welterweight Logan Storley and bantamweight Sergio Pettis. Storley, a former interim Bellator welterweight champion and four-time NCAA Division I All-American, is set to headline the PFL’s return to Sioux Falls on 2 May. Pettis, a former Bellator bantamweight champion known for his polished footwork and technical striking, will headline the 11 April event in Chicago against undefeated Mitch McKee.

Both fighters carry strong followings within North American MMA, offering Atturo meaningful connections to an engaged consumer base. Storley’s championship pedigree aligns with the brand’s performance-driven identity, while Pettis’s skill positions him as a central figure in the 2026 title picture. Through these ambassador relationships and the broader sponsorship framework, Atturo continues to embed itself within the league’s marquee moments and fan-facing platforms.

John Martin, CEO, Professional Fighters League, said, “We’re excited to extend our relationship with Atturo Tire, a brand that aligns with our dedication to innovation and performance. As PFL continues to expand globally – including new partnerships in France, China, Mexico and Central America – our North American events remain a major foundation of our programming, and Atturo is a strong fit for that regional focus.”

Michael Mathis, President, Atturo Tires, said “Atturo is proud to remain the Official Tyre Partner of the PFL in North America. The PFL’s North American fan base is passionate, fast-growing and deeply engaged – exactly the kind of audience that resonates with our high-performance product line. We’re thrilled to continue showcasing the Atturo brand alongside the PFL’s elite athletes throughout the 2026 US season.”

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, has issued a fresh warning to owners of caravans, motorhomes and trailers as vehicles emerge from winter storage, highlighting a significant rise in towing-related incidents across UK roads. New data reveals that between 2022 and 2024, there were over 16,700 incidents involving towed vehicles on the Strategic Road Network, with a 16 percent increase over that period. The majority were breakdowns, and trailers made up the largest proportion, followed by caravans and horseboxes. With nearly four out of five such incidents classed as breakdowns and many considered preventable, TyreSafe stresses that tyre condition and air pressure are essential checks after prolonged periods out of use.

Tyres can deteriorate while stationary, even when they appear undamaged. Air pressure often drops during storage, and combined with rubber degradation, this greatly raises the risk of failure once back on the road. For caravan owners, under-inflated tyres can lead to instability or snaking, especially in crosswinds or when passed by large vehicles, while the extra flexing increases the chance of tread separation under heavy loads. Motorhomes face distinct risks due to their heavier, permanently laden construction, which places sustained strain on tyres. A blowout can be harder to control given the higher centre of gravity, and flat spotting from long storage periods may cause internal damage that manifests as vibration at speed. Horseboxes and trailers stored for extended intervals are equally vulnerable, as tyres can suffer internal weakening without visible signs.

Correct tyre pressure on the towing vehicle is just as critical. Under-inflated rear tyres can cause the vehicle to sag under nose weight, altering weight distribution and reducing steering precision and braking effectiveness. Pressures should always be adjusted according to manufacturer recommendations for towing loads. Motorhome owners must also pay attention to CP-marked tyres, which are specifically designed for camping vehicles and often require significantly higher pressures—sometimes up to 80 PSI—compared to standard car tyres. Using lower car-type pressures leaves them dangerously under-inflated, leading to excess heat, sidewall stress, and potential failure.

Tyres that have lost pressure are more prone to overheating, rapid wear and sidewall cracking, which occurs when rubber polymers degrade. Cracking can appear on the sidewall or tread even in lightly used tyres, particularly if storage conditions are poor, and can compromise structural integrity over time. Factors such as air loss while stationary, oxidation, UV and temperature extremes, ozone exposure and improper storage all contribute to deterioration. Unlike regularly used vehicles, stored vehicles miss out on the benefits that help maintain tyre flexibility and pressure stability.

TyreSafe urges road users to embrace the simple ACT protocol: regular checks of air pressure, condition and tread depth.

Stuart Lovatt, Chair of TyreSafe, said, “With towing incidents rising, tyre safety has never been more important. Air pressure naturally reduces over time, and tyres that are both under-inflated and degraded are far more likely to fail. When towing or driving a motorhome, tyres operate under higher loads and stresses, so even small weaknesses can have serious consequences.”

Sarah Smithurst MBE, Chief Operating Officer, NTTA, said “Many caravans, trailers and horseboxes spend months in storage over the winter, and during that time, tyres can slowly lose pressure or begin to deteriorate without the owner realising. Because these tyres are often carrying heavy loads when they return to the road, even small issues can quickly become serious safety risks.

“Before towing for the first time each season, owners should take the time to check tyre pressures against the manufacturer’s recommendations and carefully inspect the tyres for signs of cracking, damage or excessive wear. It’s also important not to overlook the tyres on the towing vehicle itself, as they play a vital role in maintaining stability and control when towing. A few simple checks before setting off can make a significant difference to safety and help prevent avoidable breakdowns or incidents on the road.”

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Mitas has launched MITRAK, a new series of rubber tracks crafted to meet the rigorous demands of modern farming. By merging robust engineering with advanced materials, this range is built to endure challenging field conditions while promoting soil-friendly operation, allowing agricultural professionals to work productively without compromising the health of their land.

Engineered for an extended service life, MITRAK tracks feature a resilient internal structure that ensures uniform strength throughout. This design supports heavy loads and maintains consistent, dependable performance in the toughest operating environments. A specialised tread compound further enhances durability by resisting wear, cuts and everyday abrasions, while a reinforced track body improves balance and distributes stresses evenly for smooth, reliable operation across the entire contact area.

Beyond raw durability, MITRAK prioritises soil preservation through reduced ground pressure and optimised flotation. This approach minimises soil compaction, boosts traction and enhances overall field efficiency, enabling operators to cover more ground while safeguarding vital soil structure. With this introduction, Mitas continues to expand its portfolio of advanced agricultural mobility solutions, delivering performance where it matters most.

Roberta D’Agnano, Global Marketing Director Mitas, Yokohama TWS, said, “With MITRAK, we open a new chapter for Mitas, entering the agricultural rubber track segment for the first time and taking a decisive step in the evolution of our brand. This step reflects our ambition to offer farmers a truly complete portfolio, capable of supporting every application and every field condition. Rooted in our core values of strength, reliability and respect for the land, MITRAK is designed to boost productivity, ensure long-lasting performance and protect the soil, because real performance should always leave the right track.”

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