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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Giti Tire has marked 26 consecutive years of global motorsport involvement, using high‑pressure racing environments as a live testing ground for engineering innovation and tyre durability. The company’s long‑term commitment spans professional circuits and extreme off‑road terrain, driven by the principle that true performance depends on control, confidence and stability rather than power alone.

Strength combined with intelligence defines the Giti brand, symbolised by the elephant. On the racetrack, this philosophy translates into continuous refinement of tyre performance through every corner and every surface challenge, turning competition into a real‑world technology laboratory.

Over the past 26 years, Giti has competed in a wide range of international disciplines. Since 2009, the company has been a regular participant in the Giti 4x4 Extreme Series, where gruelling off‑road conditions push endurance and durability to their limits. These experiences have directly advanced all‑terrain and SUV tyre technologies.

For the past decade, Giti has also taken part in the legendary Nürburgring endurance races in Germany, one of the world’s most punishing circuits. Insights gained there have improved high‑speed stability, heat management, grip and wet‑weather handling. Giti’s presence extends across Asia and Europe through partnerships with professional racing teams and technical specialists.

Motorsport serves Giti as a catalyst for safer and smarter consumer tyres. Every challenge from desert heat to ice, gravel and rugged terrain accelerates research into durability and high‑speed performance. Technologies proven in racing are later adapted for everyday drivers, reinforcing the company’s focus on sustainability and continuous improvement.

Looking ahead, Giti remains committed to investing in engineering and global racing partnerships as automotive electrification and mobility needs evolve. To commemorate the 26‑year milestone, the company has released a special video highlighting key moments and technological achievements, underscoring that its motorsport journey is not simply about winning races but about pushing boundaries with resilience and precision. Click here  to watch the video.

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Kumho Tire USA has formalised a new long-term partnership with the Georgia Department of Veterans Service and the Georgia Veterans Service Foundation through the signing of a Memorandum of Understanding. The agreement aims to serve approximately 680,000 veterans and their families across the state, uniting private industry, state government and a nonprofit organisation under a shared commitment to supporting those who have served in the military.

Under the newly established collaboration, Kumho Tire USA and the Georgia Veterans Service Foundation will work together to identify and deliver programmes designed to create meaningful impact for Georgia’s veteran community. While specific initiatives have yet to be announced, they will be revealed as the partnership continues to develop. The alliance reflects a sustained, active approach to veteran support rather than one-time gestures.

The partnership first drew public attention earlier this year during Kumho Tire Night at State Farm Arena, where Georgia Veterans Service Foundation representatives were honoured as Co-Captains before an Atlanta Hawks game against the Boston Celtics. That moment, occurring ahead of the NBA matchup, symbolised the mutual respect and recognition now codified in the formal agreement.

Edmund Cho, CEO, Kumho Tire USA, Inc, said, "At Kumho Tire USA, we believe that doing business in America means giving back to America. We are honoured to stand alongside the GVSF in this commitment, and we look forward to building something lasting together for Georgia's veterans."

Dr Patricia Ross, Ed.D. (Col, USAF Ret.), Commissioner, Georgia Department of Veterans Service, said, "Georgia's veterans have earned our unwavering support, and partnerships like this one are exactly how we deliver on that promise. We are proud to welcome Kumho Tire USA as a committed partner alongside GVSF, and we look forward to the meaningful work ahead for the veterans and families we serve across this state."

Joe Higgins, Board Chair, Georgia Veterans Service Foundation, said, "The Georgia Veterans Service Foundation exists to connect Georgia's veteran community with the resources and support they deserve, and that work is always stronger when the private sector steps forward as a true partner. We are grateful for Kumho Tire USA's commitment and excited about what this three-way collaboration will make possible."

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Sun Auto Tire & Service has expanded its Midwest footprint by acquiring the Main Street Tire & Auto location in Virden, Illinois. The transaction took effect immediately, and the newly acquired store will become part of the Sun Auto Network before rebranding under the Plaza Tire Service name.

Plaza Tire Service, a Midwest institution known as the ‘Quick Change Artist’ for more than six decades, will see its Illinois presence strengthened through this addition. The move broadens regional service coverage by integrating a trusted community shop with the extensive resources of a national network. Customers at the Virden location will continue to benefit from familiar local relationships while gaining access to enhanced operational support, advanced technology and customer-focused tools.

The Virden site offers a full range of automotive care, including major tyre brands backed by Sun Auto’s price match guarantee, alignments, brake service, oil changes, batteries, diagnostics and preventative maintenance. This acquisition marks the 16th Plaza Tire Service location in Illinois and supports Sun Auto’s ongoing expansion across key Midwest markets.

Rob Kingery, Regional Vice President, Operations, said "Virden represents an important opportunity to continue growing the Plaza Tire Service brand in Illinois. This location allows us to expand our reach while reinforcing the operational strength and consistency our network is known for."

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Pirelli Design and cycling apparel leader Santini Cycling have unveiled the Santini x Pirelli Sport Club 2026 collection, an evolution of their partnership launched in 2024. Inspired by the Pirelli Sport Club, founded in Milan in 1922 to encourage employee physical activity, the line celebrates Italian craftsmanship, performance and style.

The 2026 collection expands with fresh garments and graphic updates. Among the technical highlights is the new Fast jersey, engineered for maximum aerodynamics with ultralight fabrics and a second-skin fit. Returning Ruota and Tape models receive refined detailing, while the Pirelli SC jersey now features an all-over logo pattern in black and a new chocolate colourway.

All jerseys have a unisex fit and pair with Pirelli SC bib shorts with a C3 chamois for long-distance comfort. A heritage wool jersey features an embroidered Pirelli logo, mother-of-pearl buttons and a metal zipper. The new road skinsuit maximizes aerodynamic efficiency with breathable upper fabrics, woven striped sleeves and high-density lower section for muscular support.

Technical pieces include baselayers, a packable wind jacket and vest, plus socks, caps and bottles. A lifestyle line offers T-shirts, sweatshirts and casual garments with premium materials and distinctive graphics. The collection unites sporting passion, industrial heritage and design excellence, offering cyclists a cohesive wardrobe for both competition and daily life.

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