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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Kumho Tire USA recently hosted a national Ride & Drive event at Evergreen Speedway in Monroe, Washington, where over 70 dealers, media professionals and content creators tested the company’s newest tyre models. The gathering served as a key component of Kumho’s broader 2026 regional tour, which has already engaged more than 600 participants across five American cities. Attendees evaluated the newly launched Road Venture HT and Crugen GT Pro tyres through demanding, real-world driving scenarios.

The testing programme featured controlled modules, including a wet handling course, an autocross track for braking and stability assessment and high-speed freeway driving to measure ride comfort. These exercises allowed participants to directly compare the all-season Highway-Terrain Road Venture HT, intended for light trucks and SUVs, against the Crugen GT Pro, a touring tyre built for modern crossovers and larger SUVs. Kumho’s engineers also conducted an educational forum detailing the technological development of both tyres while collecting direct feedback from attendees.

The Road Venture HT, launched earlier this year, offers enhanced wet and snow traction, extended tread life and a quiet ride, and is compatible with electric vehicles. The Crugen GT Pro is engineered for heavier crossover and SUV applications, delivering premium comfort and all-weather capability with one of the highest treadwear warranties in its segment. Available in 85 sizes covering over 85 percent of the current crossover and SUV market, the Crugen GT Pro is backed by a 75,000-mile warranty for H- and V-speed ratings and a 65,000-mile warranty for W-speed models.

Kumho will conclude its 2026 Ride & Drive series with final regional events in Detroit and St. Louis later this month. The company has confirmed plans to extend the programme into 2027 and beyond, ensuring dealers and partners continue to benefit from hands-on product evaluations, technical training and direct access to Kumho’s engineering expertise.

Chris Corwin, Director of Procurement at Discount Tire & Service Centers, said, "A spec sheet has never sold a tyre to a customer standing at our counter. That is why the Kumho Tire Ride & Drive in Seattle was worth every minute. We got real seat time, instead of a sales pitch, running the all-new Crugen GT Pro and Road Venture HT back-to-back in real world scenarios. Having a seat at that table means a lot to me, and it says something about how seriously they take dealer input."

Ed Cho, CEO, Kumho Tire USA, said, “You can read all about a tyre, but nothing compares to driving it yourself, which is why KUMHO has made a significant investment in Ride & Drive events in 2026. These events give our dealers, wholesale partners and retail partners the opportunity to experience firsthand how our latest tyres perform in real-world driving situations. Whether they are evaluating braking, handling, ride comfort or overall performance, attendees can experience the differences for themselves, giving them greater confidence when recommending our products to their customers.”

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The AZuR Circular Tyre System has been nominated for the German Sustainability Award Products 2026 in the ‘Resources’ transformation category. This selection places the initiative among solutions deemed by the expert jury as pioneering for advancing a resource-conserving economy.

This circular economy model spans the entire tyre lifecycle, uniting industry partners, retailers, recycling specialists and academic institutions. The framework optimises tyre usage and guarantees high-quality raw material recovery. Repair, reprofiling and retreading prolong useful life, while tyres beyond repair undergo mechanical or chemical recycling to recover valuable secondary materials.

Rather than relying on a single technology, the system's distinctiveness lies in networking stakeholders across the value chain. The award's evaluation highlighted the system's ambition to extend product longevity, prevent waste and sustain raw material circulation, thereby reducing demand for virgin resources.

German market data for 2024 shows approximately 533,000 tonnes of used tyres generated, with 193,000 tonnes mechanically recycled and 20,000 tonnes retreaded. Research indicates retreaded tyre production can reduce CO₂ emissions by over 60 percent, lower raw material usage by two-thirds and cut energy consumption by 50 percent compared to new tyre manufacturing. Products from tyre granulate can save between 1.0 and 3.2 tonnes of CO₂ equivalent per tonne of recycled material.

The nomination drives AZuR to advance Europe's tyre circular economy through extended lifespans, strengthened recycling and digitalisation. The 2026 award winners will be announced on 3 December in Düsseldorf.

Anna Maria Guth, AZuR network coordinator, said, “The nomination is a great recognition for all partners who are working together to further close the tyre cycle. It also shows that the circular economy can be particularly successful when companies, science and other stakeholders do not act in isolation but jointly develop solutions along the entire value chain.”

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Bridgestone has released research indicating that over 80 percent of UK motorists believe basic tyre knowledge should be mandatory for new drivers during learning and after passing their test. The survey found that 81 percent of respondents want new drivers to understand correct tyre pressures, tread depth regulations and tyre pressure monitoring systems. Additionally, 57 percent expressed support for graduated driving licences aimed at young motorists, reflecting broader calls for enhanced safeguards during early independent driving.

The findings also reveal strong public backing for more rigorous enforcement, with 67 percent of motorists advocating for tyre safety inspections during routine police traffic stops. Beyond individual owners, 76 percent of respondents asserted that employers should bear greater responsibility for ensuring tyres on all work-related vehicles are properly maintained. Furthermore, 78 percent called for dedicated tyre safety education to be introduced for young people before they reach driving age, underscoring a collective desire for preventative measures that begin well before a first lesson.

The survey results coincide with newly published Department for Transport data showing a significant deterioration in tyre-related road safety outcomes. The number of people killed or seriously injured in collisions involving illegal, defective or underinflated tyres rose by 19 percent year on year, from 169 casualties in 2024 to 201 in 2025. Overall, tyre-related incidents accounted for 667 casualties during 2025, a 14 percent rise from 585 the previous year, while collisions attributed to defective tyres climbed to 447.

This research builds upon Bridgestone’s 2025 study, which identified substantial backing for additional protective measures for novice drivers. Half of respondents supported displaying a recently passed sign for up to 12 months and limiting new drivers to one passenger during their first year, while 39 percent favoured a mandatory refresher course after passing the test and 21 percent endorsed restricting new drivers to a 50-mile radius from home for 6 to 12 months. The findings reinforce Bridgestone's Road Safety Hero campaign, promoting regular tyre checks as part of the company's broader E8 Commitment to enhance driver safety and sustainable mobility.

Helen Roe, Senior Marketing Manager, Bridgestone UK, said, “The latest findings reinforce our belief that tyre safety should play a far greater role in helping young drivers develop safe driving habits from day one. Despite tyres being the only point of contact between a vehicle and the road, tyre maintenance remains one of the most overlooked aspects of vehicle safety. We have seen some high-profile cases of preventable road fatalities due to defective tyres and we can’t stress the importance of knowing the tyre basics and carrying out some simple checks, which can be done in a matter of minutes.

“Learning to drive doesn't stop the day someone passes their test. Developing safe habits, including understanding how to check and maintain tyres, is an important part of becoming a confident and responsible driver. It's encouraging to see such strong public support for improving tyre safety education and ensuring motorists understand the importance of looking after the only part of the vehicle that actually touches the road. Simple checks can make a real difference to road safety, not only for new drivers but for everyone using our roads.”

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Continental has expanded its ContiTread portfolio with the launch of the ContiTread HDR 3 HT, a premium retread engineered for fleet applications requiring enhanced durability, operational efficiency and reliable all-season capability. The new offering is positioned to streamline fleet maintenance while delivering robust performance across diverse driving conditions.

The retread features a non-directional tread pattern that simplifies tyre rotation and reduces inventory complexity, directly supporting improved fleet uptime and more manageable maintenance schedules. This design choice reflects Continental’s focus on practical, fleet-friendly solutions that minimise operational friction.

Engineered for all-season confidence, the ContiTread HDR 3 HT provides dependable traction on icy and snowy surfaces, alongside stable handling in wet and dry environments, ensuring consistent year-round performance. The tyre also incorporates an advanced high-mileage compound formulated for regional services, promoting extended wear on both highway and local routes while enhancing resistance to cuts and chips to guard against road hazards.

Replacing the ContiTread HDW2 in all sizes except the 265, the HDR 3 HT is available in sizes 210, 220, 230 and 240 with a 27/32-inch tread depth. By combining efficiency, durability and versatile performance, Continental aims to help fleets maximize productivity and reduce overall operating costs.

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