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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Ironman Tires, a brand owned by Hercules Tire and Rubber Company (HTR), a wholly owned subsidiary of American Tire Distributors, has unveiled the All Country HT 4S, marking the brand's entry into the all-weather highway terrain segment. Engineered for daily drivers, this new model delivers reliable traction throughout the year, improved ride comfort and consistent performance in diverse conditions. It represents an expansion of the established All Country family, now offering a highway-focused option that integrates sophisticated tread architecture and advanced material science.

A key distinction of the All Country HT 4S is its Three-Peak Mountain Snowflake certification, achieved through a specialised all-weather compound without sacrificing longevity or value. The tyre’s intricate tread pattern, developed using advanced modelling, enhances wet road handling and braking while contributing to a smoother ride. Its construction is tuned to sharpen steering response and minimise road noise thanks to a carefully arranged tread block design and simulated pitch sequencing that reduces vibration at higher speeds.

The tyre's capability is supported by four wide circumferential grooves and 3D siping, which work together to expel water and provide grip on snow and ice. Built for both daily commutes and long-distance travel, the HT 4S aims to balance comfort with all-season security. Initially launching in 27 sizes, with a total of 46 planned, it carries a 600 UTQG rating, indicating a focus on treadwear. Ironman backs the model with a comprehensive protection plan that includes a 60-month policy against defects, road hazard coverage and a 55,000-mile (approximately 88,513 km) warranty, reinforcing its commitment to dependable and affordable products.

Keith Calcagno, Chief Strategy Officer, Proprietary Brands, American Tire Distributors, said, “The All Country HT 4S brings all-weather confidence to the highway terrain segment. These tyres are designed for drivers who want a quiet, comfortable ride with dependable traction in rain and snow – all at a value they can trust.”

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Firestone AG, a division of Bridgestone Americas, has broadened its Maxi Traction and Radial Deep Tread 23° tyre portfolios with new sizes engineered specifically for the latest generation of John Deere tractors. The expanded lineup was introduced at the Commodity Classic 2026 show, reflecting a parallel development process with John Deere’s recent machinery innovations, which assures growers of reliable performance from a trusted tyre brand. Now included in the RCI Group 50, the range features the flagship VF480/95R54 size, a 90-inch-tall tyre with a load capacity of 16,100 pounds (approximately 7,302 kg).

Engineered for superior ground contact, the Radial Deep Tread 23° ensures steady traction through optimised lug-to-soil interaction. In contrast, the Maxi Traction tyre, frequently used on front axles, delivers extended tread life and increased load potential. For certain sizes, Very High Flexion technology is offered, enabling farmers to operate at lower inflation pressures. This expands the tyre's footprint, boosts traction and plays a vital role in reducing harmful soil compaction. Availability for these new sizes is scheduled to begin 1 May 2026.

Bill Durivage, Senior Agricultural Product Strategy Manager, Firestone Ag, said, “This expansion takes our most established row crop fitment and carries it forward. By strengthening load capacity and incorporating our VF technology, we’re ensuring the tyres continue to support the performance, efficiency and soil management expectations of today’s tractors.”

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Superteam Wheels, a prominent Chinese manufacturer of carbon fibre bicycle wheelsets, has entered into a significant three-year strategic alliance with GCN Italia, the Italian arm of the internationally acclaimed cycling media outlet, Global Cycling Network (GCN). This initiative follows the brand's successful partnerships with GCN's French and Spanish channels established in 2025. By now collaborating with all three major GCN platforms serving France, Spain and Italy, Superteam Wheels is strategically reinforcing its presence within core European markets. This concerted effort represents a vital step in the company's broader plan to deepen its global footprint, particularly across Southern Europe.

Under the terms of this new partnership, Superteam Wheels intends to capitalise on GCN Italia's substantial regional influence across leading global social media networks such as YouTube, Facebook, Twitter and Instagram. The collaboration will drive comprehensive brand promotion and the development of co-created content tailored specifically for these platforms. The joint initiatives will focus on producing a diverse array of original material, which is set to include professional assessments of carbon fibre wheelsets designed for road and gravel cycling, authentic local riding experiences and thorough explorations of fundamental carbon fibre technologies.

The content strategy is designed to resonate with the unique perspectives and interests of Italian cycling enthusiasts, effectively demonstrating the technological expertise and intrinsic value of Superteam products. Ultimately, the partnership aims to not only bolster the brand's connection with this key audience but also to further ignite the passion for cycling among enthusiasts both within Southern Europe and across the global community.

Chris Zeng, Overseas Business Manager, Superteam Wheels, said, "Italy is the heart of global cycling, with profound heritage and discerning enthusiasts. GCN Italia is our key bridge to connect Superteam's Chinese carbon fibre expertise with local riders. Building on our 2025 partnerships with GCN France and Spain, this collaboration further strengthens our presence across Europe. We are committed to delivering high-performance, cost-effective wheelsets, enabling more cyclists to experience the exceptional performance of our carbon fibre technology and become part of the European cycling story.”

Dario Esposito, Business Director International, GCN Italia, said, "I hope this solution is appreciated by both parties and that we can expand our valuable partnership to GCN Italia.”

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Kumho Tire USA is set to intensify its commitment to the SUV and truck market by taking a prominent role in a series of off-road events throughout 2026. Following its successful appearances in 2024 and 2025, the company plans to use these gatherings as a platform to boost brand visibility, demonstrate the capabilities of its specialised Road Venture tyre line and forge stronger connections with off-road enthusiasts.

This strategy reflects a focused effort to engage with the growing community of SUV and truck owners. By participating directly in these enthusiast-driven events, the company creates a valuable opportunity to present its products firsthand. This approach allows Kumho to reinforce its standing as a premium alternative that balances exceptional quality and performance with affordability.

The 2026 tour is scheduled to commence at the Overland Expo SoCal in March. A newly designed 80-foot marketing truck and trailer will be the centrepiece of Kumho’s presence at various stops along the tour. This mobile exhibit will offer interactive displays, distribute branded merchandise and prominently feature the Road Venture lineup, which includes the RT, AT52 and MT71 models. Engineered for challenging terrain, this tyre series is recognised for its robustness, reliable performance and comprehensive warranty. Attendees will also have the chance to speak with company ambassadors on-site, who can provide personalised guidance to help drivers select the most suitable Road Venture tyre for their specific vehicle and driving needs.

Kumho Tire’s full 2026 off-road event schedule is listed below:

• Overland Expo SoCal: 14–15 March, Costa Mesa, Calif.
• Jeep Beach: 17–26 April, Daytona Beach, Fla.
• Overland Expo West: 15–17 May, Flagstaff, Ariz.
• Overland Expo PNW: 26–28 June, Redmond, Ore.
• New Jersey Jeep Invasion: 10–12 July, Wildwood, N.J.
• New Jersey Bronco Invasion: 17–19 July, Wildwood, N.J.
• The Smoky Mountain Bronco Stampede: 14–16 August, Pigeon Forge, Tenn.
• The Smoky Mountain Invasion: 20–22 August, Pigeon Forge, Tenn.
• Off-Road Expo: 3–4 October, Costa Mesa, Calif.

Ed Cho, CEO, Kumho Tire USA, said, "We are incredibly excited to bring our dedicated Road Venture product line directly to off-road enthusiasts at major events like Overland Expo and Jeep Beach in 2026. Building on our initial involvement since 2024, this year's expanded presence demonstrates our commitment to the segment and marks a significant milestone in Kumho Tire's strategy to strengthen connections with SUV and truck consumers."

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