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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The Bridgestone Americas Trust Fund has announced over USD 1.13 million in grant funding for the first half of 2026, with more than USD 575,000 directly supporting nonprofit organisations across Middle Tennessee. These community impact grants underscore the company’s enduring dedication to the regions where it operates, fosters innovation and employs thousands of team members.

In Nashville, priority area grants included USD 100,000 for road safety initiatives alongside the Civic Design Center and another USD 100,000 for the capital-building campaign of Second Harvest Food Bank. On a national level, the Trust Fund sustained multi-year partnerships by awarding USD 130,000 to Truckers Against Trafficking and USD 150,000 to Techforce Foundation, efforts that uphold human dignity, combat human trafficking and expand automotive workforce access through scholarships and development programmes.

Established in 1952, the Bridgestone Americas Trust Fund draws on over seven decades of charitable giving, evolving with the company’s business while remaining grounded in the belief that strong communities drive long-term success. Earlier in 2026, Bridgestone Corporation was named the highest-ranked tire manufacturer on the Forbes Best Brands for Social Impact list, securing the 20th spot among the nation’s top 300 brands.

Wade Munday, Director – Corporate Philanthropy and Social Impact, Bridgestone Americas, said, “Community investment is not separate from our business – it’s part of how we operate as one of the world's largest tyre manufacturers. Through these grants, we’re helping support organisations that understand their communities deeply and are delivering real, measurable impact. That’s true whether the work is happening in our hometown of Nashville or in communities across the country where our teammates move, live, work and play.”

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The Tire and Rubber Association of Canada (TRAC) has released a new Probe Research survey showing that high gasoline prices are dramatically altering Canadian driving habits this summer. Two-thirds of motorists say fuel costs will force them to cancel or shorten road trips, yet 81 percent still plan at least one day trip or overnight stay. Seventy percent of respondents believe expensive fuel is the new normal rather than a temporary fluctuation.

Travel patterns are turning inward, with more Canadians opting to remain close to home. More than two-thirds have no plans for a United States road trip in 2026, while over half had already scrapped cross-border travel last year. Only one in ten drivers expects to head south of the border by car this year, marking a sharp retreat from international driving.

A significant disconnect exists between Canadian drivers’ tyre maintenance knowledge and their daily habits. Most understand that proper inflation boosts fuel efficiency, extends tyre life, prevents blowouts and improves handling. However, regular pressure checks remain uncommon. While 93 percent agree proper inflation is vital for safety and 85 percent know it saves fuel, only 35 percent of those with digital pressure displays check their tyres routinely. Among drivers without such displays, a mere 16 percent follow the monthly check recommendation.

Technical misunderstandings are widespread. Two-thirds of drivers do not know that pressure must be measured when tyres are cold. Nearly three in ten mistakenly use the sidewall stamp, which lists maximum load pressure rather than the recommended level, leading to uneven wear and reduced traction. Eleven percent rely on visual inspections or admit ignorance about proper inflation, even though a tyre can be underinflated by 20 percent or more and appear normal.

Using Statistics Canada data showing 43.8 billion litres of gasoline purchased in 2024, TRAC calculated substantial potential savings. United States Department of Energy studies indicate proper inflation improves fuel economy by 0.6 percent on average. Applied nationally, that would save 262.8 million litres of fuel annually, preventing over 600,000 metric tonnes of CO₂ emissions. At April 2026 fuel prices of 1.69 dollars per litre, those savings translate to approximately 444 million dollars. Tyre manufacturers are also developing low rolling resistance tyres with specialised tread patterns and lighter materials, which can improve fuel economy by two to four percent, saving hundreds of dollars over a tyre’s lifespan.

The online survey of 1,000 Canadian drivers was conducted between 6 and 14 April 2026, using a national panel. A probability sample of this size would yield a margin of error of plus or minus 3.1 percentage points, 19 times out of 20.

Carol Hochu, President and CEO, Tire and Rubber Association of Canada, said, “With gas prices continuing to impact travel plans, many Canadians are looking for practical ways to save at the pump. Proper tyre inflation is one of the simplest ways to improve fuel economy and vehicle safety. Regular tyre pressure checks, reducing idling, maintaining a steady speed, accelerating gently and coasting to decelerate all contribute to better fuel economy and meaningful savings at the pump.

“The good news is that the majority of vehicles on the roads today provide drivers with real-time tyre pressure information, giving those drivers the opportunity to maintain their tyre pressure more consistently. Drivers without this technology tend to be less consistent in checking tyre pressure, which leads to reduced fuel economy, shorter tyre life and ultimately higher operating costs. As tyre pressure monitoring systems become universal, drivers will be better equipped to maintain proper tyre pressure and improve fuel efficiency, safety and tyre life.”

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Goodyear returns to the legendary Circuit de Spa-Francorchamps this weekend for the second round of the FIA World Endurance Championship season. All 18 LMGT3 entries will compete on Goodyear Racing Eagle tyres at the demanding Belgian track, where the versatile Goodyear Racing Eagle Medium compound has been selected to handle the circuit’s famously unpredictable conditions.

Unlike the previous round at Imola, Spa’s high-speed layout, long straights and dramatic elevation changes place sustained loads on tyres, especially through the compression at Eau Rouge. This makes the Belgian track one of the most aggressive for tire degradation, with a steeper performance drop-off expected over a stint. While differing tire strategies shaped the race at Imola, Spa is expected to reward a more direct, single-stint approach as teams focus on extracting maximum performance from each set.

Given Spa’s location in the Ardennes, highly variable weather is always a possibility, so teams will also have access to the Goodyear Racing Eagle Wet tyre, designed to disperse surface water and provide grip in the rain. Elsewhere this weekend, Goodyear Racing Eagle tyres will be in action at Watkins Glen International for three NASCAR series and at Brands Hatch’s Indy layout for the British Touring Car Championship.

Stephen Bickley, Goodyear Endurance Program Manager, said, “We expect to see less variation in race strategies at Spa. The nature of the circuit means degradation is higher, so teams will focus on extracting maximum performance and are likely to equip new tyres at each stop. There is no left-right bias at Spa, and the load profile doesn’t lend itself to changing only front or rear tyres, so teams may still look to extend stints under safety car or full course yellow conditions, but we expect to see the baseline strategy being more consistent.

“The Goodyear Racing Eagle Medium tyre has proven it can perform at a range of tracks, support front, mid and rear-engined cars and deliver what both professional and amateur drivers in this pro-am class want. At Imola, tyre temperature management was never a concern for LMGT3 teams, even on such a demanding and unpredictable track. Should conditions turn wet at Spa, teams can rely on the Goodyear Racing Eagle Wet tire as a proven and effective solution.”

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Apollo Tyres has unveiled the Apterra HT5, a new premium highway terrain tyre aimed squarely at the core SUV segment in India. The tyre is engineered for popular models such as the Fortuner, Endeavour and Scorpio, promising strong grip, long life, comfort and durability across both highway and demanding driving conditions. Designed and developed at the company’s Global R&D Centre in Chennai, the Apterra HT5 will be produced at manufacturing facilities in Andhra Pradesh and Chennai, featuring a beast-like stance that channels raw power and silent control.

The tyre incorporates several technical advancements to meet diverse driver needs. Long lasting durability comes from advanced Armour Technology and a Hybrid Fill Compound, offering cut resistance, improved mileage and extended tread life. Superior grip is achieved through a Dynamic Pattern design that adapts to varying road conditions for enhanced traction and confident braking at higher speeds. Enhanced comfort is delivered by precision-engineered tread sipes that balance block stiffness to absorb road harshness, resulting in a smoother driving experience.

India’s SUV market now follows two distinct usage patterns, with traditional rugged SUV users prioritising durability and mileage while new-generation SUV drivers focus on performance, grip and road presence. The Apterra HT5 bridges these two worlds with a single versatile solution, removing the need for trade-offs. Through this launch, Apollo Tyres reinforces its commitment to innovation and customer-centric engineering, adapting to the evolving expectations of SUV owners across the country.

Dahiya, Vice President, Commercial (India, SAARC and South-east Asia), Apollo Tyres Ltd, said, “Apterra HT5 represents our deep understanding of how India’s SUV market is evolving. Today’s SUV owners expect a product that can keep up with demanding usage while also delivering performance and comfort. With Apterra HT5, we have engineered a tyre that brings together durability, mileage, grip and refinement in one offering, ensuring our customers no longer must choose between toughness and driving experience.”

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