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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Goodyear has upgraded its studded winter tyre, the UltraGrip Arctic 2, to meet evolving Nordic regulations. The tyre now complies with the latest Traficom A+ requirements, which apply to all newly produced studded passenger car tyres from 1 January 2027. The redesign introduces a new stud pin geometry while keeping the same number of studs, reducing road wear without sacrificing winter performance.

The company is also streamlining its product naming. The UltraGrip Arctic 2 designation will now cover all sizes, with the previous SUV-specific line discontinued. Updated tyres will carry a Traficom A+ sticker and comply with the latest UNECE regulation. Three new sidewall markings will appear: an updated 3PMSF symbol featuring the ‘Ш’ character, an ice symbol and the word ‘STUDDED’, improving transparency across markets.

The range is expanding with seven additional SKUs in 18 inches and above, bringing the total to 122 SKUs. This strengthens coverage for vehicles such as the Audi e-tron, Volvo EX60 and EX40, KIA EV5, Skoda Enyaq, Tesla Model 3, Volkswagen Tayron and ID. Buzz. Goodyear’s non-studded UltraGrip Ice 3 line is also growing, adding 18 SKUs for a total of 130, with 80 percent now in 18 inches and above. This improves compatibility with electric and high-spec vehicles including the Mercedes GLB EQ, Volvo EX60, Nissan Leaf, Skoda Elroq, Volkswagen ID.3 GTX, ID. Buzz, Tesla Model Y, ID.7 and Renault 5.

Engineered for Nordic conditions, the UltraGrip Ice 3 uses a softer compound for ice grip, an optimised footprint for stability on heavier vehicles, and high sipe density for traction on snow. Recognised in multiple Nordic winter tyre tests, it continues to deliver reliable real-world performance while Goodyear meets new regulatory demands without compromising the trusted grip, control and reliability of the UltraGrip Arctic 2.

Ben Glesener, Senior Technology Director, Product Development Consumer EMEA Goodyear, said, “We are continuously evolving our products to anticipate regulatory developments and customer needs. With the updated UltraGrip Arctic 2, we are ensuring drivers are ready for upcoming requirements while continuing to benefit from the outstanding winter performance they expect from Goodyear.”

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Mitas, Official Agriculture Tyre Sponsor of the National Tractor Pullers Association (NTPA) and Title Sponsor of the Mitas National Finals Pull-Off, will occupy the spotlight at the Champaign County Fairgrounds in Urbana, Ohio, on 19 September, when the 2026 Grand National titles are decided.

Serving as the closing Grand National fixture of the season, the 39th Mitas All-Star Pull-Off also wraps up the brand's first year as the association's official agricultural tyre partner. That arrangement forms part of a three-season commitment spanning 2026 to 2028, drawing the company nearer to a North American motorsport discipline where immense engine output, grip and staying power face relentless scrutiny with every pass.

Two tyres will illustrate the breadth of the company's agricultural know-how at the venue. The PowerPull 01 30.5L-32 exists purely for pulling competition, arriving as a smooth tyre devoid of any moulded tread so crews can carve bespoke patterns suited to the track and their own machine setup; its tailored compound and tough build supply the grip, endurance and repeatability the sport requires. The VF 750/60R46 CFO 189D HC1000, by contrast, serves high-capacity self-propelled sprayers and comparable field duties, using Very High Flexion engineering to bear heavy loads at lower pressures while a broad contact patch spreads weight and keeps traction. Its tread delivers grip, longevity and self-cleaning ability for dependable service in punishing conditions.

When the 2026 NTPA season reaches its finale in Urbana, the sport's leading pullers and their followers will gather for a fitting celebration. Mitas will be present throughout, tying together the track and the field by demonstrating how the traction, durability and reliability demanded in competition echo the very traits underpinning its agricultural tyre lineup.

Andrea Masella, Marketing Director, Yokohama TWS, said, "Tractor pulling puts enormous demands on every part of the machine, including the tyres, making it a great environment to demonstrate what traction, durability and reliability mean when performance is pushed to the limit. We are proud to support NTPA as its Official Agriculture Tyre Sponsor and to bring our expertise to the Mitas All-Star Pull-Off. This partnership allows us to connect with the pulling community while highlighting the performance focus behind our agricultural tire portfolio. Pull like a Bull — on the track and in the field."

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Michelin has introduced an automated regrooving system called NAZCA, aiming to modernise a retreading practice that has served truck, bus and coach tyre maintenance for more than a century. The manual method demands specialised expertise and now confronts ergonomic strain and a shortage of skilled workers. Developed by Michelin engineers, NAZCA automates the process while following manufacturers’ recommendations, targeting consistent quality and repeatability. The system employs a high-density laser scanner and advanced algorithms to exploit every millimetre of usable rubber.

Because each tyre possesses a unique geometry, NAZCA adjusts cut depth in real time across the tyre’s full width and circumference. After more than a year of real-world testing, the machine can raise the number of regrooving jobs a workshop completes. Michelin estimates a capacity increase of 30 percent to 50 percent, depending on operating conditions. Each regrooving operation requires under three minutes of technician hands-on time, allowing staff to handle alignment, repairs and tyre mounting or removal.

This supports greater workshop profitability and flexibility. NAZCA accommodates a wide range of tyre brands and sizes, provided the casing is robust enough for the lifespan-extending procedure. About 20 NAZCA machines are in pilot testing across Europe. Michelin plans further rollouts in various countries in 2027, subject to applicable regulations, with a gradual commercial launch tailored to each market. The system will appear at the Michelin stand during IAA Transportation in Hannover from 14 to 20 September 2026.

NAZCA forms part of Michelin’s multi-life model, pairing regrooving and retreading so a tyre can last up to 2.5 times longer than a single-life product. Regrooving enables use to the legal wear limit, adding up to 25 percent more mileage and up to 5 percent fuel savings. Retreading completes the approach: initial REMIX retreading can double mileage for roughly 60 percent of a new tyre’s cost, while REMIX 2 premium retreading, available for 90 percent of Michelin truck lines, delivers 95 percent of new-tyre performance for about 60 percent of the cost, cutting cost per kilometre by 33 percent. Each retreading also saves about 50 kg of raw materials per tyre.

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Dr Suttipong Angthong, Secretary-General of the Association of Natural Rubber Producing Countries (ANRPC), delivered a keynote address at the Sustainability in Tires 2026 conference in Bangkok on 3–4 September 2026, presenting the organisation's positions on eco-friendly supply chains, market dynamics and ethical production methods vital to the global tyre sector.

His participation highlighted ANRPC's leadership as the principal representative of rubber-producing nations, working to guarantee that smallholder farmers and member countries help shape global sustainability criteria while building strategic alliances with tyre makers and processing firms.

Through such international engagement, ANRPC promotes environmentally responsible cultivation, equitable commerce and traceable supply networks, connecting the natural rubber industry to worldwide ESG frameworks and safeguarding a durable, sustainable future for every stakeholder.

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