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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Maxion Wheels is celebrating a Guinness World Record set by Rainer Zietlow and the Challenge4 team, which it sponsors, for visiting the most countries in a continuous journey by a battery-powered electric vehicle. The team returned to Hannover, Germany, after 441 days, having covered 99,767 kilometres across 92 countries and six continents in a fully electric Volkswagen ID. Buzz fitted with Maxion light vehicle steel wheels.

The expedition commenced on 1 July 2025 at Volkswagen Commercial Vehicles’ headquarters in Hannover. It traversed major cities, remote regions, deserts, mountains and varied climate zones. The vehicle relied on Maxion’s 18-inch passenger car steel wheels, produced at the company’s plants in Ostrava, Czech Republic, and Manisa, Türkiye.

The achievement underscores the growing viability of electric mobility worldwide and the durability, reliability and sustainability of modern steel wheel technology under extreme real-world conditions. It also provided Maxion with a chance to engage employees, customers and industry stakeholders in the automotive transformation debate, as the Challenge4 team visited Maxion facilities in South Africa, United States, Mexico and Brazil.

The journey reinforces Maxion’s Look Again campaign, which promotes steel wheels’ continued relevance for electric mobility through durability, affordability, design flexibility and sustainability. This is the second Guinness World Record project backed by Maxion Wheels, following the 2022 Challenge4 expedition that reached the summit of Bolivia’s Uturuncu volcano in a Volkswagen ID.4 GTX, setting a record for the highest altitude attained by an electric vehicle.

Colleen York, Director of Global Marketing and Communications, Maxion Wheels, Iochpe-Maxion, said, “The transition to electric mobility is creating new demands for vehicle components, and wheels have an important role to play in that evolution. This world record put a series-production electric vehicle through nearly 100,000 kilometres of the most demanding driving conditions imaginable across six continents and 92 countries without a single technical breakdown. We are proud that Maxion steel wheels were part of that achievement, demonstrating the durability and reliability required to support the next generation of electric vehicles. The expedition also provided a powerful platform to increase awareness of the Maxion Wheels brand among audiences around the globe through a story of innovation, endurance and possibility.”

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Michelin has secured a significant expansion of its partnership with the DHL Group, taking over complete tyre management for 11,000 new all-electric delivery vehicles from the DHL’s Post & Paket Deutschland division. This brings the total number of DHL vehicles under Michelin’s care to 45,000 across more than 2,000 locations, covering a substantial portion of the German last-mile fleet operated by the world’s largest logistics company. The newly signed contract, valued in the mid-double-digit million range, extends for up to 12 years and deepens a collaboration that has lasted 14 years.

Under the arrangement, Michelin oversees the entire tyre lifecycle for the 45,000-vehicle Post & Parcel fleet in Germany, which consists mainly of vans and passenger cars alongside some trucks supplying parcel centres. Services encompass tyre assembly, seasonal switching between year-round and winter tyres, mobile breakdown assistance and comprehensive wear management. Michelin expects roughly 70,000 tyres to be changed annually, about 20,000 service operations and some 6,000 roadside assistance calls, each with a reliable two-hour response commitment.

To handle this volume, every vehicle is clearly identifiable, allowing Michelin to immediately determine the required tyre type when a breakdown or wear limit is reported and resolve the issue on site swiftly. The company deploys its MICHELIN Agilis CrossClimate all-season tyre and the MICHELIN Agilis Alpin for winter road conditions. A nationwide network delivers the service promise, with Euromaster managing DHL locations alongside more than 220 additional partners, while Michelin staff across Germany monitor quality from urban parcel centres to rural delivery bases.

The outsourced tyre management keeps Deutsche Post and DHL’s German fleet reliably operational, letting the logistics group focus on its core business. Michelin impressed DHL with a competitive tender offer and an innovative overall concept, including a more transparent cost structure and simplified processes for tyre management and roadside assistance. This major order for networked fleet solutions strengthens Michelin’s standing as a high-performance partner for large delivery and parcel services, particularly in the growing electric delivery fleet segment.

Eva Tschan, Director Connected Solutions DACH and Nordics at Michelin, said, “DHL Group assigns us complete responsibility for tyre management on the last mile in Germany and thus for the most critical part of the daily letter and parcel delivery. We completely take the work of our customer around the topic of tyres and ensure that the feed fleet stays on the road – reliably, predictable and efficient. Our aspiration is to make the complex topic of tyre management for the postal and parcel Germany division as simple and transparent as possible.”

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Tyrecycle has been honoured with the Closing the Loop Award at the 2026 WasteSorted WA Awards, recognising its groundbreaking InfinitySeries partnership with Fenner Conveyors. The accolade highlights a significant shift in how end-of-life mining conveyor belts are managed, moving away from traditional landfill or stockpiling methods that had long posed challenges for the industry.

Through collaboration with Fenner Conveyors, a genuine belt-to-belt circular solution has been established, recovering valuable materials from used conveyor belts and reintroducing them into the manufacture of new ones. So far, the initiative has diverted over 4,000 tonnes of end-of-life belts from landfill, with recovered materials incorporated into Fenner's InfinitySeries products, each containing a minimum of 10 percent recycled content sourced from locally recovered belts.

The award reflects the potential of coordinated efforts among recyclers, manufacturers and industry stakeholders to keep resources in circulation and transform complex industrial waste streams into new products. Tyrecycle extended appreciation to Fenner Conveyors, its customers and its team for bringing this circular economy innovation to fruition.

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Hankook Tyre UK has secured exclusive sponsorship of the Transport Association Traffic Managers’ & Engineers’ Conference 2026, an event that draws fleet and logistics professionals together to exchange knowledge and examine the issues influencing commercial transport’s future.

The Transport Association, established in 1955, represents a UK-wide network of roughly 65 independent, family-owned logistics firms. Its members operate some 5,700 vehicles from 175 locations, delivering transport, storage and distribution services domestically and across Europe, while the organisation promotes collaboration and best practice.

Scheduled for 25–27 September 2026 at Newcastle-upon-Tyne’s Crowne Plaza Hotel, the annual gathering will convene senior figures from the Association’s national network. As exclusive sponsor, Hankook will address tyre efficiency, safety, sustainability and total cost of ownership – topics of growing importance amid decarbonisation, cost pressures and electrification. The partnership reinforces Hankook’s dedication to collaborating with fleet operators and industry bodies on practical solutions for commercial mobility’s future.

Jon Cottrell, Network & Operations Manager, Hankook Tyre UK, said, “We’re delighted to support The Transport Association and its members at this year’s conference. The transport sector is evolving rapidly, and close collaboration across the industry will be essential. We look forward to sharing our experience, hearing different perspectives and contributing to the practical discussions taking place throughout the event.”

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