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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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, has launched a new seasonal campaign warning British drivers that spring rainfall poses a hidden danger often overlooked after the harsh winter months. The initiative, named ‘Drip Drip Drop – ‘Little’ April Showers’, focuses on the rising threat of aquaplaning as more vehicles return to roads that remain treacherously slick from sudden downpours.

National data shows that poor tyre maintenance is a leading cause of fatal incidents, with three quarters of car tyre defects linked to neglect. Research further reveals that at 70 miles per hour (approximately 112 kmph), worn tyres add 27 metres to the standard wet stopping distance, an increase of nearly 30 percent compared to the Highway Code baseline.

Incorrect tyre pressure compounds the problem significantly. Underinflated tyres struggle to channel water away, overheat more quickly and extend braking distances, while overinflated tyres reduce the tyre’s contact patch and compromise grip. Spring’s fluctuating morning and evening temperatures make pressure changes especially common during April.

Even tyres above the legal minimum tread depth can fail in heavy rain. Continental Tyres’ research found that at 50 miles per hour, tyres with 1.6 mm of tread required 6.9 metres longer to stop than new tyres with 8 mm tread, whereas those with 3 mm added 2.7 metres. Light rain after dry spells mixes with oil and debris, creating conditions where worn or incorrectly inflated tyres lose all steering and braking control.

With bank holidays, leisure travel and outdoor activities increasing during longer daylight hours, TyreSafe urges motorists not to assume the worst weather has passed. April showers arrive without warning, and the combination of winter road grime and sudden rainfall can turn a routine journey into a dangerous aquaplaning event within seconds. TyreSafe urges road users to embrace the simple ACT protocol: regular checks of air pressure, condition and tread depth.

Stuart Lovatt, Chair of TyreSafe, said, “April showers might sound harmless, but when they hit busy roads and combine with worn or incorrectly inflated tyres, the consequences can be devastating. Aquaplaning can happen in seconds and without warning. The research is clear – poor tyre maintenance dramatically increases stopping distances in wet conditions. That’s why we’re urging road users to ACT: check your Air pressure, inspect the Condition and monitor your Tread. A few minutes of checks could prevent a lifetime of consequences.”

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Mitas has officially entered a three-year agreement with the National Tractor Pullers Association (NTPA), marking a significant commitment to one of North America’s most extreme motorsports. The partnership, set to run from 2026 through 2028, designates Mitas as the Official Agriculture Tire sponsor of the championship and Title Sponsor of the Mitas National Finals Pull-Off.

Tractor pulling represents a severe test of both raw power and engineering precision. Competitors pilot highly modified machines to drag a heavy sled down a dirt track, with resistance increasing incrementally until only the strongest and best-prepared vehicles remain. Success depends entirely on transferring massive horsepower to the ground under extreme conditions, where tire grip and consistency frequently determine the winner. The NTPA season includes over 60 events across United States, running from spring through early fall, with deep roots in the Midwest. As an official partner, Mitas will gain prominent visibility on and off the track while actively supporting the growth of the sport.

Central to this collaboration is the Mitas PowerPull tyre, a product specifically engineered for tractor pulling to convert raw engine output into winning performance. Designed to manage extreme torque and deliver maximum grip, the PowerPull functions as a slick tyre that permits teams to cut custom tread patterns based on track conditions and individual race strategy, providing a measurable competitive advantage.

The season will conclude with the Mitas National Finals Pull-Off, the championship’s premier event where the year’s top competitors vie for national titles. Scheduled for 18 and 19 September 2026, in Urbana, Ohio, the finals serve as the ultimate showcase of performance, innovation and passion. As title sponsor, Mitas deepens its connection to the pulling community by attaching its name to this marquee competition.

Roberta D’Agnano, Global Marketing Director Mitas at Yokohama TWS, said, “The collaboration with NTPA connects Mitas to two worlds where performance truly matters: tough daily work in the field and the most extreme competitive environments. Tractor pulling is the ultimate expression of what farmers face every day – delivering power to the ground, staying consistent under pressure and performing when limits are pushed.

“Performance isn’t just about winning on the track – it’s about delivering results when it counts most, whether in competition or on the farm. In tractor pulling, every component is tested to the extreme, just as it is in real agricultural operations. That’s why we feel a strong connection with this community. The NTPA community embodies passion, resilience and a nonstop drive to push boundaries; values that are core to the Mitas brand. We’re excited to be part of this world, learning from these extreme conditions and turning that knowledge into tyres that perform where it matters most for farmers and pullers alike.”

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Maxxis has officially unveiled the next generation of its widely used MaxxTerra rubber compound, engineered to deliver marked improvements in both durability and traction for performance mountain bike tyres. Responding to rider concerns about rising costs and the desire for longer-lasting equipment, the brand has focused on extending tyre lifespan without compromising the rolling efficiency that its products are known for.

Following extensive laboratory development, Maxxis engineers have achieved a reported 30 percent gain in tread wear and durability compared to the original MaxxTerra, alongside a 15 percent increase in traction. Crucially, these enhancements come without any sacrifice in rolling resistance, ensuring consistent performance from the first ride through many subsequent outings, thereby reducing the frequency of tyre changes and maximising trail time.

The updated compound is being introduced across the full range of Maxxis trail tyres in phases, with the first phase available immediately. The new generation is identifiable by packaging marked with a New MaxxTerra graphic, while the tyre’s tech badge now simply reads MaxxTerra, replacing the previous designation of 3C MaxxTerra.

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Tana is poised to deliver a compelling presence at IFAT 2026, scheduled for 4–7 May, where the central invitation for attendees is to Feel the Energy through live displays of high-performance machinery, recent innovations and advanced digital tools. This year’s exhibition focuses on how intelligent technology and powerful waste processing equipment can work together to achieve both efficiency and operational excellence.

Visitors can experience the TANA Hammerhead, a mobile shredder engineered for demanding waste environments with a focus on maximising uptime and productivity. On the first day of the show, Tana will also unveil an exciting new product, representing a major leap in waste management technology through innovative engineering and practical operational benefits. Live demonstrations of the TANA Shark shredder will take place daily at 10:30, 12:00, 14:30, and 16:00 at the stand of German distributor VENETO Schwenter GmbH (FS.911/1).

Another highlight is the Tana Wingman, a live digital operator assistant that improves visibility, safety and efficiency. It provides real-time machine data and a live hopper camera view on a tablet interface without needing cloud services or internet, keeping all data secure on site. This system enhances situational awareness during loading and feeding, helping operators react quickly to blockages or irregular material flow while reducing the need to leave the operating area.

Tana is also piloting an AI-driven proof of concept called the TanaConnect Smart Assistant, developed with spogen.ai, which enables hands-free, voice-activated interaction for operators and service teams. This assistant offers intuitive, context-aware access to machine information, reducing time spent searching manuals. At Stand 227 in Hall B5, Tana welcomes IFAT attendees to an interactive space where experts are available to discuss how these solutions can improve productivity and workflows, offering a firsthand look at the future of waste management technology.

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