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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Kuraray America, Inc. marked National STEM Day on 8 November by spotlighting a community educational event that brought together 15 of its volunteers and students from the Houston Japanese Supplementary School at San Jacinto College for a day of hands-on exploration and discovery.

Participants engaged in activities illustrating how science, technology, engineering and mathematics (STEM) converge in chemical manufacturing. Experiments with superabsorbent polymer beads explored chemistry and material properties, while a tour of the college’s facilities introduced industrial equipment. Students also learned about water filtration and distillation processes and how mathematical concepts underpin scientific and engineering applications.

One student showed particular interest in the distillation tower, linking the experience to the Kuraray Group’s contributions to everyday life and its mission of achieving for people and the planet what no one else can. The event also benefited KAI volunteers, who shared technical knowledge, exchanged perspectives and learned alongside potential future scientists and engineers.

Kuraray America thanked Reiko Fuwa and Tomohiro Tani for coordinating the visit, Hans Vandommele for sharing his expertise and all 15 KAI volunteers. The company also expressed appreciation to San Jacinto College for facility access and to the Houston Japanese Supplementary School students for their curiosity, enthusiasm and thoughtful questions.

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Liberty Tire Recycling attended the 2026 SEMA Show in Las Vegas, held from 3–6 November at the Las Vegas Convention Center. The automotive aftermarket event, one of the industry's largest, drew over 160,000 attendees from the automotive, tyre and transportation sectors to review new products, technologies and business opportunities.

The Lakin Tire brand, a consistent SEMA exhibitor, once again used the show to reinforce industry relationships and present Liberty's tyre collection, recycling and sustainable resource management capabilities. Personnel from Grade/Used Tires, Commercial Truck Tires, Metals, Recycling and Collection, together with corporate and regional leadership, met customers, suppliers and industry professionals from around the world.

The booth received existing and prospective customers from numerous tyre and automotive segments during the week. Costco Wholesale Corporate Office, United Tires and UTU Wholesale were among the organisations that stopped by to examine Liberty Tire's products, services and nationwide reach. The company viewed the event as an effective forum for monitoring emerging market trends and demonstrating its position in recycling and sustainability, alongside its focus on innovation, workforce development and circular economy principles.

A memorable moment came when a high school shop teacher and students, attending through a special educator programme, toured the booth to learn about tyre recycling and industry operations. Liberty team members provided industry insights, outlined career pathways and acknowledged educators' contribution to developing future skilled trades professionals, supplying tyre inflation gauges for classroom use.

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Laufenn, Hankook's associate brand, earned a ‘Good’ ratingwith an overall score of 2.2 for its G Fit 4S in the Auto Bild Allrad all-season SUV tyre test published on 8 October 2026 (issue 41). The tyre competed credibly against 11 rivals from established premium marques, finishing competitively in a 12-strong field.

Wet handling proved a particular strength, with the G Fit 4S collecting the second-highest rating shared with other models. Aquaplaning resistance also impressed, as the tyre held its line until stability began to fade at roughly 100 kmph (62 mph). In snow, it recorded the third-shortest braking distance, matching two other contenders.

Testing spanned snow, wet and dry disciplines, each weighted equally in the final ranking, with a third-generation MINI Countryman serving as the test vehicle. Snow assessments were carried out in New Zealand, while European venues hosted the wet and dry evaluations. The jury's conclusion underscored Laufenn's value-focused positioning, finding the G Fit 4S a solid option for cost-conscious buyers.

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Tyres Europe has underscored that tyres qualify as fully recyclable under ISO 22628:2002 and UN Regulation No. 133, describing the established methodology as a robust foundation for assessing tyre recyclability. The organisation recently set out its position on the matter.

The distinction between recyclability and actual recycling rates is central to the group's argument. Recyclability refers to the technical potential of a product and its materials to be recycled, while the real rate hinges on treatment capacity and demand for secondary raw materials. Regulatory frameworks should therefore separate the two concepts clearly and align with an internationally recognised standard.

Tyres consist of rubber compounds, chemical additives and reinforcing textile and steel cords, and at end of life they are separated into rubber, textile and steel fractions, all of which existing mechanical or chemical routes can recycle. Mechanical processing yields rubber granules and powders usable as secondary raw materials across many applications, recovered textiles can be further processed and valorised, and cleaned recovered steel can re-enter metal recycling and steelmaking.

Tyres Europe pledged continued cooperation with policymakers and value-chain partners to strengthen circularity and maximise recovery of valuable tyre materials in Europe, with the full paper available on its website.

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