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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Prometeon Tyre Manufacturing is in discussions with Egypt’s Ministry of Investment and Foreign Trade over a planned US$400 million expansion, as the company moves to scale up production and strengthen its position in one of its key regional hubs.

A senior delegation from parent company China National Tire & Rubber Company met Minister Hassan Al-Khatib in Cairo to outline Prometeon’s growth plans for its Amreya factory in Alexandria. The group included chairman Wang Jian Jun, vice president Sun Deng, Prometeon Egypt chairman Omar Mehna, deputy general manager Yuan Liang, Africa–Middle East CEO Stefano Ziliani and CFO Hisham Abdel-Hadi.

During the meeting, Al-Khatib commended the pace of Prometeon’s development efforts, saying the ministry “will spare no effort to meet the company's requirements, in the context of preparing a conducive climate for investment and to protect the competition”. He also said Prometeon would receive continued backing through the China Unit at the General Authority for Investment and Free Zones to ensure the company has “all the necessary information and required data”.

Prometeon executives told the minister that the planned investment aims to increase its investments by $400 million, which is in production of 1 1 one million additional car tires and upskill the existing factory efficiency.

 Prometeon’s Alexandria complex currently produces about 5.2 million tyres annually, and the expansion would introduce new manufacturing technologies to raise output and improve capability.

As part of its proposal, the company is seeking an additional 200,000 square metres of land adjacent to its current site to support the enlarged facility. Prometeon is also exploring the establishment of a dedicated free zone to serve its export-focused operations.

For Prometeon, the investment aligns with its strategy to reinforce Egypt as a central platform for supplying markets across Africa, the Middle East and Europe. The company views the country’s manufacturing base and export access as key strengths as global demand patterns shift.

The talks signal the company’s intention to deepen its long-term commitment in Egypt, subject to final approvals and land allocation.

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Yokohama Rubber Co. has opened a new passenger-car tyre plant in Hangzhou, completing the project one month ahead of schedule and marking the first major milestone under its fast-build manufacturing strategy in China.

The company held an opening ceremony recently, attended by local government officials and community representatives. Yokohama Rubber was represented by President and COO Shinji Seimiya, who praised the speed of construction and stressed the plant’s role in the group’s long-term ambitions.

In his remarks, Seimiya said he was grateful for the support that allowed the project to finish ahead of plan. He also noted that the new plant is a very important project for Yokohama Rubber's sustainable growth in the future and that every effort will be made to quickly achieve mass production and deliver high-quality, high-value-added products to the Chinese market as soon as possible.

The Hangzhou facility is the first plant built under the company’s “1-year plant” challenge, a core initiative in its medium-term strategy, Yokohama Transformation 2026. The programme aims to speed up factory construction while lowering production costs and improving efficiency. Work on the new plant began in December 2024, with operations now starting in November 2025.

The project also fulfils a request from the Hangzhou government to relocate an older plant as part of the city’s environmental plans. The new factory will have an annual capacity of 9 million tyres—about 3 million more than the site it replaces—positioning Yokohama to meet rising demand for passenger-car tyres in China. Full-scale production is expected by the second quarter of 2026.

The expansion strengthens the company’s supply of high-value tyres for China’s fast-growing new energy vehicle market, including EV-focused designs and larger rim sizes.

Alongside the rapid-build initiative, Yokohama is pushing to raise the share of premium products in its consumer tyre business by expanding sales of its ADVAN and GEOLANDAR brands, winter tyres, and 18-inch and larger tyres. The company is also rolling out regional product strategies to tailor development and sales to market-specific trends.

The opening of the Hangzhou plant underscores how Yokohama Rubber is trying to sharpen its competitive position in Asia’s largest tyre market while keeping pace with shifts in vehicle technology and local regulations.

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HS HYOSUNG ADVANCED MATERIALS has been honoured as a Community Contribution Certified Company for the seventh consecutive year. The recognition was conferred at the 2025 Community Contribution Recognition Day event in Seoul, where the company also received a Minister of Health and Welfare’s Commendation and the highest possible ‘S’ grade. This dual accolade underscores the sustained public value and consistent performance of its social responsibility programmes.

The certification itself is a rigorous evaluation administered by the Ministry of Health and Welfare and the Korea National Council on Social Welfare. It involves a comprehensive review based on ESG Principles, spanning multiple evaluation areas and numerous detailed indicators. In the latest assessment, the company excelled particularly in environmental management, earning recognition for its robust sustainability and carbon-neutral practices. Its diverse community initiatives, which are developed through long-term regional partnerships and extensive employee volunteerism, were also highly commended for building a stable and effective collaborative framework with local communities.

This ongoing commitment has been strategically reinforced following the establishment of the HS Hyosung Group in 2024. Under the new slogan ‘Value, Together’, the company has redefined its approach to social contribution. Its efforts are now organised around three core pillars: providing support for vulnerable groups, fostering the advancement of local communities and culture and promoting eco-friendly initiatives.

H S CHO, Vice Chairman, HS HYOSUNG, said, “Receiving the Minister of Health and Welfare’s Commendation and the highest ‘S’ grade is the result of our longstanding commitment to putting ‘Value, Together’ into action within our communities. We will continue to carry out diverse social contribution initiatives as a responsible company that grows together with local communities.”

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Toyo Tires has become a member of the Global Data Service Organisation for Tyres and Automotive Components (GDSO). This international non-profit is dedicated to creating universal data standards for tyres and auto components. Through this collaboration, Toyo Tires will intensify its efforts to establish industry-wide systems for tyre identification and traceability, which are crucial for modern supply chains.

A core component of this initiative involves the use of radio frequency identification (RFID) technology. This wireless system allows for non-contact identification of individual tyres, which significantly improves the accuracy and efficiency of quality assurance and inventory management processes. By building a comprehensive database of its products, Toyo Tires will enhance information reliability across the entire industry.

The data accumulated through RFID will be instrumental in developing high-value-added services, particularly within the company’s solution business such as retreading and maintenance programmes. This strengthens information management throughout a tyre's entire life cycle. Furthermore, this technological adoption supports Toyo Tires' broader commitment to sustainability. By proactively leveraging digital tools like RFID, the company aims to reduce its environmental impact while simultaneously enhancing its corporate value and advancing the development of more sustainable tyres.

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