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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Pirelli will deploy its full range of tyre compounds across the upcoming Austrian and British Grand Prix races. For the Red Bull Ring event in Spielberg, teams gain access to the three softest mixtures in the range, designated C3, C4 and C5. The Silverstone race, however, sees a return to the hardest trio of C1, C2 and C3 compounds.

The Austrian circuit features the fewest corners and shortest lap time on the Formula One calendar, with heavy braking and acceleration zones. These characteristics generate predominantly thermal degradation in the tyres, while lateral loads on the axles remain low. Despite the track’s old and highly abrasive surface, pure tyre wear is not considered a decisive factor.

Silverstone adopts the Sprint weekend format this year and ranks among the longest circuits, dominated by high-speed corners that produce extreme lateral forces comparable to Suzuka and Spa-Francorchamps. Consequently, the front axle endures the highest stress, with the left-front tyre wearing more quickly due to the abundance of right-hand turns.

Pirelli serves as the title sponsor for the British Grand Prix weekend, a distinction it also holds for the Italian Grand Prix. This association links the manufacturer’s name with two of the most frequently held historic events in the Formula One World Championship.

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ZC Rubber made a strategic statement at THE TIRE COLOGNE 2026, held from 9 to 11 June, using the event to reaffirm its enduring dedication to the European automotive sector. The manufacturer placed its advanced WESTLAKE and GOODRIDE tyre families at the forefront of its exhibition.

A clear strategic pivot for the region was evident, as the company mapped out a wider European direction. Visitors were shown a full pipeline of new passenger car and light truck tyres destined for a second-half 2026 release, presented alongside the proven commercial truck portfolio and a handful of carefully selected previews set for 2027.

Considerable interest gathered around the passenger car and light truck offerings, specifically the upcoming summer and all-season ranges. Performance enthusiasts examined the WESTLAKE ZuperFlex Z-137 and GOODRIDE RideMax G-147 for ultra-high-performance vehicles, while off-road specialists focused on the WESTLAKE TERRA LEGEND SL399 and GOODRIDE MUD LEGEND SL388.

The WESTLAKE Zuper4S Z-411 emerged as a central solution for Europe’s unpredictable seasons. Engineered to manage wet roads, snow and dry tarmac in one package, the tyre uses V-shaped grooves to rapidly clear water and slush. Its high-density 3D siping provides braking stability on icy surfaces, while a specialised compound ensures consistent grip and long life across wide temperature ranges.

Within the commercial truck arena, ZC Rubber highlighted its established WESTLAKE Gen II series, already valued by European fleets for mileage. The WSL2 steer tyre was presented as a tool for stable handling and fuel savings, featuring optimised pressure distribution and a low-heat compound. The WDL2+ drive tyre was shown to deliver strong traction and even wear thanks to its rigid blocks and belt-wrap technology. Motorsport attendees saw the upgraded WESTLAKE Sport RS2 displayed alongside the Red Bull Driftbrothers’ drift car, a product of close racing collaboration now under consideration for future public sale.

The company also offered glimpses of 2027 innovations, including the WESTLAKE Z-301 van tyre, the GOODRIDE All Season G-721 and new truck solutions like the WTL2 and GOODRIDE M2. The latest passenger car and light truck tyres are expected across Europe in the latter half of 2026, while the premium WSL2 and WDL2+ truck tyres are already available. ZC Rubber confirmed it will continue advancing product development and regional support tailored to Europe’s varied climate and transport needs.

Leo Liao, General Manager, ZC Rubber Europe, commented, “The Tire Cologne gave us an important opportunity to show not only a broader product portfolio but a clearer direction for Europe. We are focusing on products that respond to the way European customers actually drive, operate and make purchasing decisions – from year-round mobility to long-haul efficiency and durability. These products reflect how we are listening to European customers and partners, and how we are building a portfolio that is more closely aligned with local market needs.”

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Nokian Tyres has launched its Road Trip Guide consumer campaign, running from Monday through 19 June at NokianTyresdotcom/Guide. The initiative, themed around real drivers, real destinations and real roads, invites motorists to submit lesser-known travel spots including roadside diners, remote trails, scenic views and unique landmarks.

The campaign website includes a tyre quiz to assist drivers in selecting the appropriate tyres for their journeys, along with safety tips designed to keep attention on the scenery rather than roadside issues. On its social media channels, including Instagram, Facebook, TikTok and Threads under the handle @NokianTyresNA, the global tyre maker is sharing road trip safety advice, aspirational travel ideas and destination recommendations from tire dealers.

Several all-season, all-terrain and all-weather tyres from Nokian Tyres’ North American factory in Dayton, Tennessee, supply shops across United States and Canada. Popular models include the Nokian Tyres One, the Outpost all-terrain family, the all-weather Remedy WRG5 and the Surpass AS01, an ultra-high-performance tyre with puncture-resistant Aramid fibres introduced last year. The company, which invented the winter tyre, also unveiled the studded Hakkapeliitta 01, the first studded winter tyre with on-demand grip, available at tyre shops this fall.

Beyond the guide, Nokian Tyres is engaging travellers through a partnership with Alterra Mountain Company and appearances at Overland Expo events across United States. Globally, the company served as an Official Sponsor of the 2026 IIHF Ice Hockey World Championships, which concluded at the end of May.

Hans Dyhrman, Director of Marketing, Nokian Tyres North America, said, “Safety is the foundation of every journey, from daily errands to cross-country road trips. Our Road Trip Guide is a great place for drivers to turn for inspiration and information that will help them make the most of their summer travels.”

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Michelin has redirected industry focus towards its speciality tyre division, a lesser-known but strategically essential part of the group’s operations. During its latest Media Day, held on 9 and 10 June 2026, the company welcomed visitors to its Almería Test Center in Spain, known as CEMA – a facility deliberately chosen for its exposure to Europe’s most punishing weather conditions. At this site, the group rigorously pushes its products to their breaking points, underscoring how critical this lesser-known division is to overall corporate strategy.

Specialty tyres are presented as vital components for industries where operational failures carry severe economic and human risks. They ensure safe aircraft landings, maintain continuous mining output and boost agricultural machinery performance under strict technical and regulatory demands. Rather than simple rubber parts, these products function as high-technology assets that keep the global economy running smoothly, performing reliably in some of the harshest environments on earth.

Financially, this segment has become Michelin’s most lucrative tyre activity, generating 17 percent of group revenue with a 13.1 percent operating margin in 2025. First-quarter 2026 data showed volume growth of 2.5 percent, with further expansion expected in structurally growing markets like air transport, logistics and defence, where annual growth rates range from three to eight percent. Research and development investments, 90 percent of which remain in France, support this trajectory alongside a manufacturing scale-up at Bourges and new industrial processes in Le Puy, Troyes and Montceau-les-Mines.

Michelin enhances client performance through specialised teams, digital services and enduring partnerships backed by 6,000 researchers and deep materials science expertise. Motorsport activities accelerate innovation by pushing tyres to their limits, while the CEMA facility itself serves as a unique living laboratory. With 113 kilometres of tracks, vast terrain and custom-built measurement tools from Clermont-Ferrand engineers, the centre is far more than a test track, standing as a central pillar of Michelin’s innovation strategy.

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