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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ZC Rubber recently orchestrated a unique brand activation at Emirates Stadium, hosting its Partner Match Day: Emirates Stadium Experience on 24 May. The gathering occurred shortly after Arsenal’s coronation as 2025/26 Premier League champions, amplifying the electric atmosphere for attending partners, industry media and Arsenal collaborators.

Instead of a passive viewing experience, guests from the ZC Rubber family – including WESTLAKE, GOODRIDE and TIANLI – along with representatives from Stapletons Tyre Service, International Tyres, City 1st Tyres and ADR UK Tyremart, stepped onto the pitch for a competitive 90-minute tournament. Following two mini leagues and a climactic final showdown, City 1st Tyres secured the champion’s trophy before enjoying post-match hospitality inside the stadium.

As the Official Global Tyre Partner of Arsenal FC, ZC Rubber designed the event to deepen ties within its international partner network. The day demonstrated a clear strategy of merging sport with relationship-building, creating memorable connections for global audiences.

Andrew Reitzner, UK National Manager, ZC Rubber, said, “Partner Match Day was a fantastic opportunity to bring some of our partners and media friends together in a truly unique environment. Playing at Emirates Stadium is something many football fans dream of, and it was great to share that experience with the people who continue to support and grow with ZC Rubber. For us, that is what this event is about – teamwork, shared experience and the spirit of partnership behind ZC Rubber’s brands.”

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Giti Tire has strengthened its response to electric mobility by securing original equipment deals with major automakers while overhauling product design for the unique strains of battery-powered cars. Engineers have focused on solving challenges such as increased curb weight, immediate power delivery and the need for exceptionally quiet cabins, which set EVs apart from traditional vehicles.

Several leading brands, including Volkswagen, BYD and BMW, now fit Giti rubber on next-generation models across European and Asian markets. The technical focus has centred on lowering rolling resistance, controlling tread wear and managing acoustics, all of which are critical for factory-approved EV tyres. A case in point is the GitiControl P10, chosen for the BYD Sealion 7, iCar 03 and Deepal S07. By reworking the tread pattern and compound, the P10 manages higher loads and torque while preserving range, grip and durability while reducing interior noise.

Meanwhile, the GitiSynergy family has proven itself through the H2 variant on the Volkswagen ID. Buzz in Europe, including during a Guinness World Record attempt that tested long-distance reliability. The upgraded H2+ version further refines energy efficiency and ride comfort to meet BMW’s standards for consistency and low noise. On the performance front, the GitiSport S2+ earned an ‘Exemplary’ rating from Auto Bild in its 2026 Summer Tyre Test, ranking near the top for braking, handling and grip under high torque and heavy vehicle loads.

Together, the P10, H2+ and S2+ cover touring, daily driving and high-performance EV segments. Through ongoing collaboration with vehicle manufacturers and continuous engineering advances, Giti Tire is building a reputation as a dependable supplier for the electric mobility era.

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Bridgestone Americas has unveiled the new UltraWeather all-weather grand touring tyre aimed at drivers needing consistent grip on sedans, crossovers, SUVs and light trucks. The product replaces the outgoing WeatherPeak model and carries the three-peak mountain snowflake designation, confirming its ability to handle severe winter conditions. Through the application of ENLITEN technology, the tyre promises longer wear, lower fuel consumption due to reduced rolling resistance and dependable performance across every season.

Engineered for modern driving demands, the UltraWeather shows superior wet braking in internal evaluations, stopping four feet shorter than its predecessor and reducing hydroplaning risk via specialised grooves and shoulder slots. On snow, the tyre demonstrates a 14 percent shorter stopping distance compared to the Goodyear WeatherReady 2 while also outperforming both the Pirelli WeatherActive and the prior Bridgestone WeatherPeak by 10 percent. A proprietary PeakLife polymer and closed centre rib slots support the rubber’s longevity, backed by a 60,000-mile (approximately 96,560 km) limited warranty.

Additional ENLITEN benefits include noise-reducing structural design, rolling resistance improvements for better fuel economy and the use of renewable soybean oil in manufacturing. The tread pattern is precision-tuned to limit vibrations and road noise, contributing to a quieter, more comfortable ride for daily commuters and long-distance travellers alike.

The UltraWeather is available in the market from 1 June 2026, initially in select sizes before expanding to a total of 61 options for 16- to 22-inch rims. Popular vehicle fitments include the Honda Civic, Subaru Impreza, Toyota Highlander and Volkswagen Taos.

Dale Harrigle, Chief Engineer, Consumer Replacement Tire Development, Bridgestone Americas, said, “Our all-new UltraWeather grand touring tyre helps give drivers a new level of confidence, regardless of the day’s forecast. By integrating our ENLITEN technology, we’ve developed a tyre that delivers a remarkable balance of year-round reliable performance and sustainability elements, surpassing its predecessor.”

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Birla Carbon has announced a series of organisational changes aimed at aligning with market trends, enhancing customer value and strengthening execution. The company is restructuring into three business units covering Asia, Americas and EMEA, and Specialty Materials.

Amit Kumar has been named President for the Asia rubber business, while John Davidson assumes the role of President for the Americas and EMEA rubber segment. Shashank Awasthi becomes President of Specialty Materials, overseeing global operations including speciality carbon blacks and Nanocyl for non-rubber markets. Zachary Combs takes on the role of Head of Global Technology, focusing on process and product development.

In parallel, Birla Carbon will continue evaluating its asset base in response to shifting demand, leveraging major expansions in Asia amid weaker demand in the Americas and Europe.

John Loudermilk, President & Chief Executive Officer, Birla Carbon, said, “The rapid pace of change today requires a nimble organisation, empowered to make quick decisions and act. These changes will enable Birla Carbon to further strengthen partnerships, drive innovation and create value for our customers.”

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