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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Hankook Tire has secured a notable second-place finish in the Auto Bild winter tyre test published in issue 44 dated 29th October 2026, with its Winter i*cept RS 3 earning an overall score of 1.4 and an ‘Exemplary’ rating in the widely used 205/55 R 16 size. The strong showing placed the premium manufacturer's offering second among the 14 winter tyres evaluated.

The German motoring publication conducted its assessment using a Volkswagen Golf as the test vehicle, examining each contender's braking, handling and safety performance across snow, wet and dry surfaces. Rolling resistance and drive-by noise formed part of the broader evaluation programme as well.

The Winter i*cept RS 3 proved especially formidable in aquaplaning disciplines, recording the field's best lateral acceleration in curves and the second-highest aquaplaning onset speed, prompting testers to describe it as an aquaplaning specialist while also noting its fair price. It ranked among the top three for snow traction and snow slalom, and stopped from 50 kmph on snow in 24.1 metres, with wet braking from 100 kmph measured at 47.4 metres, underscoring balanced everyday winter capabilities.

The tyre's design incorporates a generous shoulder zone for improved traction and lateral guidance during snow-covered cornering, while an inverse V-shaped tread and special 3D sipes deliver short snow braking distances. High tread rigidity bolsters safety on icy roads, and fine tread grooves on the blocks facilitate rapid water evacuation to reduce aquaplaning risk.

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The German Rubber Industry Association (wdk) has urged policymakers in Berlin and Brussels to give the rubber sector a more prominent role in industrial, security and raw materials strategy. Speaking at the association's autumn conference in Frankfurt am Main before roughly 200 company representatives, wdk President Michael Klein argued that rubber serves not only mobility but also security and defence.

Elastomer products such as seals, hoses, membranes and vibration dampers are essential to the operation of modern industrial plants as well as military vehicles, aircraft and logistics infrastructure. Though frequently overlooked, their failure can cripple entire technical systems. Klein therefore called for the rubber industry to be included in security and defence planning at an early stage, particularly regarding the safeguarding of production capacity, raw material supplies and technological know-how. He described industrial resilience as an integral part of national resilience, warning that capabilities not maintained in peacetime cannot be restored quickly during a crisis.

The wdk identifies raw material supply as a pressing concern, contending that Germany and Europe need an independent rubber raw materials strategy covering both civilian and military crisis preparedness. Such a strategy would entail long-term, diversified supplier relationships, strategic reserves of critical raw materials and intermediate goods and the preservation of European processing and blending capacity.

Klein also renewed calls for a sustained improvement in industrial location conditions, citing competitive energy prices, faster permitting, meaningful reductions in bureaucracy and dependable investment frameworks as prerequisites for retaining industrial value creation in Germany. He stressed that economic growth stems from trust rather than regulation.

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The Goodyear Tire & Rubber Company closes its FIA World Endurance Championship campaign this weekend as the 6 Hours of Monza returns, marking the final race for the current Goodyear Racing Eagle LMGT3 tyre specification. Although the Milan-area circuit has appeared on the WEC calendar before, this is its debut in the LMGT3 era, and the November scheduling should deliver markedly cooler conditions than the series encountered during its July 2023 visit to the circuit known as ‘The Temple of Speed’.

Designed for swift warmup, the Goodyear Racing Eagle Medium compound should give professional and amateur drivers alike the assurance to push hard immediately upon leaving the pit lane despite lower temperatures. The layout's long straights and tight chicanes echo Le Mans, and Goodyear engineers have leaned on prior experience at Spa-Francorchamps and Silverstone to ready for the colder weather. Every LMGT3 team will have a designated Goodyear track support engineer on hand to advise on setup and race strategy across the weekend.

Single-stint tyre strategies are expected to be popular, mirroring last month's 6 Hours of Barcelona. If rain falls, the wide transition window of both the slick and wet tyres could open up intriguing strategic options on a drying surface. Beyond closing the third LMGT3 season in WEC, the weekend marks the last appearance of the current Racing Eagle slick and wet tyres; from next season, LMGT3 cars in WEC and the European Le Mans Series will race on new-specification tyres containing 66 percent sustainable material.

Across the Atlantic, Goodyear Racing Eagles will also be in action this weekend in the NASCAR Championship Races at Homestead-Miami Speedway. In addition, the NHRA Mission Foods Drag Racing Series wraps up next weekend at Pomona Dragstrip.

Stephen Bickley, Goodyear Endurance Program Manager, said, “Monza presents an interesting challenge to round out a competitive WEC season, particularly with the cooler conditions we expect at this time of year. Getting tyres up to temperature quickly will be important, but the fast warmup characteristics of our Goodyear Racing Eagle Medium should give drivers the confidence they need from the start of each stint. This weekend is a significant milestone for Goodyear as we conclude three seasons with our current LMGT3 tyre specification. After last month’s 6 Hours of Barcelona, teams have started testing our new tyres, which we’re looking forward to seeing in racing action next year.”

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Kuraray America, Inc. is commemorating 10 years of production at its Bayport facility, a milestone shaped by a workforce assembled from widely differing backgrounds. Since operations commenced in 2016, the site has drawn staff from the oil and gas sector, from other Kuraray America locations and from Kuraray Group operations in Singapore and Japan as expatriates. That blend of experience and perspective formed the groundwork on which the site was built.

Across its first decade, Bayport has delivered enduring value to the company and its customers, powered by employees who gave their time, passed on expertise, assisted colleagues and helped steer the site towards success. The occasion gains further meaning from its proximity to the Kuraray Group's 100th anniversary in June 2026.

Kuraray America thanked the employees and customers whose backing sustained Bayport through its opening decade and will remain crucial going forward. Jacqueline Unzueta received special mention for leading the anniversary event's coordination, while Hans Vandommele, Charles Neal, Nelson Rodriguez, Takehiro Kanno and Frank Taylor were also recognised in connection with the celebration. The company affirmed its commitment to carrying forward the teamwork, expertise and shared purpose that have characterised Bayport's first 10 years.

Reflecting on the site's growth and his own professional journey, Raymond Myska, Plant Manager at Kuraray America's Bayport site, said, "My own journey at Bayport began in 2017. I joined as Maintenance Manager, and in 2025, I had the privilege of stepping into the role of Plant Manager. Although I wasn't here when the doors first opened, I've had the opportunity to grow alongside this team, witness how far we've come and contribute to the success stories we're celebrating today."

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