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 take centre stage as the champion of TGL presented by SoFi Season 2 is decided. The highly anticipated Final Series unfolds over two days, 23 and 24 March 2026, at Florida’s SoFi Center, where the season’s defining matches will play out.

Since the 2026 season, Hankook has served as the inaugural Official Tire Partner and a Founding Partner of TGL, playing an integral role in the league’s identity. Guided by Chairman Hyunbum Cho’s emphasis on technological innovation, the brand has helped redefine sports entertainment by fusing golf with cutting-edge technology – a formula that has connected with audiences across 150 countries. During the Final Series, Hankook will maximise its premium visibility through prominent LED signage, broadcast graphics and television commercials. By standing alongside PGA stars at this historic moment, the company continues to strengthen its global premium reputation.

The championship showdown features Los Angeles Golf Club and Jupiter Links GC. Los Angeles earned its place by defeating reigning champions Atlanta Drive GC, while Jupiter Links advanced with an upset over regular-season leaders Boston Common Golf. Los Angeles enters with a formidable roster including Collin Morikawa, Justin Rose, Sahith Theegala and Tommy Fleetwood, having led the regular season in Triples Team Sessions, average driving distance, and fairway accuracy. Jupiter Links, anchored by Tiger Woods, Max Homa, Tom Kim and Kevin Kisner, showcased strategic dominance by topping the league in Singles Team Sessions and successful Hammer plays.

With both teams making their first Final Series appearance, a fierce battle for the inaugural title awaits. Hankook will be embedded at the heart of this milestone, further cementing its global integrated brand identity in the minds of golf fans worldwide.

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ARJES GmbH and EuRec Environmental Technology GmbH are set to make a significant impact at IFAT Munich 2026, the premier global gathering for the recycling and environmental sector taking place from 4 to 7 May 2026 at Trade Fair Center Messe München. At their expanded outdoor exhibition space at stand FM.709/13, the two companies will present their latest advancements in modern processing technology.

A comprehensive display of shredding and processing innovations will be on view, highlighting integrated recycling solutions. ARJES will showcase its full machine lineup, featuring the mobile COMPAKTOR 300, with a shredding capacity of 6–12 t/h for rubber and waste tyres, alongside the stationary TITAN 900 e-pu, with a shredding capacity of 13–25 t/h for rubber and waste tyres. A major announcement for ARJES is its strategic expansion into mobile trommel and scalping screens, reflecting a shift towards viewing shredding, screening and material processing as a unified, full-liner approach that delivers greater efficiency from a single source.

EuRec will simultaneously debut new machinery focused on electric drive technologies, with a particular emphasis on heavy-duty applications. A key highlight is the stationary electric version of the FERRO 950, built for rigorous industrial tasks, alongside the new electro-mobile tracked ULTIMA 850 series, which merges high-performance shredding with energy-efficient operation and future-oriented mobility.

An additional highlight will occur at the VDMA Crushing Zone, where ARJES, EuRec and Rockster will collaborate as part of the RBG Family (Recycling Beyond Generations) to demonstrate a complete processing chain for concrete railway sleepers. This integrated solution brings together the EuRec FERRO 950 shredder, the Rockster R1000 impact crusher and the new ARJES NEOS 6.3 scalper screen, showcasing a seamless combination of shredding, crushing and screening technologies in a live operational setting.

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Sun Auto Tire & Service, one of the largest independent tyre and automotive service providers in US, has entered into a new sponsorship agreement with Ty Gaynor Motorsports, backing driver Ty Gaynor as he takes on the NHRA circuit in both Top Dragster and Super Stock categories. This alignment brings together two entities that prize performance, precision and consistency – qualities that are essential under the hood and behind the wheel. Sun Auto’s branding will appear on Gaynor’s race vehicles throughout the season, with the company’s nationwide network of over 575 locations symbolically travelling alongside him as he competes across the country.

At just 18 years old, Gaynor represents a third generation of drag racing heritage, having climbed from Junior Dragsters to secure his first NHRA national event victory in 2025 at the Dodge NHRA Nevada Nationals. That landmark Top Dragster win featured a nearly flawless reaction time and a run closing in on 200 mph (approximately 322 kmph). Company leaders describe the sponsorship as a natural outgrowth of Sun Auto’s deep roots in automotive service and its enduring commitment to high-level performance.

The 2026 season will see Gaynor continue his campaign in both Super Stock and Top Dragster competition, with his first race scheduled for the upcoming weekend. Through this partnership, Sun Auto reinforces its connection to the precision and dedication that define success both on the track and in the service bay.

Gaynor said, "Growing up around my family's shops that are now part of the Sun Auto Network, it feels like everything's come full circle having that logo on my cars. What started as family is now a network of more than 575 locations across the country."

Matthew Loos, Chief Marketing Officer, Sun Auto Tire & Service, said, "Whether it's in the shop, in the pits or on the track, consistency, precision and performance matter.”

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Dunlop Motorsport marked its competitive debut on the Nürburgring Nordschleife with a strong top-10 finish, underscoring the potential of its advanced tyre technology. Central to this effort was the use of Dunlop tyres, integrated with the innovative Sensingcore system developed by Sumitomo Rubber Industries. This proprietary technology transforms the tyre itself into a smart sensor, delivering real-time data on critical parameters such as wear, pressure, wheel load and track conditions without requiring additional hardware. By enhancing both safety and strategic decision-making, Sensingcore enables early detection of issues like loose wheel nuts and allows for optimised pit stops, proving its value under the extreme demands of the ‘Green Hell’.

Behind the wheel of the black-and-yellow Porsche 911 GT3 R, drivers Nico Menzel and Dorian Boccolacci delivered a determined comeback. After a challenging qualifying session left them in 24th place due to ill-timed yellow flag periods, Menzel wasted no time, surging to 18th by the end of the opening lap. Boccolacci then took over, extracting the full potential of the new Dunlop slicks with consistently fast lap times. A well-executed team strategy propelled the duo into the top 10 before the race’s midpoint. Although the leading pack had built an insurmountable gap by then, preventing a podium challenge, Boccolacci brought the car home in ninth place overall after four hours of racing.

The event served as a crucial development test for both tyre technology and Sensingcore under real-world conditions, highlighting its promise for future motorsport and production applications. Dunlop Motorsport will continue its preparation at the next Nürburgring Endurance Series round, the 57th Adenauer ADAC Circuit Trophy on 11 April 2026, as part of its buildup to the ADAC RAVENOL 24h Nürburgring in May.

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