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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UTAC, a prominent player in the automotive testing, inspection and certification sector, is significantly broadening its footprint in China. The company has unveiled plans for a cutting-edge proving ground in Huainan, situated in the central province of Anhui. This ambitious project is being developed through a collaboration with the Huainan City Government and is set to become the primary strategic hub for the UTAC Group’s operations within the country. By establishing this facility, UTAC aims to bolster the mobility industry with top-tier testing capabilities and specialised knowledge.

The new site will enable UTAC’s team of specialists to offer homologation and testing services that align with the most current international benchmarks and regulatory standards. This initiative is a direct continuation of the group’s overarching goal to foster a mobility landscape that is both safer and more environmentally friendly. The Huainan facility is designed to be comprehensive, featuring a variety of specialised tracks for vehicle testing, along with a technology park that includes rentable workshops and office spaces. It will also house a dedicated conference and exhibition centre and purpose-built laboratories outfitted with state-of-the-art equipment. These labs will be specifically geared towards testing the latest advancements in new energy vehicles.

Anhui province itself provides a rich environment for such an investment. Home to 70 million people, it hosts a dense and extensive mobility ecosystem. Major automotive manufacturers like BYD, Changan, Chery, JAC, NIO and Volkswagen, together with their extensive supply networks, are deeply embedded in the region. The province’s manufacturing prowess is underscored by its production of roughly 3.7 million vehicles in 2023, a figure that positions Anhui as China’s leader in overall vehicle manufacturing, new-energy vehicle production and vehicle exports. Consequently, the new proving ground in Huainan is poised to become a vital strategic component for UTAC, solidifying its presence in this central hub of the Chinese mobility industry.

Connor McCormack, CEO, UTAC, said, " We are extremely proud of our partnership with the city of Huainan, which is undergoing a significant transformation to support the future of the automotive industry. UTAC is delighted to contribute to this transformation and to bring our 100 years of specialist expertise, along with the European standards we have helped shape and validate, to China’s vital automotive sector.”

Mayor Zhang Zhiqiang of Huainan City said, “This represents a significant milestone in Huainan's efforts to accelerate the development of its intelligent connected vehicle industry. It is of great importance in bridging the critical gap in the regional automotive sector’s industrial chain of ‘testing-production-export' and establishing a specialised vehicle testing and certification platform with international recognition. The successful cooperation on this project will undoubtedly advance the high-end and intelligent transformation of the regional automotive industry, providing strong impetus for Anhui Province's efforts to foster a new energy vehicle industrial cluster with international competitiveness.”

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DUNLOP Tyre Europe GmbH (DUNLOP) is preparing to introduce its latest innovation, the BLUE RESPONSE TG, an all-new summer tyre engineered to advance safety, efficiency and driving dynamics. This model marks a significant milestone as the first DUNLOP summer tyre developed by Sumitomo Rubber Industries (SRI) and will make its official debut this weekend at the Circuito de Sevilla in Spain. The 4.2-kilometre track, known for its 16 corners and lengthy 822-metre straight, provides a demanding environment ideal for showcasing the tyre’s capabilities. Under the theme ‘the art of perfect balance’, the BLUE RESPONSE TG will undergo rigorous evaluation on the Spanish circuit to demonstrate its well-rounded performance.

A dynamic launch event has been arranged to give 120 attendees, including customers, journalists and influencers, a firsthand look at the tyre’s abilities across multiple conditions. Participants will engage in slalom exercises on both dry and wet surfaces, while braking and obstacle avoidance drills will highlight stopping power and responsiveness. Handling assessments will allow for direct comparison with rival products, focusing on cornering stability and steering accuracy. Additional tests will examine comfort and noise levels, emphasising rolling smoothness and sound reduction, as well as efficiency, showcasing lower rolling resistance and reduced fuel consumption. The experience will be complemented by guided road drives and track laps, offering a thorough perspective on the tyre’s dynamic qualities.

To illustrate the versatility of the BLUE RESPONSE TG, the test fleet includes a diverse selection of modern vehicles. Among them are the Audi e-tron, BMW 5 Series, Mercedes-Benz EQE, Mercedes-Benz G-Class, Toyota GR Yaris and Nissan GT-R R35, spanning from premium electric cars to high-performance sports machines. Developed specifically for contemporary vehicle platforms, the tyre integrates an advanced tread design, a novel rubber compound and a reinforced construction. These elements work together to deliver precise handling, short braking distances, strong wet grip and low rolling resistance, catering to drivers seeking safety, comfort and stability in both routine travel and more demanding scenarios.

Markus Bögner, President and Managing Director, DUNLOP Tyre Europe, said, “This is our first DUNLOP event since the acquisition, which is precisely why the launch of our summer tyre is so important to us. Direct interaction with customers and the media here on site is crucial for us, as it is the only way we can hear their perspectives and continue to develop in a targeted manner.”

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Vittoria has unveiled the next generation of its Air-Liner Light Road, an ultralight tubeless insert refined to satisfy the rigorous demands of contemporary road cycling. Building upon its predecessor, this iteration features a completely overhauled material composition and a novel manufacturing technique that elevates performance, simplifies setup and enhances dependability, all while maintaining its featherlight profile.

Engineered with input from WorldTour professionals, the Air-Liner Light Road delivers puncture support, steadfast bead security and consistent rim defence without diminishing ride quality. The pivotal advancement lies in the transition to an extrusion process. This shift produces a structure with more uniform closed cells and a smoother exterior.

The new material significantly minimises sealant absorption, permitting the use of up to 10 percent less sealant. For optimal protection, it is advised to add 10 ml more than a standard tubeless setup. In the event of a flat, the enhanced run-flat capability delivers a ride comparable to approximately 14.5 psi, allowing a rider to continue for up to 50 kilometres.

Installation is more effortless, as reduced internal friction helps the insert settle perfectly. It also diminishes the likelihood of tyre burping by 28 percent at lower pressures compared to setups without an insert. Remarkably, these enhancements are achieved without any weight penalty, with each unit ranging from 30 to 40 grammes.

Functioning as a dynamic component, the insert expands upon air loss to facilitate run-flat mode. Beyond emergency support, it empowers riders to safely utilise lower pressures for heightened grip and comfort, effectively absorbing shocks from rough pavement.

Having been tested by Vittoria's professional teams, the Air-Liner Light Road is already a staple for many riders. To ensure a perfect match, Vittoria has printed tyre width compatibility directly on the insert. This new model completes the Air-Liner range, providing a dedicated solution for every discipline. With cyclists prioritising precise pressures for optimal performance, this insert answers the call for greater safety and reliability, extending benefits beyond the competitive peloton. Each insert comes supplied with a Vittoria Multiway Tubeless valve.

Stijn Vriends, Chairman & CEO, Vittoria, said, “At Vittoria, our objective is to elevate every cyclist’s ride. With our new generation of Air-Liner for road, we complete our vision of total tyre system performance across every terrain. From the WorldTour to everyday riders, from smooth asphalt to rough gravel sections, we give cyclists the confidence to ride faster, further and with complete peace of mind – because performance should never stop when the road gets tough!”

Andreas Klier, Technical Operations and Commercial Manager, EF Education-EasyPost, said, “The new Air-Liner Light Road is a real gamechanger. In races like the Northern Classics, it gives us greater control and confidence on rough roads and pavé, letting us ride at lower pressures without compromising performance or safety.”

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The German Rubber Industry Association (wdk) has issued a statement highlighting the severe threats the ongoing geopolitical crisis involving Iran poses to the nation's rubber value chain. Michael Klein, the association's President, warned in Frankfurt am Main that this new conflict could create existential difficulties for the sector. He reiterated the industry's longstanding appeal to policymakers, stressing that persistently high energy costs have been jeopardising the chemical industry, a fundamental pillar of the German economy, for some time.

The statement points out that the manufacturing sector is already beginning to feel the initial significant repercussions of the military conflict that recently escalated in and around Iran. A primary concern is the disruption to the global gas supply, which risks sustaining long-term damage. Although Germany is not directly impacted by supply cuts from Iran, the conflict has strained global fossil fuel availability to a point where demand cannot be satisfied, inevitably leading to shifts in supply chains and pronounced price increases.

According to Klein, European chemical manufacturers, who are vital suppliers to the German and European rubber industry, are being disproportionately affected by these rising gas prices. He underscored that German companies now face energy costs three times higher than those in United States. The association's president expressed alarm over the closure of significant petrochemical facilities in Germany during 2025, questioning how many more external shocks are necessary for political leaders to counteract the price implications of their own regulations. As an initial and essential step, the wdk is calling for the repeal of the Fuel Emissions Trading Act. At a minimum, they demand its temporary suspension for fuels used to generate industrial process heat, viewing this as just a starting point for much-needed regulatory relief.

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