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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Hankook Tire is preparing to drive excitement in the final stretch of TGL Presented by SoFi Season 2 as the tech-driven golf league approaches its regular-season climax. The concluding three matches are scheduled to take place from 1 to 3 March 2026 at the SoFi Center in Florida, marking a significant moment for both the league and its founding partner.

As the first Official Tire Partner and a Founding Partner of TGL, Hankook Tire has maintained a strong presence throughout the season, leveraging its global ‘Hankook’ brand across multiple platforms. From stadium LED displays to television commercials and live broadcast graphics, the brand has engaged golf fans around the world. This visibility aligns with Chairman Hyunbum Cho’s vision of ‘Innovative Technology’, through which the company seeks to merge mobility and sports while reinforcing its premium identity in approximately 150 broadcast markets.

The path to the championship is far from decided. The action begins on 1 March 2026 with a highly anticipated clash between Jupiter Links GC, co-founded by Tiger Woods, and the league-leading Boston Common Golf, backed by Rory McIlroy. This matchup is more than a meeting of celebrity owners; for the sixth-place Jupiter Links, a victory is essential to break into the top four and keep their playoff hopes alive.

The following day, Los Angeles and New York golf clubs face off in a contest with significant playoff implications. Both teams are locked in tight races with their counterparts, where tiebreakers like total holes won could ultimately decide their fate. Each squad understands that a commanding win is their best path forward. The regular season then concludes on 3 March 2026 with a rematch, as The Bay Golf Club and Jupiter Links GC battle to secure their positions, ensuring every shot until the final hole carries immense weight.

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Apollo Tyres Ltd recently marked the seventh edition of EK NAAM, its flagship programme dedicated to recognising and uplifting women entrepreneurs from underserved communities. The initiative, launched in 2019, has evolved into a significant platform that celebrates grassroots women leaders who drive community transformation and inclusive development through their resilience and vision. By spotlighting their achievements, Apollo Tyres reinforces its commitment to fostering gender equity and enabling sustainable livelihoods.

At this year’s ceremony, eight remarkable women were honoured as EK NAAM Change Agents for their outstanding leadership and entrepreneurial spirit. The awardees included Sahida Beevi, Seemamol S, Meera Appa, Pinki Ji, Manjulaben Patel, Kavita Ji, Gohil Dakshaben and Bahamuni Kisku. Their recognition followed targeted support and collaboration between Apollo Tyres and its NGO partners, underscoring the impact of structured interventions in empowering women at the grassroots level.

The event featured notable voices who enriched the discourse on equity and inclusion. Gregor Trumel, Counsellor for Cooperation and Cultural Affairs and Director of The French Institute in India, spoke on the importance of diversity in strengthening societies and international partnerships. R Mahalakshmi, Chief Human Resources Officer at Apollo Tyres, reiterated the organisation’s dedication to inclusive growth, emphasising that supporting women entrepreneurs is essential for lasting community progress. A special interaction with Anjum Chopra, former captain of the Indian women’s cricket team, offered the audience valuable perspectives on leadership and determination.

The occasion also saw Apollo Tyres Foundation reaffirm its strategic alliance with Saral Jeevan India Foundation and Frontier Markets, aimed at expanding economic opportunities for rural women through digital platforms. Ajaita Shah, Founder and CEO of Frontier Markets, highlighted the vital role of women-led enterprises in fostering grassroots economic development. Additionally, a panel discussion titled ‘Justice in Action: Advancing Equity for Inclusive Futures’ called for moving beyond conversation to concrete systemic change, ensuring fairness and access for marginalised groups by embedding equity into policy and practice.

Through EK NAAM, Apollo Tyres continues to advance its sustainability goals in alignment with the United Nations Sustainable Development Goals, positioning women as key drivers of change and community resilience.

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Bandag has taken a significant step forward in its UK growth strategy by welcoming Scotland’s largest independent tyre retreader into its franchise network. The new partnership with Alba Tyre Management Ltd marks a pivotal moment for both companies and strengthens Bridgestone’s footprint in the region.

Based in Kilbirnie, near Glasgow, Alba was established in 2004 and has built a strong reputation as a leading supplier of premium retreaded truck tyres and new tyres across all vehicle classes. The company manages around 60,000 tyres currently in service on Scottish roads and delivers comprehensive local, national, and mobile fitting services. With 26 employees, the business now looks to expand further after becoming a Bandag Cornerstone Franchisee.

A central element of the agreement includes the installation of new retreading equipment, such as a Bandag builder machine, which is projected to boost annual production by at least 2,000 additional retread units initially. This growth in capacity is also expected to lead to job creation in the near future.

The decision to join Bandag was largely driven by the integrated offering from Bridgestone, which combines high-quality casing supply, established fleet partnerships, and advanced mounted wheel programmes. Few manufacturers can deliver such a complete package. Furthermore, Alba will implement BASys, Bridgestone’s digital tracking system, enabling full visibility of each casing throughout its lifecycle – from collection and retreading to final refitment. This end-to-end solution positions Alba for a new phase of operational growth and service excellence.

David Wilson, Operations Director, Alba, said, “This partnership gives us a full front-to-end provision of services. From premium Bridgestone casing supply to access to their new tyre range, data, fleet programmes and mounted wheel offering, it’s a complete solution. For us, we will never get into a war about price. We’re about premium quality and delivering a circular, joined-up approach for commercial fleets. With Bandag sharing our philosophy, the growth potential is huge.”

Mike Howling, Bandag Service Operations Business Partner, said, “We are overjoyed to attract Alba to Bandag, who will play a strategic role in the success of our brand for many years to come. The only limiting factor is our imagination. We wanted a footprint in Scotland, and could not wish for a better partner than ALBA. Alba has established the marketplace in Scotland, but in working together, we both believe the business can grow significantly. We can build a very strong partnership together. We have an entrepreneur in Alba and their enthusiasm and vision for the future is something that we are all extremely excited about.

“Our Bandag model is built on three pillars: premium Bridgestone casing supply, longstanding commercial fleet partnerships and a network of experienced, locally based dealers, which is where Alba comes into its own. We’re not about quantity but quality franchise partners who share our passion and ambition for the future. With Alba now firmly embedded within the network, we have a formidable presence north of the border – and our global expertise, digital traceability and premium product engineering can only provide additional strength in the months and years to come.”

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Continental has unveiled the Terra Competition, a significant new addition to its Terra tyre line and the brand's fastest gravel tyre to date. Designed to excel across mixed surfaces, this model aims to dissolve the traditional boundaries between pure road cycling and gravel exploration, catering to riders who prioritise speed and performance on diverse terrain.

The tyre features a meticulously engineered tread pattern suited for rough pavement, compacted dirt and light gravel, particularly in dry to moderately damp conditions. A nearly solid central strip ensures minimal rolling resistance for sustained speed on straights, while pronounced shoulder knobs provide reliable traction when cornering off-road. This design reflects a dual-purpose philosophy, balancing efficiency on tarmac with capability on loose surfaces.

Recognising the varied demands of gravel riding, Continental offers the Terra Competition in two distinct casing options. The Race version, paired with the Rapid compound, is tailored for those seeking maximum velocity and swift acceleration on both flats and climbs. In contrast, the Trail casing utilises the Grip compound and a sturdier single-ply construction, delivering enhanced durability, puncture resistance and ground compliance for more technical off-road sections. Both variants incorporate a textile breaker beneath the tread for added protection and feature the brand's proprietary BlackChilli rubber compound. Furthermore, both models are designed to be Tubeless Ready and compatible with hookless rims.

For the first time in the Terra series, aerodynamic efficiency was a primary development goal. The Terra Competition offers notable performance gains, including a weight reduction of up to 16 percent – with the 35-622 Race version tipping the scales at just 345 grammes – and a decrease in rolling resistance of up to 17 percent when compared to the 35-622 Terra Speed. The tyre is available in 35, 40 and 45-millimetre widths, each offered in both Race and Trail casings to suit a wide spectrum of riding styles and surfaces.

Alexander Haenke, Product Manager – MTB and Gravel, Continental Tyres, said, “We set out to create the Terra Competition for riders who don’t want to choose between road speed and off-road capability. As more riders mix surfaces and push performance, the demand for a fast, yet versatile tyre continues to grow. Terra Competition delivers that balance, combining efficiency on tarmac with the confidence needed when the route turns to gravel.”

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