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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Pirelli is all set to conclude its tenure as the Official Tyre Supplier to the FIM Superbike World Championship at the Pirelli Spanish Round in Jerez de la Frontera. This weekend’s event not only wraps up a 2026 season dominated by Nicolò Bulega and Ducati but also ends a 23-season partnership that began in 2004. The journey has been marked by technological innovation, continuous development, close collaboration with teams and manufacturers and numerous sporting milestones.

For the Andalusian circuit, whose low-abrasion asphalt suits softer compounds, Pirelli has confirmed the softest rear options, already used at Estoril. WorldSBK riders will have the supersoft SCX and soft SC0 for practice, qualifying and races. The SCX, introduced last year as the E0126 development tyre, proved highly effective, helping Bulega claim all three race wins. The SC0 offers a valid alternative in cooler temperatures. The extrasoft SCQ, Pirelli’s softest tyre, will also be available for qualifying and potentially Sunday morning’s Superpole Race.

At the front, the soft SC1 and medium SC2 are both competitive at Jerez, as demonstrated in 2025 when Bulega took pole with the SC1 and won both full-length races with the SC2, while using the E0672 soft development tyre in the Superpole Race. Wet conditions will be covered by DIABLO Wet intermediate and DIABLO Rain tyres for both front and rear. For the WorldSSP finale, rear choices are the SCX supersoft and SC0 soft, with SC1 soft and SC2 medium at the front.

The Pirelli Spanish Round will decide the last two titles. In the debut FIM World Sportbike Championship, Spaniard David Salvador (Kawasaki) leads compatriot and fellow Kawasaki rider Xavi Artigas by 12 points, with two races and 50 points remaining. In the FIM Women’s Circuit Racing World Championship, Maria Herrera holds a 44-point advantage over fellow Spaniard Beatriz Neila. Both categories use Pirelli DIABLO Superbike tyres with the SC1 compound front and rear.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “The Pirelli Spanish Round will mark the final chapter in the long journey that began in 2004, when Pirelli joined the FIM Superbike World Championship as Official Tyre Supplier. Over the years, we have built a partnership that has seen us become not just a supplier but an active and strategic partner, contributing to the growth and development of the Championship. Before saying our final goodbyes, however, we still have one last round ahead of us, which we want to approach with the same determination and the aim of bringing a particularly positive season to the best possible conclusion. The results achieved, with new records set at virtually every circuit and in a wide variety of conditions, have gone hand in hand with intensive development work, carried out alongside the teams right up to the final race. For this last event, we have chosen to retain the softest rear options, the extrasoft SCQ and supersoft SCX, which have been used throughout much of the season. The extensive data collected over the years at Jerez, both during races and in testing, confirms that these are the most effective options for tackling a circuit characterised by low-abrasion asphalt.”

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Sailun Group made its first substantial appearance at BAUMA CONEXPO INDIA 2026, which opened on September 15 in India. The company attended the event with its MAXAM brand and a selection of core products, holding detailed talks with construction equipment manufacturers, industry customers and partners from around the world. These discussions focused on emerging trends and new opportunities shaping the sector.

Recognised as one of the most influential construction equipment trade shows in India and South Asia, the exhibition spans construction machinery, mining equipment, off-highway vehicles and related value-chain industries. It provides a key platform for global companies to present innovations, connect with industry resources and build regional partnerships. For Sailun, the event marked a significant step in strengthening brand presence and advancing localized development in the Indian market.

The company displayed a broad range of tread patterns, including the MS401, MS308, MSV01 and MS701+, suited to mining, infrastructure development, construction and material transportation. These products are designed for varied equipment configurations and operating demands, reflecting Sailun’s ongoing efforts to strengthen its OTR tyre portfolio and address complex conditions.

Sailun’s booth drew numerous OEMs, distributors, contractors and industry customers. Teams discussed product performance, equipment compatibility, application scenarios and specific requirements while exploring market development, product supply and long-term cooperation. The professional portfolio and solutions for demanding conditions earned strong recognition, raising market awareness of Sailun and MAXAM.

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Gislotica, a manufacturer of machinery for the tyre industry, has joined APIB as a supplier member, strengthening its links with the rubber sector and expanding its engagement with industry participants.

The company also took part in an APIB panel recently, providing an opportunity to exchange views with professionals and businesses across the sector.

Membership of APIB is intended to help Gislotica build relationships with manufacturers, suppliers and other industry partners, while sharing knowledge of the challenges and opportunities facing the sector.

Gislotica considers collaboration across the industry essential to driving innovation, developing technological solutions and supporting growth. The company plans to continue developing machinery solutions that address the needs and challenges of its partners.

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Prinx Chengshan marked a significant double milestone this October by hosting the 2026 Prinx Chengshan International Dealer Conference in Rongcheng, Shandong Province, coinciding with the 50th anniversary of Chengshan Group's manufacturing operations. The event drew over 100 international dealer representatives from Europe, North America, the Asia-Pacific, Latin America, Middle East and Africa, underscoring the company's determination to strengthen its global footprint, build a premium brand, and pursue shared success through collaboration.

Che Hongzhi, Chairman of Chengshan Group, reflected on how five decades of perseverance have forged a distinctive corporate culture and rich brand heritage rooted in integrity, craftsmanship and mutual success. This foundation, he noted, has enabled steady and sustainable growth in global markets, while the steadfast support of partners has given Prinx Chengshan the confidence to expand worldwide through deeper, higher-quality collaboration.

Jiang Xizhou, President of Prinx Chengshan, analysed the core competitive advantages built over 50 years across products, services and supply chain development. He outlined a strategic shift from price competition toward value competition, translating the company's ‘product plus service’ philosophy into tangible benefits for market partners. Vice President Che Jing added that five decades of weathering challenges alongside partners have yielded both cultural heritage and practical experience, with five key growth engines – including tyres for new energy vehicles and speciality tyres – set to drive further upmarket movement and comprehensive value-chain support for international dealers.

The conference gave partners comprehensive insight into Prinx Chengshan's research and development capabilities, product portfolio and supply chain system. Li Chongbing, Director of the R&D Center, stressed that continuous innovation remains the only path to future growth. Wang Hongdian, Director of the Marketing Center, detailed comprehensive solutions and upcoming plans for passenger, commercial and specialty tyres, while Sun Yaping, Director of the Supply Chain Management Center, used case studies and data to demonstrate resilience in fulfilling orders amid international trade challenges.

Dealer representatives from Brazil, Thailand and Puerto Rico addressed attendees, sharing local market achievements and praising the company's overseas competitiveness while congratulating Chengshan Group on its manufacturing anniversary. International dealers also toured the showroom and six laboratories, including noise testing and static performance facilities, holding in-depth discussions on product upgrades, regional expansion, supply chain coordination and after-sales service improvements that helped remove communication barriers and build consensus.

Looking ahead, Prinx Chengshan intends to collaborate with partners worldwide under an open and inclusive global outlook, building a new ecosystem in which resources are shared, strengths are complementary, risks are jointly managed and benefits are distributed among all stakeholders.

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