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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VMI has opened a new service facility in León, Mexico, as the company expands its local support for customers and its growing installed base.

The facility was officially opened on 8^th October , with a ceremony attended by Fonseca, the State’s Subsecretary; Rodriguez, Deputy Mayor Of León; and Harm Voortman, Chief Executive of VMI Group. Customers and local employees also attended the event, which included a tree-planting ceremony.

The company said the new facility had been designed with a focus on sustainability, including waste management and energy use. The tree planting highlighted VMI’s environmental commitments, following its recent achievement of EcoVadis Platinum status.

The opening follows VMI’s recent launch of a sales and support office in Yokohama, Japan, reflecting the importance of the Japanese market to the group.

Alongside the León opening, VMI held a customer seminar showcasing its latest innovations in tyre-building and tyre-component preparation solutions.

“This state-of-the-art facility in León, the drum workshop and our local presence, will help us support customers in Mexico more efficiently with faster response times and enhanced levels of service,” said Voortman.

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Michelin has prepared a six-part documentary series chronicling its 11-season tenure in MotoGP as its current stint as the championship’s sole tyre supplier nears its conclusion. Titled ‘Racing on Trust – A Decade of Michelin in MotoGP’, the production examines the manufacturer’s return to the premier class in 2016 through the perspectives of those directly involved, rather than focusing solely on results and statistical milestones. The first two episodes premiered on 8 October 2026, via the Michelin Motorsport and Michelin Group YouTube channels, with the remaining four instalments arriving weekly on Thursdays at 2:00 p.m.

The project assembles 25 figures from across the paddock who agreed to recount their experiences without editorial constraint. World champions, current and former riders, team principals, championship executives, journalists and Michelin Motorsport personnel contribute previously untold accounts spanning the 11 seasons. Among them, Valentino Rossi revisits the closing chapter of his career, Marc Márquez addresses his injury and subsequent recovery and Johann Zarco describes the circumstances surrounding his landmark victory at Le Mans. Their recollections, alongside those of peers and officials, trace both the evolution of the sport and the individuals who shaped it.

Contributors include riders Marc Márquez, Valentino Rossi, Francesco Bagnaia, Jorge Martín, Fabio Quartararo, Maverick Viñales, Cal Crutchlow, Jack Miller and Johann Zarco. Team and organisational figures comprise Lucio Cecchinello of LCR, Ducati Corse’s Gigi Dall’Igna, Alberto Puig of Honda HRC, Dorna Sports CEO Carmelo Ezpeleta, Loris Capirossi of race direction and Hervé Poncharal of Tech3. Media representatives include Sylvain Guintoli, Manuel Pecino, Simon Patterson, Guido Meda and Michel Turco, while Michelin Motorsport is represented by Piero Taramasso, Jean-Claude Catalano, Jean-Philippe Cappelle and Nicolas Goubert, with additional input from Maria Herrera.

The opening episode, ‘2016: The Comeback’, documents Michelin’s return and the formidable task of replacing the championship’s previous sole supplier at motorcycling’s highest level. The second, ‘Regain Trust’, examines how setbacks and difficulties ultimately reinforced confidence between the manufacturer, riders and teams, deliberately avoiding a narrative built exclusively around success.

‘Listen to the Bike’, scheduled for 15 October, begins on a wet circuit with limited grip before delving into rider sensation and feedback, illustrating a development cycle driven by continuous exchange among riders, engineers, teams and Michelin technicians. Breaking Point’, releasing on 22 October, covers the 2020 and 2021 campaigns, when the pandemic, Márquez’s injury and the arrival of a new generation reshaped the competitive hierarchy, a transition symbolically concluded by Rossi’s farewell after more than two decades.

‘A New Era’, arriving on 29 October, follows MotoGP into a fresh phase marked by increasingly capable machines and emerging talent, with Michelin advancing its tyres to extend performance boundaries. The concluding episode, ‘Final Sprint’, releasing on 5 November, reflects on 11 seasons of profound technological change and an exceptional human undertaking.

Throughout the six films, technology remains a constant presence, yet trust emerges as the defining thread, binding riders to their tyres, engineers to teams and, above all, people working together under the extreme pressures of competition.

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FALKEN has unveiled the EUROALL SEASON AS220, a new all-season tyre joining its expanded 2026-27 winter and all-weather portfolio. The AS220 is designed for compact cars, mid-size vehicles and SUVs – the most popular segments in Europe – and extends the brand’s EUROALL SEASON family. It reflects FALKEN’s push to advance modern all-weather tyre technology while addressing a wider range of cars, powertrains, driving styles and applications.

The AS220’s Snow Compaction Grooves retain snow within the tread to improve traction on snow-covered roads, while Hydro Grooves evacuate water to support stability and braking in wet conditions. An advanced temperature-stabilised rubber compound is engineered for consistent performance across climates. These features aim to deliver safety, comfort, efficiency and performance for drivers facing mild winters, wet roads or snow.

The tyre is the first to feature FALKEN’s new VARIO CORE technology. Its VARIO CORE essence combines measures that can improve rolling resistance, wear and drive-by noise. Crucially, it reflects today’s more diverse car parc by focusing on efficiency, durability and a safe driving experience for petrol, diesel, hybrid, plug-in hybrid and electric vehicles alike.

Alongside the AS220, FALKEN offers the EUROALL SEASON AS220 PRO for high-performance passenger cars. It targets dynamic handling and dependable performance in varied weather, with precise handling, stability and control at speeds up to 167 mph (270 kmph). Advanced 4D-NANO Design technology and a modern lightweight construction contribute to wet grip, efficiency and extended tyre life, combining premium all-season performance with year-round usability.

FALKEN’s winter lineup also includes the EUROWINTER HS02 and HS02 PRO, developed for confident handling in challenging winter conditions. The HS02 uses a directional V-shaped tread for water evacuation and stable wet handling, while Miura-Ori 3D sipes can enhance traction and braking on cold, icy or snowy roads. The HS02 PRO targets higher performance, with an optimised tread design supporting snow and wet capabilities, precise handling and stability. Its groove design aids traction on snow and slush while maintaining a sporty character. Both benefit from Advanced 4D-NANO Design technology for wet grip, rolling resistance and wear, with significantly reduced weight versus previous generations.

For SUV and 4x4 drivers, the FALKEN WILDPEAK A/T AT3WA all-terrain tyre combines off-road capability with on-road comfort as a genuine year-round solution. Its tread pattern features a zig-zag centre rib, ribbed shoulder grooves, rigid tread blocks and offset shoulder blocks, improving on- and off-road traction and braking on loose surfaces, mud and snow. These also support self-cleaning, while a robust tread block and reinforced sidewall with gripping edges enhance stability, durability and off-road traction. 4D-NANO Design technology further supports fuel efficiency and performance across a broad range of weather conditions.

Marcus Schulz, Assistant Manager – Product Planning, Dunlop Tyre Europe GmbH, said, "Winter road conditions present unique challenges for tyres with drivers expecting a tailored tyre for their vehicle. With our current winter portfolio, we combine innovative technologies with everyday practicality, offering solutions for a broad range of vehicles and applications. In doing so, FALKEN ensures motorists can rely on balanced and dependable tyre performance, even in changing weather conditions.”

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The AZuR project group on chemical recycling convened its annual in-person meeting on 1 October 2026, bringing together more than 20 network partners at Pyrum Innovations AG in Dillingen/Saar. The gathering centred on recent scientific findings, the recovery of raw materials from end-of-life tyres, the European Tyre-to-Tyre initiative and collaborative projects planned for 2027. Participants examined how recovered carbon black and tyre thermolysis oil can be more effectively integrated into industrial production processes.

A scientific highlight came from Dr -Ing Sebastian Bogdahn, who presented his dissertation on the production and ecological assessment of high-quality carbonizates derived from used tyre thermolysis. His research combined experimental investigations, process modelling and life cycle assessment, with particular attention to recovered carbon black produced during thermolysis and subsequently processed. The findings indicated that the modelled system could potentially lower global warming potential relative to fossil-based carbon black production while underscoring the significance of process control, product quality and energy supply for environmental performance.

The European Tyre-to-Tyre initiative, launched in July 2026 by Pirelli, Pyrum, Synthos and BASF, illustrated how chemical recycling processes can be embedded within industrial value chains. Pyrum converts used and rejected tyres into recovered carbon black and tyre thermolysis oil through thermolysis. The processed carbon black is then used in Pirelli's tyre manufacturing, partially substituting fossil-based industrial carbon black.

At BASF, thermolysis oil is combined with fossil raw materials to produce chemical products including butadiene and styrene. Synthos utilises corresponding feedstocks to manufacture synthetic rubbers, which are subsequently employed in Pirelli's tyre production. According to the project partners, the entire value chain remains traceable via ISCC PLUS certification.

A notable feature of the meeting was a tour of Pyrum's thermolysis plants. Divided into three groups, attendees gained insights into the technical processes and engaged directly with on-site experts. The tour clarified the technical steps required for recovering and further processing raw materials, from the handling of used tyres through to the resulting product streams.

Management emphasised the value of regular AZuR in-person meetings, which combine exchange among companies, technology providers and research institutions with exposure to real industrial applications. The gathering demonstrated the importance of collaboration across the entire value chain, with research, technology development, industrial processing and tyre production considered together to transform recovered materials into high-quality raw materials for new products. The project group will continue this exchange in 2027 through concrete projects and information initiatives.

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