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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Liberty Tire Recycling has placed community engagement at the forefront of its operational philosophy, recently demonstrating this commitment through a collaborative literacy project in Calhoun, Georgia. The initiative, undertaken with Keep Calhoun-Gordon Beautiful, targeted local third-grade classrooms by combining educational support with environmental consciousness. Company volunteers actively participated by reading to students, fostering direct connections that underscored the importance of literacy while simultaneously promoting broader ecological values.

The sponsorship and hands-on efforts from Liberty Tire Recycling’s Calhoun site reflect a strategic approach to sustainability that extends beyond traditional waste management. General Manager Pam Boling observed the enthusiasm and fresh perspectives of the young participants, reinforcing the company’s belief in investing in youth as a pathway to long-term environmental progress. This educational focus is designed to empower future generations with the knowledge necessary to advance sustainable practices in their communities.

Beyond the literacy event, Liberty Tire Recycling maintains a robust partnership with Keep Calhoun-Gordon Beautiful that includes sponsorship of biannual recycling drives and tire amnesty programmes. These efforts are instrumental in diverting waste from landfills, enhancing recycling education and fortifying local sustainability infrastructure. The collaboration exemplifies how corporate entities can actively contribute to environmental stewardship through targeted, community-based actions.

Liberty Tire Recycling asserts that achieving meaningful sustainability goals requires active collaboration with local organisations and residents. By supporting grassroots environmental awareness, educational development and community trust, the company aims to inspire lasting change. Such initiatives illustrate a model where business and community interests align, working together to build a cleaner, more sustainable future through localised impact and shared responsibility.

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Apollo Tyres Ltd has reinforced its dedication to the historic vehicle segment by extending its partnership with the 1000 Miglia for the ninth year running, with its Vredestein premium brand serving as the event's Official Tyre Partner.

The 2026 edition of the renowned Italian endurance rally, celebrated as ‘La corsa più bella del mondo’ (the most beautiful race in the world), saw over 300 vintage automobiles traverse the legendary thousand-mile circuit between Brescia and Rome. The challenging route wound through picturesque towns and mountain passes, strictly adhering to eligibility rules that required participants to be models manufactured before 1957, mirroring the original competitions from 1927 to 1957.

Vredestein’s visual presence was prominently established across the rally's entire infrastructure, from the competitive stages to the paddock and hospitality zones, further cementing the brand's strong association with European classic motoring traditions. The competitive credentials of the brand were highlighted by former Formula 1 drivers Giancarlo Fisichella and Robert Doornbos, who piloted a Siata and an Austin Healey respectively, both fitted with Vredestein Sprint Classic tyres.

This year’s event served as an ideal platform for the entire Vredestein Classic range, which successfully merges retro aesthetics with modern compound technology to ensure superior grip and safety. The comprehensive portfolio now includes the Sprint Classic, Snow Classic, Grip Classic and Transport Classic, each engineered specifically to meet the unique demands of vintage and classic automobiles.

Udyan Ghai, Head of Marketing, Apollo Tyres Ltd, said, “The 1000 Miglia remains one of the world’s most iconic celebrations of automotive heritage, and we were proud to return as Official Tyre Partner. The event reflects the spirit of the Vredestein brand, combining timeless design, engineering excellence and driving passion. Our Classic range is designed for enthusiasts who want authentic looks alongside modern levels of performance and safety, making the 1000 Miglia the ideal environment to showcase these tyres in action.”

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Hankook Tire, the exclusive electric racing tire supplier and official partner of the ABB FIA Formula E World Championship (Formula E), has launched a digital fan engagement initiative called ‘Make it Yours, Make it Race.’ The AI-powered helmet design campaign runs from June 8 to June 21, local time, during the brand’s final season as the series’ tire provider in Season 12. This marks a significant push into virtual fan experiences as the championship heads toward its concluding partnership year with Hankook.

The campaign represents a collaboration with Formula E and the DS PENSKE Formula E Team, utilizing Google Cloud’s infrastructure and advanced AI models, including Gemini, Nano Banana, and Veo. By moving activations beyond physical race venues, the tire manufacturer aims to offer global motorsport enthusiasts novel methods to interact with the racing ecosystem. The digital platform allows participants to craft personalized racing helmet designs, which are then submitted via Instagram with the dedicated hashtag #HKAIhelmet.

A public voting phase will determine the winner, with the final design officially announced on July 3 across Hankook’s social media channels. The victorious artwork will be prominently featured at the 2026 Hankook London E-Prix, where paper versions will be given to spectators and a full-scale replica will be exhibited at the Hankook Fan Village booth. The grand prize for the winning designer includes two Formula E VIP tickets, a driver-signed cap, a premium merchandise package, and a podium cap, with additional prizes for the runners-up.

This initiative is part of Hankook’s broader strategy throughout its four-season tenure with Formula E, which has included interactive Fan Village experiences showcasing the ‘iON’ electric vehicle tire lineup and the ‘iON Race’ tire. The company also supports the FIA Girls on Track program through lectures and workshops, reinforcing its commitment to nurturing future talent. These efforts collectively enhance brand visibility while deepening customer connections globally.

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Webfleet, Bridgestone’s advanced fleet management solution, has closed a strategic agreement with Volkswagen Group Info Services AG. The collaboration leverages OEM.connect, the company’s original-equipment telematics programme, to erase the need for physical device installations across Volkswagen Group brands. Operators running Volkswagen Passenger Cars, Volkswagen Commercial Vehicles, Škoda, Seat, Cupra or Audi models can now channel real-time machine data straight into the Webfleet ecosystem.

Once a compatible vehicle’s identification number is registered, the system activates full-service functionality in under an hour. This digital-first approach accelerates fleet onboarding while unlocking analytics that drive cost reduction, operational refinement and eco-friendly driving habits. Crucially, the interface does not discriminate by brand mix, granting unified oversight of diverse fleets through a single dashboard or companion application, regardless of whether units come from one marque or several manufacturers.

Among the practical tools now available to European customers are fuel-level surveillance, electric-battery tracking for range assurance, granular performance dashboards and early-warning mechanical alerts to curb unplanned stoppages. Every feature is accessible across the continent, giving mixed and single-brand fleets equal command over their daily logistics without legacy hardware barriers.

Jan-Maarten de Vries, President – Fleet Management Solutions, Bridgestone, said, “We always aim to make connecting vehicles to Webfleet as quick and easy as possible. Adding six Volkswagen Group brands to OEM.connect serves that goal perfectly. Fleet operators get immediate access to valuable data that helps them optimise their operations. This collaboration represents an important step in expanding our OEM.connect ecosystem, enabling fleets to adopt connected services faster and with less complexity.”

Lasse Schmidt van Hülst, Lead Sales & Key Account Management, Volkswagen Group Info Services AG, said, “Combining our vehicle data with Webfleet’s advanced fleet solutions supports the continued development of connected fleet services across Europe. By making vehicle data available through trusted partners, we are helping fleet operators improve performance while ensuring secure and compliant data use.”

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