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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TyreSafe has issued a fresh warning to families during Child Safety Week, emphasising that protecting children on the road requires attention beyond just child car seats. The road safety charity urges parents and carers to consider the entire vehicle’s condition before every journey, particularly the tyres, which are critical for braking, grip and overall control.

The organisation stresses that while correctly fitted child restraints offer vital protection during a collision, vehicle safety begins before a crash ever occurs. Worn, damaged or underinflated tyres can significantly increase stopping distances and compromise a vehicle’s ability to respond in an emergency, undermining the protection that child seats are designed to provide.

This guidance aligns with the government’s new Road Safety Strategy, which aims to reduce road deaths and serious injuries by 65 percent overall and by 70 percent for children under 16 by 2035. TyreSafe notes that achieving these targets depends on a Safe System approach, where multiple layers of safety work together. Recent data from Good Egg Safety CIC community checks reinforces this point, revealing that approximately two thirds of inspected child restraints are incorrectly fitted or unsuitable due to issues such as slack seat belts, loose bases, misrouted belts or improperly adjusted support legs and carry handles.

To help families act, TyreSafe promotes its simple ACT checklist. Air pressure should be checked regularly against the vehicle manufacturer’s recommended levels. Condition must be inspected for cuts, bulges, cracks or embedded objects. Tread depth must meet the legal minimum of 1.6 mm with no uneven wear. These checks are especially important given that children must use an appropriate car seat until age 12 or until they reach 135 centimetres in height.

As part of Child Safety Week, TyreSafe is supporting local initiatives across UK, including free child car seat checking events in West Yorkshire delivered with West Yorkshire Vision Zero and Good Egg Safety CIC. Selected sessions will also offer free tyre safety checks and practical advice. TyreSafe encourages families to attend such events and remember that every part of the journey matters when it comes to protecting children on the road.

Stuart Lovatt, Chair of TyreSafe, said, “A correctly fitted child seat offers vital protection, but it is only one part of the safety picture. Tyres are the only contact between the vehicle and the road and have a direct impact on braking, grip and control. If tyres are not properly maintained, stopping distances increase and vehicle performance can be affected – particularly in emergency situations or poor weather conditions. Keeping children safe means looking at the whole journey and the whole vehicle. Simple checks can make a significant difference.”

Janis James MBE, Chief Executive of Good Egg Safety CIC, said, “Parents and carers go to extraordinary lengths to protect the children they love, yet our national data consistently shows that around two thirds of child car seats are being used incorrectly – often by caring families who simply don’t realise something is wrong. The encouraging news is that many of the issues we identify can usually be corrected quickly with the support of our highly experienced and accredited Safety Advisors, potentially making a life-saving difference in the event of a collision. By working alongside TyreSafe at selected events, we are supporting the wider Safe System approach – helping families stay safer both inside and outside the vehicle.”

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Goodyear highlighted progress at its Amiens tyre plant modernisation during a visit by French President Emmanuel Macron. The facility, which first opened in 1958, is undergoing a major transformation launched in 2022 and supported by the French government’s France 2030 programme. This investment aims to strengthen the site’s long-term competitiveness and future readiness.

Nearly 800 employees work at the Amiens plant, producing consumer tyres for global original equipment and replacement markets. Beyond technology, the overhaul emphasises workforce development through expanded training, upskilling programmes and active recruitment for roles ranging from operators to engineers. These efforts are designed to align the site’s evolution with new technologies while preparing a skilled workforce for the future.

Mark Stewart, Chief Executive Officer and President, The Goodyear Tire & Rubber Company, said, “We’re proud to welcome President Macron to Amiens and show the progress our team has made. Over the past several years, we’ve reshaped this plant – bringing in more advanced technologies, increasing automation and digital solutions to shift its production towards premium, higher-value tyres. This modernisation is about our people and the future of the Amiens facility. Together with the French government, we’ve strengthened this site and built on Goodyear’s longstanding presence in France, reinforcing our commitment to manufacturing and jobs here.”

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The Tire and Rubber Association of Canada (TRAC) has recognised outstanding individuals and organisations for their leadership and contributions to the tyre and rubber industry, including end-of-life tyre management and broader sustainability efforts. The awards were presented on 4 June 2026, following the association’s annual general meeting at the Alt Hotel Toronto Airport in Mississauga.

The 2026 Industry Leadership Awards honoured achievements in three categories: Lifetime Achievement, Sustainability and Young Leader. The ceremony highlighted a range of innovations, from circular economy advancements to operational excellence and community-focused initiatives.

Receiving the Lifetime Achievement Award was Emmie Leung of Emterra Group. Over five decades, she grew a single-person start-up into one of Canada’s largest integrated resource management companies. In 2005, she founded Emterra Tire Recycling, which became a leading supplier of crumb rubber and recycled tyre materials, significantly advancing responsible tyre management nationwide. Beyond business growth, she introduced a formal diversity, equity and inclusion strategy and the Community Care programme, supporting charitable partnerships and environmental awareness.

In the Sustainability category, TRAC recognised three recipients. Dr Marcela Castano of Bridgestone led the implementation of ISCC Plus certification across 15 manufacturing facilities, integrating certified mass balance into operations and strengthening market confidence in sustainable materials. Reliable Tire Recycling was honoured for transforming end-of-life tyres into valuable products through proprietary machinery and research partnerships with the University of Manitoba, focusing on energy efficiency and waste reduction. Muhammad Shah of eTracks Tire Management Systems was recognised for his collaborative, solutions-focused work supporting service providers and ensuring responsible recovery streams across Ontario.

The Young Leader award went to three professionals. Paul-André Gaudreault, plant manager at AirBoss of America, oversees complex rubber production processes and has strengthened operational consistency since joining the company in 2013. Paresh Kulkarni of Kal Tire manages Canada’s only commercial rubber devulcanisation line, helping scale operations across North America, Latin America and Europe. Tyler Scott of Nokian Tyres has built a 26-year career spanning sales, technical service and training, managing national accounts and securing early EV OEM fitments while earning an MBA.

All recipients demonstrated measurable impact in advancing circular economy principles, operational innovation or industry leadership. Their work continues to strengthen environmental outcomes and economic resilience within Canada’s tyre and rubber sector.

The annual awards underscore TRAC’s commitment to celebrating leadership that drives sustainable change. The association noted that the honourees reflect the growing importance of cross-sector collaboration in building a more circular tyre industry.

Carol Hochu, President and CEO, Tire and Rubber Association of Canada, said, “This year’s award recipients represent the strength and diversity of our industry. Across different roles and areas of expertise, they have demonstrated leadership, innovation and a strong commitment to advancing the sector. Their contributions are helping address complex challenges and support the long-term sustainability of our industry. Recipients are recognised across three categories: Lifetime Achievement, Sustainability and Young Leader.”

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Dunlop Motorcycle Europe has emerged as the dominant force at the 2026 Isle of Man TT, securing more race victories and podium finishes than any other tyre manufacturer despite a weather-disrupted schedule that reduced the event to only five races. Riders using Dunlop tyres claimed three wins and nine podium appearances around the legendary Mountain Course.

Performance across the Supersport and Sportbike classes proved particularly strong, complemented by competitive pace in the Superbike races. The achievements highlighted the versatility and reliability of the latest generation of Dunlop KR slick racing tyres. Dunlop supported over 15 riders during the two-week event, offering multiple specifications of KR108, KR108+ and KR109+ tyres. A dedicated team of trackside support engineers provided ongoing advice on tyre selection for the challenging and ever-changing weather conditions.

The Isle of Man TT, which takes place on a 37.73-mile (approximately 60.72 km) public road circuit featuring narrow lanes and mountain passes, saw temperatures shift from warm sunshine during practice to cold, damp conditions on race days. Following his fourth-place finish in the Sportbike race, lap record holder Peter Hickman described it as the wettest he had ever experienced on the course. That changeable weather underscored the KR tyres’ adaptability, delivering both immediate pace and multi-lap durability.

Michael Dunlop extended his historic TT record by winning both Supersport races and the Sportbike race, while other Dunlop-supported riders consistently ran at the front. Peter Hickman recorded top-four finishes in every race, and both Josh Brookes and Ian Hutchinson placed inside the top five. Across all five races, Dunlop riders occupied 9 of 15 podium positions and 14 of 25 top-five spots. This success follows previous race wins at the North West 200 in May, with Dunlop KR tyres also recently in action at the FIM Endurance World Championship’s 8 Hours of Spa and the Dunlop Campionato Italiano Velocità event at Imola.

Wim Van Achter, Motorsport Manager, Dunlop Motorcycle Europe, said, “The Isle of Man TT is an event like no other, and rider confidence in tyres is crucial when facing a track like this at an average speed of 135 mph. To finish the week with more race wins and podium finishes than any other tyre manufacturer is a fantastic result and a testament to the performance and consistency of our latest generation Dunlop KR racing slicks. Michael Dunlop’s three wins were a highlight, but we’re equally proud to have supported so many riders running at the front throughout the event. Feedback from teams throughout the paddock was extremely positive, reinforcing the strength of a tyre range that continues to win in road and circuit racing across Europe.”

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