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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FALKEN has launched its ‘Falken says fill up!’ promotion for 2026, marking the start of its established seasonal campaign. Running from 15 September to 30 November, buyers of four winter or all-season tyres sized 16 inches or above, excluding HGV tyres, can receive a reward worth EUR 20. The initiative operates across 14 European markets, including Germany, Italy, Poland, Switzerland and the Czech Republic, among others.

In Germany, participants may select either an Aral SuperCard or EnBW mobility+ charging credit. Beyond this immediate reward, FALKEN has partnered with ZEG to offer additional prizes. One BULLS Copperhead EVO AM 2 e-trail bike, valued at EUR 4,999 and three BULLS Machete RX 1 carbon gravel bikes, each worth EUR 1,999, will be given away.

The campaign highlights three tyres from FALKEN’s current range. The EUROALL SEASON AS220 suits drivers seeking year-round flexibility, offering reliable handling, efficiency and wet-road grip for regions with changeable weather. For winter, FALKEN recommends the EUROWINTER HS02 and HS02 PRO, both engineered for grip and stability on wet, cold and snowy roads. The HS02 delivers balanced winter performance, while the HS02 PRO targets drivers preferring precise, dynamic handling in cold conditions.

Retail partners also benefit from the promotion, which combines an instant reward, a high-value prize draw and a strong product assortment. These elements provide useful talking points for customer relations and stimulate purchasing at the outset of the winter tyre season.

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Maxam Tire has broadened its forestry tyre offerings with two new product lines. The MS934 targets forwarders and skidders, while the MS936 TimberXtra serves skidders and feller bunchers. Both are built for strong traction, flotation and durability across varied terrain and conditions.

The MS936 TimberXtra carries an aggressive LS2 tread for muddy ground, with reinforced construction and an optimised profile for stability and long service. Its lug and crown design extend wear life. Upcoming sizes include 35.5L32 30PR, 67/34.00X25 20PR and 67/34.00X26 20PR.

The MS934, an LS2 cut-to-length logging tyre, features an open centre tread made for over-the-tyre track systems. Nylon-wrapped beads prevent unwinding, while a wider lug shoulder and increased shoulder spacing deliver a more stable footprint.

Matt Fagan, Director of R&D, Maxam Tire, said, “Forestry operations can vary significantly by terrain and working conditions, which makes having the right tyre for the application critical. Each of the new MAXAM forestry tyres provide logging operations a unique solution for different terrains and applications. With additional skidder and CTL solutions, we are committed to deliver consistent performance and productivity for logging equipment, no matter the demand.”

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Hankook Tire has launched a new brand film titled ‘Rough Terrain’ for its Dynapro SUV tyre line, aimed at the US market. It marks the first Dynapro brand film released in US since 2024. The campaign moves beyond traditional off-road narratives to showcase a broad range of driving environments and everyday moments, both on and off the road.

The film humorously reimagines daily life’s unpredictable situations as ‘rough terrain’, highlighting Dynapro’s versatile performance. It opens with an SUV tackling muddy, rocky trails on Hankook’s Dynapro AT2 Xtreme tyres before shifting to a crowded big-box store parking lot, where a contested space, stray shopping carts and an anxious driver set the scene.

The spot then follows the SUV through family life’s chaotic moments, including an awkward father-daughter gossip session, a coffee spill and the baseball carpool. These scenarios offer a relatable take on rough terrain, emphasising the versatility required for life’s unpredictability while giving the traditional automotive adventure story a fresh twist.

Dynapro tyres are engineered for both off-road and everyday driving. Options include the mud-terrain Dynapro MT2, rugged-terrain Dynapro XT and all-terrain Dynapro AT2 Xtreme, plus the CUV performance Dynapro evo AS, CUV touring Dynapro HPX and highway terrain Dynapro HT2. The film is available on Hankook’s website, social media, YouTube, connected TV and OTT platforms.

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Webfleet, the fleet management arm of Bridgestone, used the IAA Transportation event to introduce its Commercial Trip Monitor, a free online benchmarking tool that assesses how easily vans and trucks move through 32 major European cities. Initial results suggest operating conditions are growing tougher in numerous urban centres.

The monitor refreshes monthly, drawing on anonymised, aggregated commercial vehicle data to track shifts in fleet operating conditions over time. Because it examines repeat business journeys rather than general traffic, it offers operators and city stakeholders a clearer picture of where urban operations are improving or deteriorating. Even minor changes in reach or idling can reduce productivity, raise fuel use and increase emissions.

Two core metrics underpin the platform. The 15-Minute Reach metric shows how far a typical van or truck travels in a fixed quarter-hour, with higher scores indicating greater distance covered. Idling Intensity measures the share of a journey spent stationary with the engine running, where a higher percentage signals more wasted time. Users can rank cities, compare performance and follow trends.

Early 2026 data revealed sharp contrasts. Zaragoza, Apeldoorn and Utrecht posted the strongest average 15-Minute Reach rankings, while Berlin, Paris and Kraków were the most difficult. Poland was the only country where every analysed city improved year-on-year while idling stayed stable or fell. Rome and Milan improved on reach, yet Milan recorded Europe’s highest Idling Intensity at 21 percent, against Paris’s 16 percent. Berlin finished last overall, with Munich, Leipzig and Hamburg covering 4.4 percent, 4.3 percent and 3.3 percent less ground respectively than in 2025. Users can also examine trip volumes, distance, CO₂ emissions, fuel consumption and local conditions.

Webfleet developed the methodology with mobility intelligence specialist Mobito, leveraging over 25 years of fleet experience and one of Europe’s largest connected vehicle ecosystems.

Jan-Maarten de Vries, President – Fleet Management Solutions, Bridgestone, said, “The Webfleet Commercial Trip Monitor provides a clearer picture of urban mobility through the lens of fleet operations. Commercial vehicles do not experience cities the way commuters and consumers do. They follow different routes, operate under different regulations, make multiple stops and load and unload. When conditions change due to congestion, roadworks, low-emission zones, regulation or major events, fleet businesses often feel the impact first. Even relatively small changes can affect productivity, operating costs, fuel use and emissions.”

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