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)

Comments (0)

ADD COMMENT

Link Copied!

CAMSO Construction has publicly confirmed its market entry readiness for United Kingdom and Ireland, representing the second stage of its broader European rollout. This follows the business’s initial success in Southern Europe after the RPG Group formally acquired the compact construction tyres and tracks division from Michelin in September 2025.

The move into UK and Irish markets aligns with CAMSO Construction’s deliberate phased growth strategy, transitioning from establishing a regional foothold to scaling operations in high-potential territories. The company now manages its own product distribution and has already taken delivery of its first shipment of construction tyres and tracks, now warehoused in UK. With a global leadership team, proprietary engineering capabilities and existing manufacturing infrastructure, the firm is positioned to offer performance-focused tyres and tracks designed for local construction demands.

Industry requirements in UK place a premium on machine uptime, durability and operational productivity. CAMSO Construction aims to function as a dependable technical partner, supported by cross-market expertise and a strong after-sales framework. Responsive service, comprehensive warranty programmes and a commitment to on-the-ground customer productivity form the core of its long-term partnership model for the region.

Amit Tolani, Director, CAMSO Construction, said, “Our entry into the UK & Ireland marks a significant milestone in our second wave of European expansion. CAMSO is already a premium and trusted brand across Europe, known for its proven performance and reliability. We are not just entering the market, we are investing to build a strong, scalable presence on the ground, backed by proven products, responsive service and a clear focus on delivering measurable value to our customers.”

Steffen Sahl, Director of Sales, said, “Success in the UK will come down to understanding local realities – dealer expectations, contractor demands and fleet uptime pressures. We have built our model around exactly that: the right product fit, backed by technical expertise and people who are close to the customer and quick to respond.”

James Noon, Head of Sales, Northern Europe, said, “The UK is one of Europe’s most strategically important compact construction markets. CAMSO Construction is a premium brand that contractors, dealers and OEMs already know and trust. The brand has strong affinity and proven product quality, with the lowest overall operating costs. Our goal is to further strengthen our leadership position by being closer to customers, faster in response and relentless in delivering measurable value on the ground.”

Comments (0)

ADD COMMENT

Link Copied!

Falken Motorsports has confirmed its lineup and strategy for the ADAC RAVENOL 24h Nürburgring, the centrepiece of the season. The Japanese tyre brand will compete with a teal and blue Porsche 911 GT3 R marked as car number 44, driven by a carefully selected international team. Klaus Bachler from Austria, Dutch racer Morris Schuring and German drivers Sven Müller and Tim Heinemann share the cockpit of the familiar teal and blue machine.

The team’s confidence stems from strong performances in the ADAC RAVENOL Nürburgring Endurance Series opener. After a weather delay, Müller and Heinemann claimed an impressive second place overall, providing valuable data and momentum. Falken is prioritising driver stability, with Bachler remaining a core member since 2017 despite never having won the 24-hour race itself.

Schuring adds youthful ambition, having already secured an overall victory in last year’s season debut with Falken alongside Müller. Müller himself brings deep technical expertise and longevity, while Heinemann rounds out the squad as a proven fast man on the demanding Nordschleife. Other Falken tyre users include the Subaru WRX, an Opel Corsa, a BMW M4 GT4 and two SRS Team entries comprising a BMW 330i and a Toyota Supra.

Max Kruse Racing will enter five cars, including two Audi R8 LMS GT3 evo II machines and three VW Golf GTI Clubsport 24h vehicles. Among their drivers are former professional footballer Max Kruse and Fabian Vettel, the younger brother of former Formula 1 world champion Sebastian Vettel.

Falken has been a near-constant presence at the Nürburgring 24-hour race since 1999. The traditional Falken Drift Show takes place on Friday 15 May at 7:30 pm on the Müllenbachschleife. Away from the track, a darts show match between Max Hopp and Martin Schindler occurs on 16 May from noon to 1:00 pm, followed by autograph sessions.

The main race starts on Saturday 16 May at 3:00 pm, with live coverage available on RTL Nitro and the official 24h streaming platform. Falken Motorsports will also offer ongoing updates and behind-the-scenes material through its social media and digital channels.

Comments (0)

ADD COMMENT

Link Copied!

Hankook Tire, the exclusive tyre supplier to the FIA World Rally Championship (WRC), has reinforced its technical support for the sixth round of the 2026 season, the Vodafone Rally de Portugal, being held from 7 to 10 May in Matosinhos in the country’s northern region. The company is supplying its extreme all-terrain Dynapro R213 tyre, engineered for gravel stability, which is available in both Hard and Soft compound options. This tyre features a high-strength casing and an optimised tread pattern designed to disperse impact from sharp rocks and maintain grip even under high-speed, high-stress driving conditions.

As one of the most historic fixtures on the WRC calendar, Rally de Portugal has been a cornerstone event since the championship’s inaugural season in 1973. The 2026 edition is based at the Exponor service park near Porto and includes 23 special stages with a total competitive distance of roughly 345 kilometres. The route blends fast-paced sections with technically demanding areas, challenging crews with a soft, sandy gravel surface that deteriorates rapidly as cars make repeated passes. While the first run demands stable performance on limited grip, the second pass exposes deeper ruts and sharper rocks, making tyre durability and handling decisive.

A particular focus is the Amarante stage, the longest of the rally at approximately 26 kilometres, which features a mix of tight hairpin turns and high-speed straights. Drivers must carefully balance aggressive tactics with tyre preservation, placing a premium on strategic decision-making. The Dynapro R213’s two-compound system allows teams to adapt flexibly to evolving stage conditions, with the Hard compound offering resilience against cuts and the Soft compound providing extra mechanical grip on looser surfaces.

Beyond technical support, Hankook is operating its ‘Brand World’ booth inside the service park throughout the event. This interactive space aims to elevate the premium image of the global brand with a motorsport heritage exhibition, racing simulators, branded merchandise and dedicated photo zones. Visitors are offered an immersive brand experience that complements the intense competition, as Hankook continues to demonstrate its engineering capabilities across one of the most abrasive and unpredictable rallies on the WRC schedule.

Comments (0)

ADD COMMENT

Link Copied!

Toyo Tire U.S.A. Corp (Toyo Tires) launched the 2026 Championship Off-Road (COR) racing season with a dominant three-class victory sweep, led by drivers Johnny Greaves in Pro-4, Ryan Beat in Pro-2, and Wyatt Miller in Prospec. The opening weekend, held for the second straight year at the Show-Me Shootout on the 1.2-mile short course at Lucas Oil Speedway in Wheatland, Missouri, saw Beat’s Pro-2 truck run on off-the-shelf 35x12.50R17 Open Country C/T tyres, while Greaves relied on off-the-shelf 35x12.50R17 Toyo Open Country R/T Trail tyres for his Pro-4 win.

During Saturday’s round one, Ryan Beat in the number 51 Bilstein / Toyo Tires / Rockstar Energy / Chevrolet truck seized the lead on lap two and never gave it up, securing Team Toyo’s first Pro-2 victory of the 2026 campaign. The following day’s round two featured Johnny Greaves piloting the number 22 Monster Energy / Toyota / Toyo Tires Pro-4 truck to an early-season checkered flag, while reigning Prospec champion Wyatt Miller, in the number 73 Bass Pro Shops / Toyo Tires / Chevrolet entry, added another win to start his title defence.

With the season-opening weekend complete, the COR series now prepares for the Antigo Off-Road National scheduled for 29–31 May 2026 at the Langlade County Motorplex in Antigo, Wisconsin.

Greaves said, “It felt great to show up for the first race weekend and take a win, along with a third-place finish. It was a strong way to start the season.”

Beat said, “I’m super happy to kick off another season with a win! The team has been putting in the work, and it shows. As the series continues, tyres become the difference-maker, and our Toyos were dialled all weekend.”

Adrian Puente, Manager – Events, Motorsports and Technical, Toyo Tire U.S.A. Corp, said, “After an incredibly successful 2025 season, it’s great to see Team Toyo drivers in the winner’s circle on opening weekend in Wheatland. Wins across three classes on off-the-shelf Toyo tyres highlight the quality of our products and their championship-winning-pedigree.”

Comments (0)

ADD COMMENT

Link Copied!