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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The Association of Natural Rubber Producing Countries (ANRPC) recently welcomed Dr Satya Tripathi, Secretary General, Global Alliance for a Sustainable Planet (GASP), for a courtesy visit to its Secretariat. During this engagement, Dr Tripathi held discussions with ANRPC’s Secretary General, Dr Suttipong Angthong, as well as Secretariat members Dr Lekshmi Nair and Riska Pujiati. This initial dialogue marked the beginning of conversations aimed at fostering collaboration between ANRPC and GASP to advance sustainability within the natural rubber industry.

Both groups acknowledged systemic challenges facing rubber producing nations, including environmental harm, climate instability and economic volatility. They agreed the industry must embrace the global Green Transition, ensuring rubber enters markets through transparent, ethical, and sustainable supply chains.

The dialogue explored partnerships to strengthen sector resilience and ethical integrity, with special emphasis on supporting smallholders through transformative initiatives that deliver environmental and social impact. The meeting highlighted how high-impact collaboration drives climate adaptation, resilient ecosystems, sustainable livelihoods and inclusive prosperity. Dr Tripathi, a renowned development economist and former UN Assistant Secretary General, also participated in ANRPC’s COP30 side event promoting smallholder projects for net zero and beyond.

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Hankook Tire has announced a major brand advertising campaign set to run throughout the 2026 Major League Baseball (MLB) regular season, targeting fans across 26 stadiums in North America, including both United States and Canada. This initiative is designed to elevate the premium positioning of its globally unified ‘Hankook’ brand within the local market. The effort kicked off following the Opening Day game between the San Francisco Giants and the New York Yankees at Oracle Park in San Francisco on 25 March.

To broaden customer engagement, Hankook Tire will feature not only its core ‘Hankook’ brand identity but also its pioneering electric vehicle tyre lineup called ‘iON’, which is the world’s first full range of EV tyres, alongside the ‘Dynapro’ SUV tyre brand. A notable expansion this season is the inclusion of the Toronto Blue Jays’ home stadium in Ontario, Canada, allowing the company to extend its brand presence across the entire Canadian region for the first time.

Throughout the 2026 regular season, Hankook Tire plans to display its branding on major LED boards located in high-traffic areas such as behind home plate, along the first base line and on outfield fences. By integrating branding into these prominent ballpark locations, the company aims to naturally boost awareness of the ‘Hankook’ name among sports fans while strengthening its competitive edge in North America, a key global market for both SUVs and electric vehicles.

Since 2018, Hankook Tire has built on roughly five years of official MLB sponsorship to implement targeted sports marketing for local customers, reinforcing its premium image in the region. Following the successful World Baseball Classic, which showcased Major League talent, the company expects to enhance the innovative and dynamic image of its brand for both live spectators and baseball fans worldwide. Key markets featuring this high-visibility signage include New York, Boston, Atlanta and Toronto, among others, for the entire 2026 season.

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Magna Tyres has unveiled the M-TRUCK RG22, a commercial tyre aimed at the drive axle position of trucks engaged in regional haulage. This model is calibrated for shorter, repetitive routes where weather and road conditions change frequently. The tyre prioritises dependable grip and extended wear life, helping fleet operators achieve fewer replacements and more consistent handling.

The RG22 comes in sizes 295/60R22.5 and 315/60R22.5, with an 18 or 20 ply rating. Load and speed indices are 150/147K or 154/150L, and the tread carries both M+S and the three-peak mountain snowflake symbol. Fuel efficiency is rated C, wet braking grip is B, and noise output is 73 decibels, falling under the quietest A classification.

The RG22 effectively pushes water away from the contact patch, reducing aquaplaning risk on soaked regional roads. Its tread pattern promotes even wear, helping transport companies stretch mileage budgets. A sturdy internal construction withstands the stop-start stresses of regional work, offering a balanced solution where traction, longevity and all-weather reliability meet.

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, has launched Easter campaign to remind all road users that proper tyre maintenance is essential for a safe Easter getaway. With families carrying extra passengers, luggage and holiday treats, vehicles face increased strain, making tyre condition and pressure more critical than ever. Tyres are the only part of the car in contact with the road, so their health directly influences braking, handling and overall journey security.

Easter remains one of the busiest travel periods, and early signs point to another crowded weekend on British roads. According to the VisitEngland Domestic Trip Tracker 2025, a quarter of adults in Britain definitely planned an overnight Easter trip, with nearly one in five still undecided. As more families opt for UK breaks and rural staycations, the volume of traffic rises, and so does the reliance on tyres to cope with heavier loads and longer distances.

Carrying extra luggage, pushchairs, bikes and camping gear places significant additional weight on vehicles. Underinflated tyres under such loads lead to longer stopping distances, reduced stability, poorer steering control, greater risk of tyre failure and increased fuel consumption. Vehicle manufacturers provide specific pressure recommendations for fully loaded cars, yet many drivers overlook these adjustments before long journeys. Properly inflated tyres are vital to managing these risks.

Rural roads, popular for Easter escapes, remain the most dangerous in UK. A recent European Transport Safety Council report revealed that rural roads accounted for 59 percent of all UK road deaths in 2022, with over 10,100 fatalities in the past decade. While overall road deaths have fallen slightly, rural fatalities have not improved. Hazards such as sharp bends, narrow lanes, agricultural vehicles, poor lighting, potholes and slippery spring surfaces mean tyres must provide maximum grip and stability at all times.

TyreSafe’s own tread depth survey estimates that six million tyres on UK roads are illegal, meaning many vehicles are already unsafe before departure. To prevent Easter plans from unravelling, TyreSafe urges every driver to include tyre checks in their holiday routine, alongside packing and route planning, by embracing the simple ACT protocol: regular checks of air pressure, condition and tread depth.

Stuart Lovatt, Chair of TyreSafe, said, “Easter is a time for family, fresh air and making memories – but it’s also one of the busiest times on our roads. Heavily loaded vehicles, long journeys and rural routes can all increase risk if tyres aren’t properly maintained. Something as simple as adjusting your tyre pressures for a full car can make a significant difference to safety and performance. Before you hop off on your Easter adventure, take a few minutes to ACT – check your Air pressure, Condition and Tread. It’s a small step that could make a life-saving difference.”

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