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 North America, Inc. has channelled the proceeds from its latest annual charity golf tournament, a total of USD 771,000, to 10 community organizations across the United States and Canada. This year’s event was particularly notable for including the company’s first-ever Canadian charitable partner. Since the tournament's establishment in 1989, it has collectively raised over USD 10 million, reflecting Michelin’s enduring commitment to creating a tangible and positive impact in the communities where its employees live and work.

The range of beneficiaries highlights a focus on critical community needs, from child welfare and education to veteran support and cultural enrichment. In Canada, the Breakfast Club of Canada will use the funds to address child hunger by ensuring children have access to a nutritious morning meal, which is essential for their concentration, energy and overall capacity to learn. Meanwhile, in South Carolina, several organisations will benefit. The Champions Center for Special Children offers a therapeutic and educational environment for children with disabilities and complex medical needs. The Greenville Symphony Association continues its long-standing mission to enrich the community through live orchestral performances and educational programmes. Support also extends to the SC School for the Deaf and the Blind Foundation, which provides students with essential supplies and adaptive equipment, and Upstate Warrior Solution, which offers comprehensive services to veterans and first responders with the goal of ending unemployment, homelessness, and suicide.

Further afield, the funding will empower organisations dedicated to advocacy and care. In Emporia, Kansas, SOS, Inc. provides crucial support for victims of sexual and domestic violence, child abuse and human trafficking, offering shelter, resources and community education. Similarly, in Ardmore, Oklahoma, Sara’s Project operates as a children’s advocacy centre, delivering forensic interviews, victim advocacy and crisis education for families affected by trauma and abuse. In Norwood, North Carolina, Tillery Compassionate Care provides hospice and supportive care, aiming to bring hope and peace to nearly 7,600 seriously ill residents it has served since its founding.

The national scope of Michelin's philanthropy is further demonstrated by its support for Junior Achievement of Kentuckiana, which has empowered over 1.5 million youth with financial literacy and career skills, and the Best Defense Foundation. This latter organisation is dedicated to honouring military veterans by providing healing experiences and fostering connection, operating on the powerful principle of taking care of those who served the nation. Through this diverse and strategic charitable investment, Michelin continues to foster stronger, more resilient communities across North America.

Matt Feller, Director of Community Relations at Michelin North America, Inc, said, “Thanks to the generosity and support of our employees, partners and suppliers, this event continues to make an impact. Michelin is committed to being a responsible corporate citizen through philanthropic initiatives and active engagement in local communities. We foster local development and strengthen connections in the communities where our employees live, work and serve. We are proud to welcome Breakfast Club of Canada as our first Canadian beneficiary, alongside nine other organisations serving communities in Upstate, South Carolina; Emporia, Kansas; Ardmore, Oklahoma; Norwood, North Carolina; Louisville, Kentucky; and Solana Beach, California.”

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Nokian Tyres has finalised a significant organisational restructuring in Finland, resulting in workforce reductions designed to enhance its financial performance and operational efficiency. The company will eliminate 35 permanent white-collar roles and will also reassign job responsibilities as part of this change. This outcome is less severe than initially projected, as the company had originally estimated up to 55 permanent layoffs. These measures are scheduled to be fully implemented by the end of 2025.

Furthermore, the plan includes temporary layoffs for approximately 650 production employees, both blue-collar and white-collar, at its passenger car and heavy tyre facilities in Nokia. These temporary furloughs, which will be enacted by the end of 2026, will not exceed 90 days for any individual worker. This initiative, first announced in October 2025, is part of a broader global strategy. While the Finnish negotiations are complete, the company continues to undertake similar processes in its other international operations in compliance with local regulations.

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The 2025 Formula DRIFT season served as a powerful demonstration of Kenda Tires' rising status in professional drifting, culminating in a second-place finish in the Tire Cup standings. By amassing 429 points and outperforming several established competitors, Kenda solidified its reputation for delivering consistent, high-calibre performance under extreme pressure. This collective achievement was driven by the standout performances of its team of drivers, who validated the company's technical innovation across eight challenging events.

Fredric Aasbø led the charge with a remarkable third-place finish in the PRO Championship, a campaign highlighted by a victory at the season opener in Long Beach. His success, along with Jhonnattan Castro’s career-best seventh-place result and the steady technical prowess of Ryan Tuerck, provided the essential points that secured Kenda’s strong position in the Tire Cup. Their collective performances were a live proving ground for the Kenda VEZDA UHP MAX+ tyre, a product engineered to endure the severe demands of competitive drifting, including intense heat cycles and extreme lateral forces.

This motorsport success is intrinsically linked to Kenda’s core Podium2Pavement philosophy, a principle that ensures every lesson from the track directly informs the development of their consumer tyre lines. The technology and resilience demonstrated by their professional drivers are systematically translated into enhanced performance and durability for everyday ultra-high-performance and passenger tyres. Building on this successful 2025 campaign, Kenda is now focused on the future, aiming to further advance its tire technology, strengthen its driver partnerships and mount a determined challenge for the 2026 Tire Cup championship.

Brandon Stotsenburg, Vice President – Automotive, Kenda USA, said, “Finishing second among all tyre manufacturers in Formula DRIFT validates the strength of our product and our people. Our teams, engineers and drivers have worked tirelessly to refine performance under the toughest motorsport conditions. Kenda, uniquely provided (6) six different sizes for our Formula Drift teams that allowed them to adapt the tire to the car’s performance which was outstanding in both wet and dry conditions. The results show that Kenda can compete head-to-head with the biggest brands in the world – and deliver proven results on and off the track.”

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A new industry initiative is highlighting the indispensable role of advanced conveyor belts, positioning them as a critical yet often overlooked technology underpinning the global economy. The German Rubber Industry Association (wdk), through its campaign ‘Rubber – We save the world!’, is emphasising the sophisticated engineering of these systems.

According to Volker Krings, Chief Chemist of the association in Frankfurt am Main, these belts function as a combined pathway and container, a duality made possible only through the complex integration of rubber, thermoplastics and plastics, reinforced with steel cables or textile fabrics. This core structure is supported by a system of rubber-coated rollers, drums and scrapers.

While the public most commonly encounters these systems at airport luggage carousels or supermarket checkouts, their most significant applications operate largely out of sight, pointed out Krings. They are the backbone of logistics in parcel sorting centres and are deployed on a massive scale in the mining and raw materials sectors. In these industries, extensive conveyor networks transport immense volumes of ore, coal and gravel over vast distances, both underground and on the surface. Their utility further extends to agriculture, food processing and automotive manufacturing.

The environmental and economic argument for these systems is compelling. Conveyor belts represent the most cost-effective method for moving large quantities of bulk goods. By assuming this burden, they significantly reduce the volume of heavy truck and rail traffic, leading to direct benefits for road infrastructure and the environment. The German production of these belts is a high-tech field, where ongoing optimisation of rubber compounds and belt architecture continues to drive down the energy consumption of the entire conveyor system.

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