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)

Comments (0)

ADD COMMENT

Link Copied!

Pirelli has introduced the Scorpion All Season SF3, a new all-season tyre specifically engineered for SUVs, building upon the award-winning technology of the Cinturato All Season SF3 while tailoring performance to the demands of larger, heavier vehicles.

Designed for safety and versatility across diverse weather conditions, the tyre has already earned top ratings in independent Dekra tests, excelling in cumulative braking performance. It carries an ‘A’ rating for wet grip on the European tyre label and meets the 3PMSF standard for certified snow traction. Additionally, the Scorpion All Season SF3 prioritises driving comfort, with a ‘B’ rating for external noise and class A/B efficiency in rolling resistance, ensuring long-lasting performance and lower emissions. The compound is engineered for stiffness and high-temperature stability, while new polymer blends and natural-origin resins enhance cold-weather grip without sacrificing wet traction. Pirelli leveraged AI-driven Virtual Compounder technology to refine the material composition, alongside 3D modelling to synchronise tread and compound design for optimal performance.

To enhance SUV handling, Pirelli incorporated reinforced tread blocks with a progressive entry geometry, which gradually increases the contact patch with the road. This design minimises pressure peaks, reducing vibrations and noise while improving stability and grip – particularly beneficial for heavier vehicles. The tread also features an adaptive structure with 3D sipes that evolve from straight lines to a zigzag pattern as the tyre wears, maintaining snow traction even with reduced tread depth. These sipes dynamically adjust under pressure, shifting between a winter-optimised and summer-friendly profile for balanced year-round performance.

The Scorpion All Season SF3 expands Pirelli’s all-season lineup, catering to the rising demand for versatile tyres. Available in 17- to 21-inch sizes, select models include Elect technology for compatibility with electric and plug-in hybrid vehicles, as well as the Pirelli Noise Cancelling System (PNCS) to reduce road noise.

Comments (0)

ADD COMMENT

Link Copied!

Bridgestone Corporation has agreed to transfer 66.6 percent shares of its wholly owned subsidiary, Bridgestone Logistics Co., LTD, to SBS Holdings, Inc. This move aligns with Bridgestone’s strategy to strengthen its global business by adapting to dynamic market conditions and building a foundation for sustainable growth. In Japan, the company is restructuring operations to enhance productivity and innovation across its value chain, from tire development to logistics and sales. The share transfer is part of these broader efforts to optimise business performance.

The Japanese logistics sector is experiencing major shifts due to carbon neutrality goals, sustainable supply chain demands and labour shortages. SBS Holdings, a key player in the industry, sees these challenges as growth opportunities and is implementing forward-looking strategies. By integrating Bridgestone Logistics into its operations, SBS Holdings aims to bolster the subsidiary’s business and management capabilities, positioning it for future expansion.

Bridgestone Logistics has been advancing sustainable logistics through digital solutions, including next-generation delivery systems, collaborative logistics to improve efficiency and modal shifts toward eco-friendly transport. These initiatives will support SBS Holdings’ mission to ensure safe, secure and sustainable logistics operations. Additionally, SBS Holdings’ adoption of electric vehicles, logistics technology and IT-driven systems will further enhance efficiency. The collaboration will unlock synergies by leveraging SBS Holdings’ expertise, network and resources, enabling Bridgestone Logistics to explore new business opportunities beyond the Bridgestone Group and create greater social and customer value. Moreover, by aligning with SBS Holdings’ workforce development strategies, Bridgestone Logistics will foster talent growth and organisational innovation.

Comments (0)

ADD COMMENT

Link Copied!

The European Commission’s Industrial Action Plan for the automotive sector included plans to publish Guidance on in-vehicle data alongside the implementation of the Data Act. In response, the European Tyre and Rubber Manufacturers’ Association (ETRMA), alongside other automotive industry groups, has developed an Automotive Sector Interpretation Guide of the Data Act to foster a common understanding ahead of the regulation’s application. This joint effort has helped clarify critical definitions and regulatory interfaces while also incorporating essential tyre-specific considerations – a step ETRMA strongly supports.

Despite this progress, the Data Act’s objectives may fall short without additional measures. Key solutions – such as human-machine interface (HMI) access for user consent and digital ID federation to enable secure, efficient data sharing within a unified European data space – require further exploration under sector-specific regulation. ETRMA remains dedicated to ensuring the Data Act’s implementation promotes fair, non-discriminatory access to in-vehicle data. The association will continue pushing for enforceable rules that guarantee real-time, secure and efficient access to relevant data, safeguarding innovation and competitiveness in the automotive and tyre industries.

Comments (0)

ADD COMMENT

Link Copied!

Bridgestone India, a key subsidiary of the global Bridgestone Group and a leader in tyres and mobility solutions, has expanded its premium retail network with the launch of Bridgestone Select Store – M/s Nashik Tyres and Services. The store was inaugurated by Rajarshi Moitra from Bridgestone India, reinforcing the company’s commitment to delivering innovative, customer-centric tyre retail experiences across the country.

Strategically located in Nashik, the store features modern infrastructure and a premium service setup, positioning it as a one-stop destination for tyres and related services in the region. Recognising that tyres are the sole contact point between a vehicle and the road, Bridgestone emphasises safety, performance and driving confidence through its Select stores. These outlets not only help customers choose the right tyres but also enhance their ownership experience with expert guidance and high-quality services.

With over 900 Select stores nationwide, Bridgestone India has established a premium retail network that goes beyond tyre sales to offer a superior, service-driven experience. The expansion of M/s Nashik Tyres and Services further strengthens Bridgestone’s mission to bring world-class tyre solutions closer to customers, reinforcing its pan-India presence with a focus on innovation and customer satisfaction.

Moitra said, “At Bridgestone India, we are committed to redefining the tyre buying experience through our Select stores. As we continue to expand our footprint and enhance manufacturing capabilities our goal is to provide premium products, services and customer experience.”

Comments (0)

ADD COMMENT

Link Copied!