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 has secured a new role as the Official Control Tyre Supplier for the 2026–2027 season of the Australian Production Car Endurance Series (APCES), following a partnership with the Australian Racing Drivers’ Club (ARDC). The APCES is a newly launched endurance championship created by the ARDC and Motorsport Australia, designed to continue the country’s legacy of production car racing. The series will feature production-based vehicles competing across eight performance-based classes, labelled X, A1, A2, B1, B2, C, D and E.

Hankook will exclusively supply its Ventus TD (Z221) R-Spec tyres to all participating teams, working alongside official trackside supplier Gary’s Motorsport Tyres. The control tyre format, which equips every competing vehicle with identical tyre specifications and performance, is intended to provide consistent racing conditions throughout the championship. The semi-slick tyres feature an optimised tread pattern and advanced compound technologies, delivering strong dry grip, stable cornering, excellent braking and superior heat resistance even under prolonged high-speed driving.

The championship will begin its opening round at Sydney Motorsport Park on 30 and 31 May, with additional races scheduled at Sandown International Raceway in August and Queensland Raceway in September. The final round is set for March 2027 at Mount Panorama Circuit in Bathurst, New South Wales, as part of the iconic Bathurst 6 Hour endurance race. The overall series champion will be determined at that concluding event.

Hankook has already built a strong reputation in Australian endurance racing as the official tyre supplier for the Bathurst 6 Hour, and it continues to sponsor other local events including the First Focus Radical Cup Australia Series, the Precision National Sports Sedan Series and the Hyper Racer Hankook Australian Drivers’ Championship. Moving forward, the company plans to strengthen its global premium brand position by using racing data from extreme motorsports conditions, combined with its global innovation R&D infrastructure, to develop ultra-high-performance tyre technologies.

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Bridgestone Corporation has extended its legacy of excellence with General Motors by securing a 2025 Supplier of the Year award, marking the company’s 11th consecutive win and 24th overall. The honour was announced during GM’s 34th annual awards ceremony in Austin, Texas. Out of a vast network exceeding 20,000 suppliers, Bridgestone emerged as one of only 103 companies across 14 countries to receive this distinction.

A global cross-functional team at General Motors determines the winners based on performance across key categories such as safety, innovation and resilience. The evaluation process considered each organisation’s results throughout 2025 alongside their alignment with GM’s fundamental values and ambitious future objectives. This rigorous selection method highlights the importance of consistent execution and shared strategic vision.

The recognition directly supports Bridgestone’s internal E8 Commitment, an ethos built around eight values beginning with the letter E, including Ecology and Extension. By crafting innovative tire solutions for GM, the Japanese company effectively advances its pledges on both ecological responsibility and technological extension. This synergy between corporate values and customer recognition reinforces Bridgestone’s position as a reliable partner.

David Colletti, President of Consumer Original Equipment Tires, North America, Bridgestone Americas Tire Operations, said, “This recognition reflects the strong relationship between Bridgestone and GM. Together, our shared dedication to innovation, quality and performance continues to fuel long-term success.”

Shilpan Amin, Senior Vice President, Global Chief Procurement and Supply Chain Officer, General Motors, said, “Supplier of the Year is one of those key moments our whole team looks forward to every year because it highlights the partnerships behind every vehicle we build. The results our suppliers deliver throughout the entire product development cycle are central to our ability to deliver world-class vehicles to our customers. When our suppliers, such as Bridgestone, lean in with us on new technology and flawless execution, we can move faster, compete harder and unlock more value across the entire supply chain.”

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Tyres Europe has joined a broad alliance of European industry associations urging the European Union to strengthen its trade defence policy. The coalition warns that unfair trade practices, combined with structural overcapacity and state-led market distortions worldwide, are intensifying pressure on local manufacturers. European producers must contend with high energy costs, strict environmental rules and complex regulations, placing them at a clear disadvantage compared to rivals benefiting from less transparent conditions.

The signatories have made clear that they do not seek protection from competition itself, only fairer conditions under which to compete. They argue that a truly global level playing field is essential to protect Europe’s industrial base, sustain competitiveness and allow EU companies to continue investing, producing and preserving jobs within the continent. Without such balance, the long-term viability of key sectors remains at risk.

As an immediate step, the coalition calls on the European Commission to assign more staff to the trade defence units within DG Trade. According to the statement, these services are severely understaffed in absolute numbers and relative to the EU’s main global partners. This shortage undermines Europe’s ability to respond effectively to foreign trade distortions in a timely manner.

Reinforcing DG Trade’s investigative capacity is therefore presented as a crucial short-term priority. Tyres Europe and the other associations contend that targeted staffing increases would significantly enhance the EU’s resilience against global market imbalances. Such a move, they believe, would help safeguard fair competition without erecting unnecessary barriers to international trade.

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Hankook Tire was conferred with the ‘Excellence in Quality and Delivery’ award during Japanese automaker Honda Motor Co., Ltd.’s ‘2025 Supplier Excellence Award’ ceremony, which took place in Columbus, Ohio, this past April.

Honda annually evaluates suppliers across North America based on criteria such as quality, delivery, value and innovation. Out of 56 honourees this year, Hankook Tire stood out due to its systematic quality management, stable supply capabilities and advanced product development competitiveness.

This latest accolade marks Hankook Tire’s fifth recognition from Honda, following previous wins for ‘Excellence in Value’ in 2016 and 2020, and ‘Excellence in Delivery/Value’ in 2018 and 2023. Since establishing a partnership with Honda in 2013, Hankook Tire supplies original equipment tyres for key SUV models including the CR-V, HR-V, Pilot and Passport, as well as global sedans like the Accord and Civic.

Building on this recognition, the tyre manufacturer aims to deepen its collaboration with Honda and expand its presence as a premier global brand in North America. Leveraging its integrated quality and technology system – supported by the Technoplex headquarters, Hankook Technodome R&D center and Hankook Technoring test track – the company continues to serve over 50 global automakers and plans to further enhance its AI-driven quality management through sustained R&D investment.

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