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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Citira has announced the acquisition of A&P Gustavsson Däck i Småland, a well-established tyre shop in Tingsryd, Småland. This transaction adds a key service point in the region and significantly strengthens Citira’s presence across southern Sweden.

Founded in 1985, A&P Gustavsson Däck has built a lasting reputation over four decades through high-level service for both heavy vehicles and passenger cars. Anders Gustavsson, who joined the business in 1985, became Shop Manager in 1995 and took full ownership in 2008, shaping the shop into a trusted local institution. His deep community ties have made the business a valued presence beyond just tyre services. Following the transaction, Anders will become a co-owner of Citira.

Linus Engberg, an employee since 2013, will assume the role of Shop Manager after the deal closes, ensuring continuity in daily operations and service standards. The shop will remain at the same premises with the same team, now backed by Citira’s resources and network to support further growth.

David Boman, CEO, Citira, said, "We are very pleased to welcome Anders, Linus and the team to Citira. The tyre shop has an impressive history and a genuinely strong local presence. That kind of trust, built over many years, is exactly what we look for when growing our network. We look forward to supporting the continued development of the business in Tingsryd and the surrounding region.”

Gustavsson said, "Joining Citira is the right next step for the business. It has been a privilege to serve this community for so many years, and I am confident that with Linus leading the team and with Citira's backing, the tyre shop will continue to thrive and deliver the service our customers deserve.”

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The Tire Recycling Foundation (TRF) has officially announced the finalists for its first-ever Circle of Change Awards, a national programme designed to honour individuals, organisations and teams advancing tyre recycling and circular economy leadership. The winners are scheduled to be revealed on 14 May 2026, during the Tire Recycling Conference Awards Luncheon in Denver, Colorado. This year’s conference carries the theme ‘Tread Boldly: Advancing Tire Recycling Through Collective Innovation’.

The pool of finalists spans state-led programmes that have developed scalable and self-sustaining markets for recycled tyres, as well as engineering breakthroughs integrating tyre-derived materials into roads, stormwater systems and urban redevelopment projects. Collectively, these nine initiatives illustrate the expanding innovation and rising demand for tire-derived products across United States.

The awards are structured into four distinct categories, each addressing a critical component of tyre circularity. These include tyre recycling processes, the design and manufacturing of recycled materials, market development for those materials and the complete end-of-life tyre value chain. Together, the finalist projects underscore the creativity and positive momentum shaping the domestic recycled tyre industry.

In the Circular Economy Trailblazer Award category, Colorado and North Carolina were recognised. Colorado has utilised a waste tyre rebate programme and market-development grants to reduce stockpiles and illegal dumping while boosting demand for tyre-derived fuel and moulded products. North Carolina implemented a legislative model that stabilises upstream recycling reimbursements for counties and expands incentives for rubber-modified asphalt applications.

The Innovation in End-Use Technology Award features three honourees. Bolten & Menk constructed a stormwater best management practice system using 210,000 recycled tyres for the city of Woodbury, Minnesota. LHB Engineering and the St. Paul Port Authority applied 30,000 cubic yards of tyre-derived aggregate in underground stormwater retention to redevelop the former Midway Stadium brownfield site. Liberty Tire Recycling, partnering with Atlanta DOT, the University of Georgia, and The Ray, launched an asphalt heat-island pilot to improve pavement durability and study climate and equity benefits in an urban corridor.

For Market Development Excellence, the Alabama Department of Conservation and Natural Resources leveraged rubber-modified asphalt to resurface park roads and parking areas, creating consistent material demand. A Michigan multi-partner effort led by EGLE has scaled recycled tyre applications from pilot projects to hundreds of lane-miles through advanced specifications and coordinated research.

The Value Chain Collaboration Award recognised Bolder Industries and Pirelli Tire LLC for a traceable closed-loop system converting scrap tyres into certified recovered carbon black for new tyre production, alongside Phibro rCB for restarting an idle pyrolysis facility and qualifying recycled materials for tyre manufacturing. An independent panel of industry experts scores all entries based on innovation, measurable impact, scalability and category alignment, with honouree mentions possible at the judges’ discretion.

Stephanie Mull, Executive Director, Tire Recycling Foundation, said, “At the heart of tyre recycling is a simple but powerful challenge: reframe waste from an endpoint into a catalyst for societal value. This year’s nominees show how far we’ve come in turning end‑of‑life tyres into valuable materials that strengthen infrastructure, support communities and protect the environment and remind us that important work still lies ahead.”

Dick Gust, President, Tire Recycling Foundation Board, said, "The Circle of Change Awards recognise bold action and innovation. We honour the innovators, state leaders and collaborators demonstrating that tyre recycling unlocks real solutions and transformation. Each finalist exemplifies what’s possible when visionary action aligns with smart policy and sustained commitment.”

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Prinx Chengshan has introduced its latest ultra-high-performance tyre, the Austone Meijie, through a charity test-drive event held in Kunming on 26 and 27 April. Centred on the theme ‘Cherish Every Moment with Love’, the initiative brought together dealers and store representatives to blend cutting-edge tyre technology with social responsibility. The new tyre was highlighted throughout as the group embarked on a mountainous journey focused on rural education support.

The charity effort targeted left-behind children, addressing both educational and daily needs as part of Prinx Chengshan’s broader corporate social responsibility commitments. Volunteers travelled to Jibi Primary School in Zhongshu Town, Luxi County, where 80 percent of students are boarders and nearly half of all families come from poverty-registered or low-income households. The convoy delivered stationery kits, sports equipment and backpacks to fill resource gaps at the campus.

Beyond material aid, the event fostered personal connections and emotional warmth, with the Austone brand philosophy of cherishing every moment put into practice. The new tyre played a key role in safeguarding the journey across city streets, highways and winding mountain roads. Participants gained direct experience of the Austone Meijie’s handling, durability and comfort throughout the convoy’s travels.

Professional test-drive sessions at Kunming Yujia Auto & Motor Sports Park further demonstrated the new tyre’s capabilities. In dry braking tests, the Austone Meijie delivered confident control and immediate response. The tyre’s high-grip tread compound and wide longitudinal grooves tackled wet surfaces by ensuring stable lane changes even through standing water. The new tyre provided unwavering lateral support and precise steering throughout the journey.

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The Goodyear Tire & Rubber Company reported a net loss of USD 249 million for the first quarter of 2026, as weaker consumer demand and higher raw material costs weighed on performance across key markets.

The US tyre manufacturer posted net sales of USD 3.9 billion for the quarter, down from USD 4.3 billion a year earlier, while tyre unit volumes fell to 34 million from 38.5 million.

Goodyear reported a loss of USD 0.86 per share, compared with net income of USD 115 million, or USD 0.40 per share, in the same period last year. Adjusted net loss widened to USD 112 million from USD 11 million a year earlier.

“The first quarter reflected a challenging environment, marked by weak consumer industry demand in both OE and replacement across the majority of our key geographies,” said Mark Stewart, Chief Executive and President of Goodyear.

“Despite a weak environment, our first quarter results were in line with our expectations and reflect our commitment to drive value for our brands in the marketplace, where we offer world-class differentiated products and services.”

Stewart said rising raw material costs linked to the conflict in the Middle East and continued pressure on industry demand would require further action to strengthen the company’s cost structure.

Segment operating income fell to USD 95 million from USD 195 million a year earlier. The decline reflected lower volumes and inflationary pressures, partly offset by benefits from the company’s Goodyear Forward restructuring programme, favourable price and raw material mix, and a tariff-related adjustment.

The Americas business reported first-quarter sales of USD 2.1 billion, down 17.5 percent from the previous year. Replacement tyre volumes declined 23.2 percent amid weak market conditions in North America, increased promotional activity and the planned rationalisation of lower-tier products.

Segment operating income in the Americas fell to USD 37 million from USD 155 million a year earlier.

In Europe, the Middle East and Africa, net sales rose 6.7 percent to USD 1.4 billion, supported by currency movements and price mix, despite lower tyre volumes and the sale of the Dunlop brand. Segment operating income improved to USD 1 million from a loss of USD 5 million in the prior year.

Asia Pacific reported sales of USD 455 million, down 4 percent from a year earlier due to weaker original equipment demand in China. However, segment operating income rose to USD 57 million from USD 45 million, supported by pricing and restructuring benefits.

Goodyear said its Goodyear Forward transformation programme delivered USD 107 million in benefits during the quarter.

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