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!

A new partnership between Pirelli and Aston Martin will integrate Pirelli's pioneering Cyber Tyre technology into the British ultra-luxury brand's future vehicles. This system represents a significant technological advancement as the first of its kind capable of gathering real-time data from sensors embedded directly within the tyre's tread. These sensors feed information to Pirelli's proprietary software and algorithms, which then communicate seamlessly with the vehicle's electronic architecture.

This integration, developed in cooperation with Bosch Engineering, allows the car's main dynamic control systems, including ESP, ABS and traction control, to receive and utilise a comprehensive set of precise tyre data that was previously unavailable. By processing this information, an electronic control unit can optimise the vehicle's dynamics, enhancing both performance and safety. The collaboration underscores a shared commitment to innovation in the ultra-luxury performance sector. The adoption of the Cyber Tyre system marks a notable step forward in Aston Martin's pursuit of class-leading capabilities, leveraging detailed, real-time insights to refine the driving experience.

Comments (0)

ADD COMMENT

Link Copied!

The latest data from the German rubber industry highlights severe challenges at the domestic location are compelling companies to fulfil local demand primarily through their foreign production facilities, according to the German Rubber Industry Association (wdk).

A recent business climate index indicates a slight improvement in industry sentiment for the second half of 2025. However, wdk President Michael Klein sharply contradicts this optimism, stating that the data reveals a far grimmer reality. He emphasises that critical performance indicators – including revenue, sales, employment and production – are all showing deeply negative results for the domestic market, underscoring a troubling exodus of manufacturing from its core German base.

Klein has acknowledged the federal government's pledge to launch an ‘autumn of reforms’ as a positive signal. Nevertheless, he insists these measures must urgently deliver tangible relief and cost reductions for industrial companies of all sizes. He argues that what is needed most is a decisive and rapid approach to the promised reduction in bureaucracy, stressing that only verifiable results, not further promises, will count towards improving the competitiveness of the German industrial location.

Comments (0)

ADD COMMENT

Link Copied!

Chinese tyre manufacturer Sailun Group has begun construction on a new USD-1-billion tyre facility in Egypt. The plant is situated within the Sokhna integrated industrial zone, part of the Suez Canal Economic Zone (SCZONE). This investment, one of the largest Chinese industrial projects in Egypt, was officially launched at a ceremony attended by SCZONE General Authority Chairperson Walid Gamal El-Din.

The expansive 350,000-square-metre factory will be developed in three phases over a three-year period. The initial phase is scheduled to become operational in 2026, with a planned production capacity of three million passenger car tyres and 600,000 truck and bus tyres annually. This first stage is expected to generate 1,500 new jobs. Upon full completion, the facility's total output is projected to surpass ten million tyres each year.

As a global leader in tyre manufacturing with an extensive international sales network, Sailun Group will utilise this new factory as a strategic hub. The facility is designed to meet rising demand within the local Egyptian market while also creating substantial opportunities for export to regional and international markets.

Comments (0)

ADD COMMENT

Link Copied!

With the rise of electric vehicles reducing exhaust emissions, attention is shifting to non-exhaust emission like Tyre and Road Wear Particles (TRWP). These microscopic particles, generated from tyre and road surface friction, are a growing environmental concern and will be addressed in the upcoming Euro 7 emissions standard. To tackle this challenge, Nynas has joined a major research consortium coordinated by the Royal Institute of Technology (KTH), alongside Volvo Cars, Scania and the Karolinska Institute.

The project aims to close a significant scientific knowledge gap by thoroughly investigating the formation, characteristics and environmental impact of TRWP. Nynas contributes a unique dual perspective to this interdisciplinary effort, bringing deep expertise in both tyre rubber compounds and bitumen-based road materials. Pär Nyman, Technical Manager – Tyre & Chemical Industries, Nynas, represents the company in the project alongside the company’s Chief Scientist, Dr Xiaohu Lu, who brings extensive expertise in bitumen and asphalt to the collaboration. A key focus will be understanding how different materials contribute to wear mechanisms.

The research scope extends beyond particle analysis to include measuring the rolling resistance of various tyre and bitumen combinations, a parameter directly linked to vehicle energy efficiency and greenhouse gas emissions. By uniting industry and academia, this collaboration is poised to drive innovation and set new benchmarks in sustainable mobility research.

Pär Nyman, Technical Manager – Tyre & Chemical Industries, Nynas, said, “While Sweden lacks domestic tyre manufacturers, Nynas' research capabilities fill that gap by providing foundational insight into the chemistry and physics behind TRWP generation. Nynas' rubber and asphalt labs are at the heart of this contribution. One of the core insights driving this initiative is that wear particles cannot be fully understood by analysing tyres or roads in isolation. It's the interaction – the system – that matters. By studying both tyre composition and road structure, the project aims to develop a holistic view of TRWP formation, dispersion and toxicity. At Nynas, we are excited to contribute our unique knowledge of materials to help solve an important challenge for both the environment and human health. Through collaboration and scientific inquiry, we aim to pave the way for cleaner roads and cleaner air – one particle at a time.”

Comments (0)

ADD COMMENT

Link Copied!