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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Michelin has expanded its retail network in Rajasthan by opening a new Michelin Tyres & Services outlet in Bikaner. The facility results from a partnership with Bhagwati Tyres and is situated on Jaipur Road near the Khatu Shyam Temple. This location is intended to improve regional access to the company’s premium tyre products and advanced automotive care.

The 7,000-square-foot establishment functions as a contemporary mobility hub with customer-focused infrastructure. Shoppers can find high-end tyres for passenger cars and two-wheelers, while on-site technicians provide wheel alignment, balancing and nitrogen inflation. The official opening ceremony featured Annu Mehla, the North and East B2C regional sales head, alongside representatives from Bhagwati Tyres.

Bhagwati Motors Nokha Private Limited has operated in Rajasthan since 2006 and possesses more than 20 years of local market experience. The firm has made substantial investments in spacious retail spaces to elevate the tyre buying experience. Through its collaboration with Michelin, the enterprise seeks to offer tyre solutions that emphasise safety, longevity and strong performance, thereby aiding the region’s automotive sector.

Shantanu Deshpande, Managing Director, Michelin India, said, “As mobility aspirations continue to evolve across India, we are seeing growing demand for premium products and high-quality automotive services beyond traditional metropolitan markets. Bikaner represents an important growth market for Michelin in Rajasthan, driven by increasing vehicle ownership and a rising appreciation for performance and safety. This expansion is aligned with our plans to introduce Made-in-India passenger car tyres, reinforcing our commitment to delivering globally benchmarked products tailored for Indian consumers.”

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LAUGFS Corporation (Rubber) Ltd, a prominent Sri Lankan manufacturer and exporter of high-quality industrial solid tyres, has announced the recent appointment of its Managing Director and Chief Executive Officer, Chinthaka Wegapitiya, as Sectoral Head for Rubber Tyres and Accessories. This prestigious designation was conferred by the National Chamber of Exporters of Sri Lanka.

The appointment underscores Wegapitiya’s leadership and dedication to advancing the nation’s export capabilities. In his new capacity, he is expected to tackle sector-specific challenges, promote collaborative efforts and drive strategic initiatives aimed at boosting the global competitiveness of Sri Lanka’s rubber tyre export industry. The company expressed confidence in his ability to excel in this important national role while anticipating continued progress for the sector.

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Apollo Tyres, the Lead Sponsor of the Indian National Cricket Teams, has launched a new campaign extending its ‘Har Safar Mein Dum Hai’ ethos to spotlight the Women in Blue. The initiative shifts focus from celebrated victories to the lesser‑seen, demanding journeys of female cricketers before they gained national recognition.

A newly released cinematic film captures the solitary and challenging paths of Harmanpreet, Smriti, Jemima, Shafali and Renuka, set to an original soundtrack. It highlights formative struggles such as a young Shafali cutting her hair to join boys’ academies, Harmanpreet defying deep‑rooted conventions, Smriti drawing inspiration from her brother, Jemimah practicing with boys and Renuka enduring long commutes to training.

The digital‑first campaign will be amplified across YouTube and Meta, supported by localised digital out‑of‑home, influencer collaborations and interactive social media activations. The rollout targets cricket enthusiasts through a comprehensive distribution strategy across high‑impact digital touchpoints.

Neeraj Kanwar, Vice Chairman and MD, Apollo Tyres Ltd, said, “‘Har Safar Mein Dum Hai’ has always been about celebrating the journey alongside the destination. As we carry this philosophy forward, with immense pride we share the untold stories of our Women in Blue. Their journeys, filled with courage and conviction, are a source of inspiration for the entire country. This campaign is a tribute to their unwavering spirit and our commitment to championing the values of perseverance and excellence, reflecting the same passion and respect we hold for all of Indian cricket.”

Simran Kanwar said, “Our vision was to create a film that felt distinct and deeply personal to the experiences of Harmanpreet, Smriti, Jemima, Shafali and Renuka. While it stems from the same ‘Har Safar Mein Dum Hai’ ethos, the storytelling is uniquely tailored to reflect their individual struggles and triumphs. Through intimate storytelling and an emotionally driven soundtrack, we wanted audiences to connect with the heart behind women's cricket in India, powerfully reminding millions of young women across the nation that their journeys matter.”

Udyan Ghai, Group Head, Marketing, Apollo Tyres Ltd, said, “This is not about replicating a formula; this campaign is a heartfelt extension of our core belief. The cultural momentum behind women’s cricket is undeniable, and we wanted to honour that by ensuring our storytelling was authentic and deeply connected to their unique experiences. With this chapter of ‘Har Safar Mein Dum Hai’, we are engaging audiences with stories of resilience that resonate universally, reinforcing that every journey to the top deserves to be celebrated with equal passion.”

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Pirelli will deploy its full range of tyre compounds across the upcoming Austrian and British Grand Prix races. For the Red Bull Ring event in Spielberg, teams gain access to the three softest mixtures in the range, designated C3, C4 and C5. The Silverstone race, however, sees a return to the hardest trio of C1, C2 and C3 compounds.

The Austrian circuit features the fewest corners and shortest lap time on the Formula One calendar, with heavy braking and acceleration zones. These characteristics generate predominantly thermal degradation in the tyres, while lateral loads on the axles remain low. Despite the track’s old and highly abrasive surface, pure tyre wear is not considered a decisive factor.

Silverstone adopts the Sprint weekend format this year and ranks among the longest circuits, dominated by high-speed corners that produce extreme lateral forces comparable to Suzuka and Spa-Francorchamps. Consequently, the front axle endures the highest stress, with the left-front tyre wearing more quickly due to the abundance of right-hand turns.

Pirelli serves as the title sponsor for the British Grand Prix weekend, a distinction it also holds for the Italian Grand Prix. This association links the manufacturer’s name with two of the most frequently held historic events in the Formula One World Championship.

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