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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Indian manufacturer invests in radial tyre capacity and electric vehicle products as it seeks growth in domestic and export markets

JK Tyre and Industries is expanding production capacity and pushing into higher-value tyres as the Indian manufacturer seeks to capitalise on strong vehicle demand, the shift towards premium cars and the growth of electric mobility.

The company plans to invest in additional truck and bus radial and passenger car radial capacity, while broadening its distribution network and developing products for overseas markets. The strategy comes as a sharp increase in raw-material prices threatens to erode the benefits of rising sales.

Nearly 30 percent of JK Tyre’s passenger car tyre volumes in the first half of the financial year came from premium products with wheel sizes of 16 inches and above, Managing Director Anshuman Singhania told analysts on the company’s second-quarter earnings call. The segment has grown at an annual rate of about 20 percent over the past two to three years.

The shift towards larger tyres reflects changing consumer preferences in India’s car market, where manufacturers are increasingly catering to buyers seeking more premium vehicles. JK Tyre is seeking to capture that demand while maintaining its position in commercial vehicle and agricultural tyres.

Electric mobility and premium products

Electric mobility is another area of growth. The company said its electric vehicle tyre volumes rose by more than 24 pe cent quarter on quarter. It also highlighted its position in electric trucks and buses, and said the MG Hector Tomahawk had been launched with its Ranger HPE electric vehicle-specific tyres.

JK Tyre is investing in research and development and using artificial intelligence and machine learning in product design, manufacturing and supply-chain management. The company is also expanding its range of specialist off-the-road tyres, targeting applications where product performance and specifications are important purchasing considerations.

Expanding distribution

The push into premium products is accompanied by an effort to widen the company’s reach among customers. During the second quarter, JK Tyre added more than 250 pit shops and more than 80 dealers and distributors, almost half of the latter in rural markets. It also expanded its fleet accounts.

The replacement market, in which vehicle owners buy tyres independently of new vehicle purchases, accounted for about 60 percent of standalone revenue.

Demand remained strong across several categories. Truck and bus radial tyre volumes supplied to original equipment manufacturers increased 76 percent year on year, while passenger car radial volumes rose 14 percent. Farm tyre demand also grew, although management warned that uneven rainfall in some agricultural regions could weigh on the farming season.

JK Tyre expects demand to remain healthy in the second half of the financial year, supported by infrastructure spending, freight movement and vehicle manufacturers’ year-end purchasing. It expects high-single-digit growth in the truck and bus replacement market and mid-single-digit growth in passenger car tyres over the medium term.

Raw-material inflation

The outlook is less straightforward on costs. Raw-material prices have risen by about 30 percent over the past six months, according to management, amid supply-chain disruption and geopolitical tensions linked to the conflict in West Asia. The company expects a further increase of 4–5 per cent in its raw-material cost basket in the third quarter.

JK Tyre plans to raise selling prices by a similar amount, but acknowledged that passing on higher costs is difficult in the replacement market, where customers are sensitive to price. Price increases under contracts with vehicle manufacturers are partly linked to input-cost indices, but take time to feed through.

The company is relying on higher selling prices, a more favourable product mix and cost efficiencies to protect profitability. Its ability to do so will be tested if commodity inflation persists.

Capacity and export plans

Capacity expansion is central to the growth strategy. JK Tyre said projects worth about INR 13 billion covering truck and bus radial and passenger car radial tyres were under implementation, following the completion of projects worth INR 14 billion. Utilisation at its Indian plants was above 90 percent across key segments, leaving the company looking to add capacity to meet demand.

JK Tyre is also looking overseas for growth. The company is assessing opportunities arising from the India-UK free trade agreement and has developed products specifically for European markets. Management said it was already supplying some European markets, but did not confirm any material increase in UK orders or shipments following the trade agreement.

Exports from India rose 14 percent sequentially in the second quarter.

Mexican subsidiary recovers

Its Mexican subsidiary, JK Tornel, is meanwhile continuing a recovery programme focused on operational efficiency, quality and modernisation. Management expects sales to move towards levels comparable with the previous year in the third and fourth quarters. It also reported triple-digit growth in shipments from Mexico to the US on a quarter-on-quarter basis, against a backdrop of uncertainty over US trade policy and the review of the United States-Mexico-Canada Agreement.

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Kuraray America, Inc. (KAI) returned as a sponsor of the Galveston Bay Foundation’s Bike Around the Island, with 21 cyclists completing a 43-mile ride on 17 October 2026. The event coincided with the 20th anniversary celebration of Bike Around the Bay, reinforcing KAI’s support for the Foundation’s conservation mission.

Although the ride spanned a single day, the cause continues year-round through initiatives such as the River, Lakes, Bays ’N Bayous Trash Bash and oyster reef monitoring at Sweetwater Nature Preserve. These programmes protect the Bay’s waters, restore coastal habitats and preserve regional biodiversity. KAI contributed to that mission by mobilising nine volunteers alongside participating employees, family members and friends, collectively raising more than USD 8,300 for GBF’s conservation efforts.

At the second rest stop, KAI volunteers welcomed cyclists with encouragement and a chance to reconnect before the next stretch. For cycling team captain Diana Maya, the stop became a meaningful moment of teamwork and connection, illustrating how employees and volunteers supported both the event and one another. Special recognition went to Maya and Johnny Alvarado, KAI’s volunteer lead, for coordinating this year’s participation, and the company expressed appreciation to every cyclist, volunteer, employee, family member and friend who contributed time, energy and encouragement.

The 20th anniversary marked two decades of bringing cyclists, volunteers, corporate partners and community members together for Galveston Bay. KAI congratulated the Foundation on the milestone and affirmed its commitment to community engagement and environmental stewardship, supporting efforts that protect natural ecosystems surrounding the communities where employees live and work. From cycling 43 miles to volunteering at rest stops and supporting year-round conservation, KAI’s participation reflected a shared commitment to protecting Galveston Bay for future generations.

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Goodyear is continuing its holiday partnership with the U.S. Marine Corps Reserve Toys for Tots Program by hosting toy drives at all three of its blimp bases, marking the 16th year of the tradition. The events offer community members a rare chance to step inside the iconic Goodyear Blimp hangars while contributing to local children’s holiday celebrations.

Guests at each location are encouraged to bring a new, unwrapped toy, with all donations supporting Toys for Tots campaigns in the respective blimp base communities. Over the past 16 years, these drives have collected more than 300,000 toys and raised over USD 875,000 for the Marine Toys for Tots Program, brightening the holidays for children and families nationwide.

The Ohio Wingfoot Lake base will host a drive-through event 4–6 December from 2–7 p.m., allowing residents an exclusive behind-the-scenes look before dropping off donations to a US Marine representing Toys for Tots. In Florida, Pompano Beach will hold open house hangar tours on 6 December from 11 a.m.–5 p.m., with registration available online. California’s Carson location will welcome attendees on 4 December from 2–5 p.m. and 5 December from 9 a.m.–1 p.m., with tour spots reservable beginning 1 November.

Founded in 1947, Toys for Tots collects new, unwrapped toys during October, November and December and distributes them as Christmas gifts to disadvantaged children in the communities where campaigns are conducted. The blimp bases will also accept mailed toy or monetary donations, with details available on the Goodyear Blimp website and Facebook page. 

Joni Fitch, Director of Community Engagement, Goodyear, said, “For 16 years, this tradition has brought our communities together around the holidays in a uniquely Goodyear way. Opening our blimp hangars gives us a special opportunity to welcome our neighbours and support Toys for Tots in helping make the holidays brighter for local children and families.”

Retired Marine Colonel Ted Silvester, Chief Revenue Officer of the Marine Toys for Tots Foundation, said, "We are very pleased to welcome Goodyear back for their 16th year as a National Corporate Donor of the Marine Toys for Tots Program. With their generous support, we will be able to fulfil the Christmas holiday dreams of thousands of less fortunate children, who otherwise might have been forgotten."

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Bridgestone has unveiled a new generation of aircraft tyres designed for the Boeing 737, delivering improved wear performance through optimised design. The tyres were first introduced on aircraft flown by partner airlines, helping to enhance their operational efficiency, and the company now intends to extend their availability to carriers worldwide. From 2027, tyres incorporating the advanced technology are scheduled to be fitted to a broad range of aircraft.

The launch comes as aviation continues to recover rapidly from the Covid-19 pandemic, a rebound that has brought labour shortages and made operational efficiency more critical than ever. At the same time, the sector is stepping up sustainability efforts in support of the International Civil Aviation Organization's target of net-zero CO2 emissions by 2050. Bridgestone refined the technology using extensive flight data supplied by partner airlines together with its own simulation tools, carrying out thorough evaluations and verification across a wide range of conditions.

The new tyres preserve the high durability of the company's existing Revolutionarily Reinforced Radial (RRR) technology while markedly improving wear resistance and curbing uneven wear through a new tread compound and an optimised contact profile. Casing durability has also been strengthened via an optimised sidewall design. Combined with advanced tyre wear prediction solutions developed alongside airlines and with retreading, the tyres support greater operational efficiency and lower CO2 emissions without compromising safety or reliability.

The new compound, which improves carbon black reinforcement and dispersion through Bridgestone's proprietary NanoPro-Tech molecular control technology, delivers better wear balance during landing and taxiing. Compared with the previous product, the tyre achieves more than 20 percent additional landings per tyre, reducing replacement downtime and maximising aircraft utilisation for high-frequency operators such as domestic carriers, while helping to lower operating costs.

Separately, the combination of flight data and simulation enabled Bridgestone to optimise contact conditions for aircraft-specific surfaces, including runways and taxiways, producing more uniform contact and cutting irregular wear seen on certain routes by more than 20 percent. This lowers the risk of unplanned replacements and flight delays, supporting on-time performance and easing the burden on maintenance teams. Further optimisation of the sidewall design based on RRR technology has extended tyre durability, and because roughly 80 percent of the materials in a retreaded tyre can be reused from the original, retreading reduces CO2 emissions at the manufacturing stage.

Bridgestone's aircraft tyres hold the leading installation share among airlines ranked in the top 10 of the SKYTRAX World Airline Awards 2025, underpinning safe and reliable operations. The company aims to maximise the productivity and economic value of airline operations, in line with the ‘Extension’ and ‘Economy’ commitments set out in the Bridgestone E8 Commitment, while enabling longer tyre life with lower resource consumption and emissions.

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