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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Nokian Tyres has launched its Road Trip Guide consumer campaign, running from Monday through 19 June at NokianTyresdotcom/Guide. The initiative, themed around real drivers, real destinations and real roads, invites motorists to submit lesser-known travel spots including roadside diners, remote trails, scenic views and unique landmarks.

The campaign website includes a tyre quiz to assist drivers in selecting the appropriate tyres for their journeys, along with safety tips designed to keep attention on the scenery rather than roadside issues. On its social media channels, including Instagram, Facebook, TikTok and Threads under the handle @NokianTyresNA, the global tyre maker is sharing road trip safety advice, aspirational travel ideas and destination recommendations from tire dealers.

Several all-season, all-terrain and all-weather tyres from Nokian Tyres’ North American factory in Dayton, Tennessee, supply shops across United States and Canada. Popular models include the Nokian Tyres One, the Outpost all-terrain family, the all-weather Remedy WRG5 and the Surpass AS01, an ultra-high-performance tyre with puncture-resistant Aramid fibres introduced last year. The company, which invented the winter tyre, also unveiled the studded Hakkapeliitta 01, the first studded winter tyre with on-demand grip, available at tyre shops this fall.

Beyond the guide, Nokian Tyres is engaging travellers through a partnership with Alterra Mountain Company and appearances at Overland Expo events across United States. Globally, the company served as an Official Sponsor of the 2026 IIHF Ice Hockey World Championships, which concluded at the end of May.

Hans Dyhrman, Director of Marketing, Nokian Tyres North America, said, “Safety is the foundation of every journey, from daily errands to cross-country road trips. Our Road Trip Guide is a great place for drivers to turn for inspiration and information that will help them make the most of their summer travels.”

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Michelin has redirected industry focus towards its speciality tyre division, a lesser-known but strategically essential part of the group’s operations. During its latest Media Day, held on 9 and 10 June 2026, the company welcomed visitors to its Almería Test Center in Spain, known as CEMA – a facility deliberately chosen for its exposure to Europe’s most punishing weather conditions. At this site, the group rigorously pushes its products to their breaking points, underscoring how critical this lesser-known division is to overall corporate strategy.

Specialty tyres are presented as vital components for industries where operational failures carry severe economic and human risks. They ensure safe aircraft landings, maintain continuous mining output and boost agricultural machinery performance under strict technical and regulatory demands. Rather than simple rubber parts, these products function as high-technology assets that keep the global economy running smoothly, performing reliably in some of the harshest environments on earth.

Financially, this segment has become Michelin’s most lucrative tyre activity, generating 17 percent of group revenue with a 13.1 percent operating margin in 2025. First-quarter 2026 data showed volume growth of 2.5 percent, with further expansion expected in structurally growing markets like air transport, logistics and defence, where annual growth rates range from three to eight percent. Research and development investments, 90 percent of which remain in France, support this trajectory alongside a manufacturing scale-up at Bourges and new industrial processes in Le Puy, Troyes and Montceau-les-Mines.

Michelin enhances client performance through specialised teams, digital services and enduring partnerships backed by 6,000 researchers and deep materials science expertise. Motorsport activities accelerate innovation by pushing tyres to their limits, while the CEMA facility itself serves as a unique living laboratory. With 113 kilometres of tracks, vast terrain and custom-built measurement tools from Clermont-Ferrand engineers, the centre is far more than a test track, standing as a central pillar of Michelin’s innovation strategy.

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Pirelli has achieved a historic electric vehicle lap record at the Nürburgring, courtesy of its P Zero Trofeo RS semi-slick tyres fitted to a Porsche Taycan Turbo GT with Manthey Kit. The car demolished the traditional seven-minute barrier by posting 6:55 minutes, outperforming all other production electric vehicles on the punishing circuit. A bespoke tyre version delivered decisive extra grip. This result marked a major improvement over the 2023 benchmark of 7:07.5 set by the Taycan Turbo GT Weissach. The rubber also features Pirelli Elect technology, designed to boost electrified vehicle dynamics.

The latest Nürburgring triumph cements the P Zero Trofeo RS as the definitive track tyre. Originally created as original equipment for hypercars and supercars, including custom variants for the Porsche 911 GT3 and GT3 RS, it has now entered the replacement market. This move brings Pirelli’s expertise from premium fitments directly to customers. Intended for drivers who demand ultra-high performance, the tyre also carries road homologation despite its track-focused design.

Developed specifically for the Porsche Taycan Turbo GT with Manthey Kit, this tyre is the first production model made with over 50 percent certified bio-based and recycled materials to contribute to a Nürburgring record. A dedicated logo on the sidewall identifies this composition. The natural rubber used holds Forest Stewardship Council certification, ensuring responsible supply chain management.

The P Zero Trofeo RS has recently earned top recognition from Tyre Reviews as the finest among the fastest tyres globally, citing dry grip and consistency. Auto Bild Sportscars also gave an exemplary rating after comparing five road-legal semi-slick tyres. Since its debut, the tyre has accumulated multiple records on the German circuit, including three in 2025: the electric vehicle lap record, the first 7:30 time for compact cars and the fastest touring car record.

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DUNLOP (company name: Sumitomo Rubber Industries, Ltd.) will present a dedicated exhibit at the Automotive Testing Expo Europe 2026, scheduled from 23 to 25 June in Stuttgart, Germany. The showcase is organised by UKIP Media & Events Ltd.

At booth number 1474 in Hall 1 of Messe Stuttgart, the company will feature its proprietary SENSING CORE software. This technology detects tyre and road surface conditions without extra sensors by analysing wheel speed rotation data and Controller Area Network (CAN) vehicle transmissions. Key detections include tyre pressure, load, wear, road conditions and wheel detachment.

The display will highlight use cases for mobility challenges under five themes: autonomous driving, smart navigation, one-stop maintenance with insurance optimisation, smart infrastructure and digital twin. SENSING CORE supports software-defined vehicle advancement and autonomous driving, fostering partner collaboration for the evolving automotive industry.

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