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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Dr Suttipong Angthong, Secretary-General of the Association of Natural Rubber Producing Countries (ANRPC), attended the Royal Ceremony of the First Ploughing of the Season on 13 May 2026 at Sanam Luang ceremonial grounds.

Representing the Ministry of Agriculture and Cooperatives of Thailand, the ancient rite officially opened Thailand’s new rice-growing season, a centuries-old tradition meant to encourage and strengthen the spirit of farmers nationwide. Dr Angthong joined ambassadors and heads of international organisations in witnessing the sacred ceremony, which underscores agriculture’s profound importance to the Thai way of life.

Although focused on rice cultivation, the event carries significant weight for the natural rubber sector. Thailand remains the world’s leading producer and exporter of natural rubber, and the day served as a reminder of the dedication required to sustain that global position. Dr Angthong used the occasion to engage with international partners, reaffirming a shared commitment to agricultural workers’ welfare.

For the rubber industry, which supports millions of families and forms a cornerstone of the Thai economy, the ceremony symbolises a hopeful beginning for all who toil on the land. Dr Angthong expressed gratitude for the invitation and noted that the unity displayed by the international community highlights a collective responsibility to support sustainable growth and prosperity in agriculture.

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Hankook Tire’s iON Race compound faces its most demanding test of the ABB FIA Formula E World Championship season this weekend as the championship’s sole tyre supplier arrives for the 2026 Monaco E-Prix. The double-header Rounds 9 and 10 of Season 12 take place on 16 and 17 May around the 3.337-kilometre Circuit de Monaco, where the specialised tyre must handle everything from tight hairpins to high-speed tunnel blasts.

The Principality’s layout features 19 turns and dramatic elevation shifts, creating a constantly changing environment for the rubber. Drivers emerge from the shaded Sainte-Dévote ascent into direct sunlight along Beau Rivage, then brake heavily for the Grand Hotel Hairpin before accelerating through the tunnel towards the harbour. Each lap subjects the iON Race to alternating low-speed loads and high-frequency thermal spikes, demanding consistent response across its entire operating range without a single moment of mechanical sympathy.

With two full race days on consecutive dates, teams cannot rely on track evolution alone to manage tyre behaviour. Shifting grip levels between Saturday qualifying and Sunday’s race, compounded by changing light conditions around the circuit, force every squad to prioritise repeatability. Hankook has engineered the iON Race to deliver stable warm-up and predictable thermal control, allowing drivers to execute energy management strategies even when braking zones and cornering loads vary lap by lap.

Hankook continues to bridge racing innovation to road cars. Recent fan activations at Miami and Berlin displayed iON tyres fitted to Nissan and DS Automobiles’ latest EVs, demonstrating how motorsport-derived grip and consistency translate into everyday electric mobility. The Monaco double-header now serves as the next proving ground for that technology transfer.

Manfred Sandbichler, Senior Director, Hankook Motorsport, said, “Monaco presents a unique challenge where precision and consistency are critical from the first lap. With limited room for error, tyre performance needs to be predictable across a wide range of conditions. The iON Race is designed to support that consistency, allowing teams to manage performance effectively across both qualifying and race conditions.”

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Anyline, a global leader in mobile AI and intelligent data capture technology, has stepped in to help transform how aircraft tyre inventories are managed in New Zealand, supporting logistics firm B&H Worldwide with its mobile AI and data capture tools. The technology has been woven into B&H’s existing FirstTRAC platform, targeting the unique demands of aerospace supply chains where precision and tracking are essential.

Processing times for tyre-related stock tasks have fallen by 60 percent since the system went live. Error rates have dropped sharply, landing between 80 and 90 percent, while data accuracy now sits above 99 percent. The number of tyres handled per hour has also climbed by roughly 30 percent, with warehouse teams using mobile devices to log key tyre details directly on the floor.

New Zealand was chosen as the launch pad for the global pilot, setting a template for future rollouts across B&H’s broader network. The Anyline mobile and web software development kits feed a continuous stream of live data into FirstTRAC, covering stock checks, dispatch requests and bulk uploads. That real-time visibility strengthens compliance and creates a clear digital trail for high-value assets.

For Anyline, the project shows how AI can remove friction from manual logistics work, especially in aerospace where every part must be traceable. The next site already lined up is Melbourne, marking a clear step forward in B&H’s wider push towards digitised, resilient operations.

Christoph Braunsberger, CEO, Anyline, said, “We’re proud to support B&H Worldwide in transforming a highly specialised aerospace logistics workflow with AI. This implementation demonstrates how intelligent tyre data capture can improve speed, accuracy and traceability in safety-critical operations.”

Lee Hedges, Branch Manager, B&H Worldwide New Zealand, said, “This implementation represents a significant step forward in how we manage high-value, safety-critical inventory. By introducing real-time tyre scanning, we’ve improved accuracy, speed and traceability across our operations. For our customers, it means greater visibility, faster reporting and increased confidence in the integrity of their stock.”

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Continental has emerged as the dominant force in the 2026 independent European summer tyre tests, securing 13 outright wins and 19 podium finishes across 24 evaluations conducted by leading automotive publications and mobility organisations. The results span a diverse range of tyre segments and test conditions, reinforcing the German manufacturer’s reputation for consistent top-tier performance.

The company’s tyres excelled particularly in braking, wet grip and overall balance, showing reliability across vehicle classes from sustainable products to ultra-high-performance applications. Independent testers repeatedly highlighted Continental’s strong braking performance, high levels of wet adhesion and well-rounded driving behaviour, confirming its premium ambitions.

Among the standout achievements, the PremiumContact 7 was named overall winner in the Auto Zeitung UHP summer tyre test, praised for its balanced wet and dry handling. The SportContact 7 claimed first place in the Auto Bild sportscars UHP test, recognised for precise handling and shortest braking distances. Meanwhile, the UltraContact NXT achieved a leading position in the AvD summer tyre test, proving that sustainability-focused designs can deliver strong core safety performance.

Continuous development in tread design, compound technologies and tyre construction underpins these results, allowing a blend of safety, efficiency and driving dynamics. The 2026 test season ultimately demonstrates Continental’s ability to deliver reliable top-level results across a broad portfolio and a wide range of independent evaluations.

Andreas Schlenke, Tire Expert at Continental, said, “These results confirm the consistency of our product performance across different segments and test conditions. They show that our focus on braking, wet grip and overall balance translates directly into strong results in independent testing.”

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