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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Nynas is expanding its commitment to responsible business practices in 2026 through active engagement with two United Nations Global Compact development programmes. The company has joined the Business and Human Rights programme alongside the SDG Innovation for Young Professionals programme, reflecting a dual focus on ethical operations and sustainability-driven progress. Both programmes provide access to expert guidance, practical methodologies and cross-sector collaboration opportunities with peers across Sweden, enabling continuous refinement of practices throughout the value chain.

Within the Business and Human Rights programme, Nynas is working to establish a more systematic approach to human rights due diligence. This involves examining both internal operations and supplier relationships to ensure respect for human rights becomes an integrated aspect of everyday business processes. The framework is aligned with established international standards, particularly the UN Guiding Principles on Business and Human Rights, and reinforces ongoing work in responsible sourcing and maintaining transparent commercial conduct.

The SDG Innovation programme offers a different but complementary dimension, bringing together young professionals from various industries to tackle sustainability challenges through collaborative problem-solving. Participants develop, test and refine concrete ideas that advance the UN Sustainable Development Goals while simultaneously generating business value. For Nynas, the outcomes support broader innovation efforts and help identify practical pathways towards reducing environmental footprint and strengthening customer offerings.

These engagements form an integral component of Nynas’ overarching sustainability strategy. The knowledge and tools acquired will enhance risk management capabilities, embed responsible practices more deeply across operations and stimulate innovation aligned with global priorities. Working alongside the UN Global Compact Network Sweden, Nynas seeks to transform these insights into tangible actions, collaborating closely with customers, suppliers and partners to advance sustainability in meaningful and measurable ways.

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Bridgestone Americas has announced a significant evolution for the 2026 INDYCAR season, as Firestone Racing will equip the series with Firehawk race tyres featuring the company's global ENLITEN Technology. This integration of sustainability-focused innovations begins immediately with this weekend’s Firestone Grand Prix of St. Petersburg, impacting both the NTT INDYCAR SERIES and the INDY NXT by Firestone support series.

This development arrives as the Firestone brand marks its 125th anniversary, a legacy deeply intertwined with motorsport. Firestone’s competitive pedigree was established in the early 1900s and solidified when Ray Harroun secured victory at the inaugural Indianapolis 500 in 1911 using Firestone tyres. Racing continues to serve as a critical proving ground, driving advancements in materials and technology that ultimately benefit tyre development for everyday consumers.

For the 2026 season, the Firestone Race Tire Engineering (RTE) team will produce approximately 37,000 Firehawk ENLITEN race tyres. Over 32,000 of these are destined for the NTT INDYCAR SERIES, requiring 60 distinct specifications to handle the unique challenges of ovals, road courses and temporary street circuits across an 18-race calendar. An additional 5,000 tyres, spanning 18 specifications, will support the INDY NXT by Firestone series, providing a developmental platform for rising drivers on a 17-race schedule that closely mirrors the premier series.

The ENLITEN Technology integrated into these race tyres represents a commitment to enhanced sustainability without compromising performance. The Firestone Firehawk primary and alternate compounds now incorporate key components such as renewable soybean oil, which replaces traditional petroleum-based oils. They also utilise recycled steel for the bead wire and recycled carbon black derived from end-of-life tyres, improving resource efficiency and material circularity while meeting the extreme demands of open-wheel racing.

This move builds on several years of sustainability initiatives by Firestone Racing. Previous efforts have included the successful use of guayule-derived natural rubber in sidewalls on street circuits, as well as incorporating materials from hard-to-recycle plastics and palm oil waste residue. The 2026 Firehawk tyres also continue the use of ISCC PLUS-certified monomers from palm oil processing waste. Concurrently, Firestone is advancing end-of-life recycling, with nearly all race tyres from the series being repurposed into products like playground surfaces and flooring.

All Firestone Firehawk race tyres are produced at the Bridgestone Advanced Tyre Production Center in Akron, Ohio, a facility opened in 2022 that represents a new chapter in the brand’s history. The engineering team works in close collaboration with the nearby Bridgestone Americas Technology Center, ensuring that insights gained from the racetrack directly inform and enhance the development of tyres across the company’s entire portfolio.

Lisa Boggs, Director, Bridgestone Americas Motorsports, said, "Firestone Racing serves as a mobile lab to test and prove new technologies under the most extreme conditions. The integration of ENLITEN Technology is the next step in our commitment to no compromises and sustainably focused technology through the use of cutting-edge materials."

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Bridgestone Americas is preparing to introduce three new off-the-road tyres at the upcoming CONEXPO-CONAGG exhibition, showcasing advancements in durability, load capacity and application versatility across its Bridgestone and Firestone brands. The company’s booth will feature these latest innovations – the Bridgestone MasterCore V-Steel M-Traction Deep (VMTD), the Bridgestone V-Steel Rock Deep Ultra (VRDU) and the Firestone Multi Block T – alongside a broader selection of premium intelligent tyres engineered for equipment ranging from cranes and graders to haulers and loaders.

The Bridgestone MasterCore VMTD, a 27.00R49 tyre developed for 100-tonne haul trucks, represents the expansion of the company’s proprietary MasterCore technology into large-scale quarry applications. This new tyre features a traction-oriented tread pattern that delivers a 14 percent increase in tread depth compared to the conventional Bridgestone VMTP tyre, enhancing performance on difficult terrain. Its durable sidewall construction and narrow tread grooves contribute to a 10 percent extension in tyre life, while the MasterCore platform enables a 10 percent increase in load capacity and a two percent improvement in tonne-mile per hour and tonne-kilometre per hour metrics over the previous generation. With this launch, Bridgestone now offers two distinct tread patterns in the 27.00R49 segment, the other being the rock-patterned MasterCore VRDU introduced in mid-2025. The MasterCore VMTD will be available to fleets beginning in June, offered in four compound formulations including standard, cut resistant, ultra-cut resistant and heat-resistant options.

Also debuting at the show is a new three-star VRDU tyre in the 24.00R35 size, engineered with a rock tread pattern specifically for rigid dump trucks operating in quarry environments. This marks the company’s second three-star product in the large tyre segment and extends the hauling benefits of larger VRDU sizes to more compact applications. The tyre incorporates a stronger cord, enhanced casing structure and refined tread design that together yield a 15 percent increase in TMPH and TKPH compared to its predecessor. The new casing construction also provides more than an eight percent gain in load capacity relative to the two-star Bridgestone VRQP tyre. Its tread pattern incorporates slopes and centre grooves that improve wear characteristics while minimising heat generation during operation. This new VRDU size is scheduled for availability in 2027 and will replace the Bridgestone VRQP tyre in the company’s portfolio.

The Firestone brand introduces the Multi Block T radial tyre, designed for articulated dump trucks and wheel loaders, marking a new chapter in the brand’s 125-year legacy of durable products. This model replaces the Versabuilt AP and delivers a 10 percent improvement in cut resistance through strategically placed tie bars, robust steel cord construction and advanced compound formulations. The tyre features a 10 percent deeper tread depth combined with a new block design incorporating biting edges for reliable grip on challenging terrain. Its multi-star rating and non-directional pattern enhance application versatility and simplify tyre management, contributing to reduced operational costs. The Firestone Multi Block T will be available this summer in five sizes including 17.5R25, 20.5R25, 23.5R25, 26.5R25 and 29.5R25.

CONEXPO-CONAGG stands as the largest construction exhibition in United States, taking place from 3 through 7 March at the Las Vegas Convention Center. Bridgestone Americas will be exhibiting at booth 41633 in the West Hall.

Rob Seibert, President – Off the Road, Bridgestone Americas, said, "These three new tyres underscore our relentless focus on delivering premium products that help our customers operate more efficiently. Each tyre is engineered to deliver optimal performance in the most demanding environments, extending tyre life, reducing downtime and lowering total cost of ownership, helping our customers move more with less."

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Citira has taken another significant step towards becoming the leading tyre management provider in Northern Europe by acquiring Dekkservice Kvinesdal, marking its first service point acquisition in Norway. The well-regarded tyre shop has built a strong reputation since its establishment in 2000, serving both passenger car and heavy vehicle customers with consistent high-quality service and personal relationships.

Under the new arrangement, Dekkservice Kvinesdal will maintain its operations with the same team at the same location, ensuring continuity for its valued customers. The team will continue managing daily operations while gaining access to Citira's resources for continued development. Ivar Røyseland will become a co-owner of Citira as part of this strategic partnership that combines local expertise with broader organisational support.

David Boman, CEO, Citira, said, “It is a pleasure to welcome Ivar and the Dekkservice team to Citira. They have established a well-run tyre shop with a longstanding reputation in the industry as a trusted tyre service point, which has truly impressed us. The combination of strong expertise and local customer relationships makes them an ideal partner, and we are proud that they have chosen to join us. This marks an important first step as we pursue our ambition to build a nation-wide service network in Norway.”

Røyseland said, “When we started Dekkservice Kvinesdal, our goal was to build a tyre shop that customers could trust for timely and high-quality service. After more than 25 years, I am incredibly proud of the relationships we have built with customers and the team we have become. Joining Citira will now allow us to focus fully on further developing the business while leveraging the resources of a larger organisation, and it is exciting to do so as their first service point in Norway.”

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