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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Ironman Tires, a brand owned by Hercules Tire and Rubber Company, has officially launched the All Country AT-X, a new generation tyre designed to merge the capabilities of all-terrain and all-weather designs. This strategic expansion of its All Country line is positioned to deliver year-round performance for SUVs and light trucks, whether on paved roads or off-road adventures. The AT-X is now available at retail locations, effectively replacing the previous All Country A/T and AT2 models to strengthen the brand's standing in the competitive market.

Building upon the legacy of its predecessors, which collectively sold over 700,000 units annually, the All Country AT-X incorporates advanced design and compound technologies. A significant feature is its certification with the Three-Peak Mountain Snowflake symbol, guaranteeing reliable traction in severe snow conditions, a first for the brand in this category. The tyre’s development focused on key improvements, including superior snow traction, enhanced durability and more responsive on-road handling, all while upholding Ironman's core values of affordability and dependability.

The product lineup is comprehensive, with 27 of its planned 40 sizes available immediately and the remaining 13 scheduled for an early 2026 release. The AT-X offers two distinct tread patterns, both meeting the stringent winter performance standards without compromising on tread life or ruggedness. Key engineering enhancements include an optimised all-terrain tread for balanced on- and off-road performance, a next-generation all-weather compound and an aggressive sidewall design that boosts puncture resistance and provides a bold visual appeal. The tyre’s profile was strategically engineered through advanced modelling to promote stability and even wear.

Backing its robust construction is a substantial 50,000-mile (approximately 80,467 km) limited treadwear warranty, alongside a 60-month workmanship warranty and road hazard protection. The All Country AT-X is offered in T, Q, R and S speed ratings in a wide range of sizes to fit 15- to 20-inch rims, making it an accessible and versatile option for a broad spectrum of drivers seeking confident, all-season capability.

Keith Calcagno, Chief Strategy Officer, Proprietary Brands, American Tire Distributors, said, “The All Country AT-X represents a major step forward for Ironman’s product lineup. By combining all-weather versatility with all-terrain durability, the AT-X provides drivers the confidence to go anywhere, in any condition, all year long.”

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In a significant step for sustainable infrastructure, the Selwyn District in Canterbury is poised to conduct New Zealand's inaugural trial of a rubber road surface. According to Radio New Zealand, the trial is scheduled for early 2026 in Glentunnel on State Highway 77. This pioneering initiative represents a proactive move by the council to explore innovative solutions for its extensive roading network and reflects the council's commitment to investigating new technologies that can enhance performance and provide additional value.

Central to this venture is Treadlite NZ, the nation's sole supplier of recycled rubber granules specifically designed for pavement applications. The company's executive director, Brad Pearce, has confirmed their involvement, collaborating with a contractor to supply the material for the proposed trial. Pearce expressed his enthusiasm for the prospect of seeing recycled rubber improve the durability and functionality of roads across the country in the near future.

The rubber road project is just one of several innovations being pursued by Selwyn's infrastructure team. Other exploratory measures include the use of plastic grids in road rehabilitation to minimise excavation and an underground stormwater system, StormBrixx, which manages surface flooding in vulnerable areas. The council is also considering a novel contracting model where companies lease road lanes, creating a financial incentive to complete work quickly and efficiently. This drive for innovation occurs against a backdrop of managing one of the country's largest geographic road networks, which is facing pressures from high growth and increasing traffic loads.

While data indicates that Selwyn's roads are among the smoothest in New Zealand, the council acknowledges the ongoing challenge of maintaining surface conditions as its infrastructure ages. The upcoming trial in Glentunnel, facilitated by the specialized materials from Treadlite NZ, stands as a testament to the council's forward-thinking approach to extracting greater value and longevity from its critical assets.

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Maxion Wheels, the world’s leading wheel manufacturer, has officially confirmed its readiness to begin series production of forged aluminium truck wheels in January 2026. The announcement was made at the SOLUTRANS 2025 exhibition in Lyon, France. This production will be housed in a new, state-of-the-art 24,500-square-metre plant located in Manisa, Türkiye, which was developed as a joint venture with İnci Holding. The facility is now fully operational, featuring advanced machinery and an initial annual capacity of approximately 350,000 wheels, with a flexible design to accommodate future market growth.

The introduction of these wheels significantly expands Maxion's commercial vehicle portfolio, allowing the company to offer what it now considers the industry's most comprehensive product range. The new forged aluminium wheels will be available in high-demand sizes and finishes, engineered to meet the stringent requirements of OEMs and fleets across Europe and Türkiye for superior durability, performance and appearance.

Looking forward, the company is already developing a patented surface treatment designed to offer enhanced durability, improved corrosion resistance and easier maintenance. This innovative solution is currently undergoing laboratory and benchmarking tests, which have so far yielded highly promising results.

Mark Gerardts, CEO, Maxion Wheels, said, “Forged aluminium truck wheels represent a critical evolution in our strategy to deliver the most complete and innovative commercial vehicle wheel portfolio in the industry. Our steel wheels have set the benchmark – and our forged aluminium truck wheels will meet it with the same uncompromising quality and reliability.”

Mustafa Zaim, President of the Board of Maxion Inci and Maxion Jantas, said, “Our collaboration with Maxion Wheels combines global product expertise with local manufacturing excellence to deliver a new wheel line-up that redefines choice and quality for truck OEMs, fleet managers and drivers. This milestone is more than the start of production – it’s a commitment to innovation, safety and meeting the evolving needs of OEMs and fleets across Europe and beyond.”

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Apollo Tyres Ltd and the Kalinga Institute of Industrial Technology (KIIT), Bhubaneshwar, are collaborating to incorporate a specialised ‘Tyre Technology’ module into the engineering curriculum. This initiative is unprecedented in India, representing the first time a tyre manufacturer and a technical institution have joined forces to formally integrate the science of tyre design and manufacturing into academic studies.

Apollo Tyres will be instrumental in developing the course, ensuring the syllabus and materials reflect the most current industry practices and technological advancements. Prof (Dr) Achyuta Samanta, Founder KIIT, KISS and KIMS, highlighted that this focus on the critical automotive component of tyres will equip future engineers with the practical knowledge to solve complex technological challenges.

The alliance is poised to offer students exceptional exposure to specialised fields and create transformative educational experiences, bridging the gap between theoretical learning and industrial application.

R Mahalakshmi, Chief Human Resources Officer, Apollo Tyres Ltd, said, “This strategic collaboration marks a significant milestone for the Indian automotive sector. By bringing tyre technology into mainstream engineering education for the first time, we aim to equip young engineers with future-ready skills and real-world exposure. Through internships and on-ground training at our facilities, students will gain hands-on experience with cutting-edge tyre design, manufacturing and testing, strengthening the talent pipeline for India’s mobility future.”

Prof (Dr) Saranjit Singh, Vice Chancellor, KIIT-DU, said, “In the fast-growing demand for a market ready workforce, it is imperative that Industry and Academia work closely together to develop quality tech talent. Being one of the leading technology universities, we have a strong intellectual capital and talent base to partner with industry in bridging the talent gap and nurturing future-ready digital professionals. The introduction of co-branded specialisation, ‘Tyre Technology’, will definitely give our students a new scope for innovation and edge over others.”

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