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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Hankook Tire, the exclusive tyre supplier to the FIA World Rally Championship (WRC), has reinforced its technical support for the sixth round of the 2026 season, the Vodafone Rally de Portugal, being held from 7 to 10 May in Matosinhos in the country’s northern region. The company is supplying its extreme all-terrain Dynapro R213 tyre, engineered for gravel stability, which is available in both Hard and Soft compound options. This tyre features a high-strength casing and an optimised tread pattern designed to disperse impact from sharp rocks and maintain grip even under high-speed, high-stress driving conditions.

As one of the most historic fixtures on the WRC calendar, Rally de Portugal has been a cornerstone event since the championship’s inaugural season in 1973. The 2026 edition is based at the Exponor service park near Porto and includes 23 special stages with a total competitive distance of roughly 345 kilometres. The route blends fast-paced sections with technically demanding areas, challenging crews with a soft, sandy gravel surface that deteriorates rapidly as cars make repeated passes. While the first run demands stable performance on limited grip, the second pass exposes deeper ruts and sharper rocks, making tyre durability and handling decisive.

A particular focus is the Amarante stage, the longest of the rally at approximately 26 kilometres, which features a mix of tight hairpin turns and high-speed straights. Drivers must carefully balance aggressive tactics with tyre preservation, placing a premium on strategic decision-making. The Dynapro R213’s two-compound system allows teams to adapt flexibly to evolving stage conditions, with the Hard compound offering resilience against cuts and the Soft compound providing extra mechanical grip on looser surfaces.

Beyond technical support, Hankook is operating its ‘Brand World’ booth inside the service park throughout the event. This interactive space aims to elevate the premium image of the global brand with a motorsport heritage exhibition, racing simulators, branded merchandise and dedicated photo zones. Visitors are offered an immersive brand experience that complements the intense competition, as Hankook continues to demonstrate its engineering capabilities across one of the most abrasive and unpredictable rallies on the WRC schedule.

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Toyo Tire U.S.A. Corp (Toyo Tires) launched the 2026 Championship Off-Road (COR) racing season with a dominant three-class victory sweep, led by drivers Johnny Greaves in Pro-4, Ryan Beat in Pro-2, and Wyatt Miller in Prospec. The opening weekend, held for the second straight year at the Show-Me Shootout on the 1.2-mile short course at Lucas Oil Speedway in Wheatland, Missouri, saw Beat’s Pro-2 truck run on off-the-shelf 35x12.50R17 Open Country C/T tyres, while Greaves relied on off-the-shelf 35x12.50R17 Toyo Open Country R/T Trail tyres for his Pro-4 win.

During Saturday’s round one, Ryan Beat in the number 51 Bilstein / Toyo Tires / Rockstar Energy / Chevrolet truck seized the lead on lap two and never gave it up, securing Team Toyo’s first Pro-2 victory of the 2026 campaign. The following day’s round two featured Johnny Greaves piloting the number 22 Monster Energy / Toyota / Toyo Tires Pro-4 truck to an early-season checkered flag, while reigning Prospec champion Wyatt Miller, in the number 73 Bass Pro Shops / Toyo Tires / Chevrolet entry, added another win to start his title defence.

With the season-opening weekend complete, the COR series now prepares for the Antigo Off-Road National scheduled for 29–31 May 2026 at the Langlade County Motorplex in Antigo, Wisconsin.

Greaves said, “It felt great to show up for the first race weekend and take a win, along with a third-place finish. It was a strong way to start the season.”

Beat said, “I’m super happy to kick off another season with a win! The team has been putting in the work, and it shows. As the series continues, tyres become the difference-maker, and our Toyos were dialled all weekend.”

Adrian Puente, Manager – Events, Motorsports and Technical, Toyo Tire U.S.A. Corp, said, “After an incredibly successful 2025 season, it’s great to see Team Toyo drivers in the winner’s circle on opening weekend in Wheatland. Wins across three classes on off-the-shelf Toyo tyres highlight the quality of our products and their championship-winning-pedigree.”

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Liberty Tire Recycling’s SmartMIX rubber asphalt additive (RMA) has taken centre stage as a key component as the Alabama Department of Conservation and Natural Resources (ADCNR), alongside Alabama State Parks and the Alabama Department of Environmental Management, was named a finalist in the Market Development Excellence category of the inaugural Circle of Change Awards launched by the Tire Recycling Foundation (TRF).

For its award-nominated project, Alabama State Parks selected Liberty Tire Recycling’s SmartMIX to resurface roads and parking areas at public parks. Unlike complex liquid modifiers, the SmartMIX additive from Liberty Tire Recycling offers a simpler, cost-effective solution that improves asphalt compaction, flexibility and overall durability. Manufactured entirely from recycled tyres, the material itself remains recyclable, helping Alabama’s project boost pavement longevity while generating steady, long-term demand for recycled tyre rubber.

The Tire Recycling Foundation launched this national recognition programme to honour efforts that create lasting, expandable demand for products derived from scrap tyres, integrating such materials into conventional infrastructure and public works. The award category recognises initiatives that embed recycled tyre materials into mainstream infrastructure and public works programmes.

Winners of the Circle of Change Awards, including the Market Development Excellence category, will be announced on 14 May 2026, during the Tire Recycling Conference Awards Luncheon in Denver, Colorado.

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Infiniteria has appointed Proman as its Engineering, Procurement and Construction partner for a circular tyre recycling facility in Uddevalla, Sweden. This collaboration marks a decisive move towards establishing what the company describes as Europe’s leading circular tyre recycling business, with the Uddevalla site serving as the cornerstone for a future network of industrial-scale plants across the continent.

The company specialises in transforming end-of-life tyres into high-value recovered materials, aiming to accelerate the transition to a more resilient circular economy. The Uddevalla facility stands as Infiniteria’s flagship project and represents the initial phase of a broader European expansion strategy.

Committed offtake agreements are already in place with major customers including Preem, Nokian Tyres and Michelin, underscoring strong industrial demand for the recovered materials.

Kajsa Ryttberg-Wallgren, CEO, Infiniteria, said, “Bringing Proman on board as our partner is a major step forward for Uddevalla. They have a proven track record in delivering complex industrial plants, and the discipline and capability they bring mark a decisive step towards starting operations. We are fully committed to Uddevalla as the long-term home of our flagship facility, to our customers and to building Europe’s leading circular tyre recycling business.”

Francisco Carlos, Managing Director, Proman Portugal, said, “We appreciate the confidence and trust placed in Proman by Infiniteria as we take on the role of Engineering, Procurement and Construction partner in the Uddevalla project. Proman brings strong global expertise and experience to the project, including project management, engineering, procurement, construction and commissioning of complex industrial facilities. We look forward to working with Infiniteria to progress the Uddevalla project towards successful completion.”

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