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)

Bekaert has flagged off its first fleet of LNG-powered trucks in India in collaboration with GreenLine, the country’s leading provider of sustainable heavy trucking solutions. The joint initiative is aimed at supporting India’s vision for a gas-based economy and reducing the carbon footprint of road logistics.

The foundation of the collaboration with GreenLine is a mutual dedication to operational innovation and ESG standards. Bekaert has the infrastructure required to trial this effort in Chennai and Halol, with plans to expand following a six-month learning period, thanks to GreenLine's LNG ecosystem, which is supported by real-time telemetry and a smooth refuelling network. It is anticipated that each LNG truck will save up to 24 tonnes of CO₂ a year, making a significant contribution to Bekaert's targets of 65 percent of sales coming from sustainable sources and carbon net zero by 2050.

Dinesh Mukhedkar, Procurement Operations Lead – South Asia and Procurement Global Shared Service Centre Lead, said, “As part of our purpose, ‘Establishing the new possible’, and our ambition to lead in safe, smart and sustainable solutions, decarbonising logistics is an essential step. Heavy-duty transport contributes nearly 90 percent of emissions in Indian logistics. Switching to LNG helps reduce CO₂ by up to 30 percent and particulate matter by up to 91 percent compared to diesel. GreenLine’s mission and integrated support made them the ideal partner. Together, we are shaping a cleaner, more sustainable future for logistics in India.”

Trelleborg Tires is all prepped up to debut the ART1000, its first agricultural rubber track for high-powered machinery, at the upcoming Agrishow 2025, the largest agribusiness trade show in Latin America. The company will also display its TM150 CFO tyre, which is developed for a new generation of sprayers, along with a wide selection of products designed for modern farming. The event is scheduled to be held from 28 April to 2 May in Ribeirão Preto (SP), Brazil.

Trelleborg Tires enters the agricultural rubber track market with the ART1000, a tyre designed for high-horsepower machines. In addition to optimizing vehicle economy and offering additional strength and long-lasting durability, the ART1000 is engineered for remarkable adaptability and mobility of agricultural machinery in all operating circumstances. Its track design incorporates cutting-edge tread bars that reduce soil compaction, encouraging nutrient absorption and robust root development. In demanding high-pull applications, the high self-cleaning capability maximizes overall performance and lowers operating costs by improving ride quality and increasing traction. Even in the most demanding agricultural settings, ART1000's exceptional wear and cut resistance is ensured by its cutting-edge engineering and sophisticated rubber compounds.

The TM150 CFO series, which comes in sizes VF380/90R46 and has both VF (Very High Flexion) and CFO (Cyclic Field Operations) technology, is also making its debut in Brazil. CFO allows for greater load capacity during cyclic operations at up to 30 kmph when installed on contemporary, powerful sprayers. Because of its unique internal construction, the TM150 can operate at lower pressures, increasing its ground footprint, reducing soil compaction, and improving traction.

At Booth #E8b, Trelleborg will also display a range of high-performance tyre solutions including PneuTrac, a hybrid between a radial agricultural tyre and a track designed for smooth navigation in vineyards and orchards, the multi-award-winning TM1000 ProgressiveTraction tyre and the company’s patented agricultural TW rim profile for contemporary tractors, combines and harvesters.

Marcelo Natalini, President at Yokohama TWS South America, said, “Trelleborg Tires brings innovation from the soil up, delivering high-performing tyre solutions to boost productivity and protect their land. At Agrishow 2025, agri professionals will have the chance to connect with our tyre experts on site and see these technologies live, from the new ART1000 rubber track to our most advanced tyre ranges, designed to handle the challenges of next-generation machinery and modern field operations.”

Goodyear Tyre & Rubber is conducting a strategic review of the farm tyre business at its Indian subsidiary, signalling potential changes as the US manufacturer evaluates its global operations.

The Indian unit disclosed in a regulatory filing that its board has acknowledged communication from its American parent regarding the review. Goodyear will be examining "all strategic, operational and financial opportunities" related to the agricultural tyre business, according to the statement filed under SEBI disclosure requirements.

The Ohio-based tyre maker has not indicated any specific plans or timeline for the review. The company cautioned that there is "no assurance that the strategic review will result in the implementation of any transaction."

This move is part of Goodyear's broader efforts to optimise its global portfolio amid challenging market conditions in the automotive sector.

As part of a strategic effort to increase its presence in the region's premium original equipment (OE) market, Kumho Tire has confirmed its plans to establish its first tyre production facility in Europe by 2027.

The company has shortlisted Poland, Serbia and Portugal as possible locations for the plant, which is projected to need an investment of more than KRW1 trillion (USD 705 million). The decision is closely linked to Kumho’s ambition to strengthen its partnerships with European automakers and was revealed by Kumho Tire CEO during the South Korean premiere of Kumho's new Ecsta Sport tyre line.

Kumho has recently secured OE supply contracts with major brands such as Mercedes-Benz, BMW and Volkswagen Group. At the moment, Kumho runs eight tyre production plants in China, Vietnam, South Korea and the US. Its capacity to compete in the premium OE market, however, has come to be perceived as being constrained by the absence of a European production base. Through the benefits of local production, the new facility will improve response to European client requests, save freight costs and shorten delivery times, all of which will strengthen the company's partnerships.