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 further solidified its global reputation for innovative product design after securing three Winner awards in the Product Design category at the prestigious Red Dot Design Award 2026. The recognition from the internationally acclaimed competition underscores the company’s commitment to advancing tire technology through aesthetic and functional excellence.

The honoured products include the ultra-high-performance Ventus evo, the all-terrain iON AT developed for electric SUVs and pickup trucks and Laufenn’s summer performance tyre, the S FIT2. Each design was evaluated for its innovation, aesthetics, functionality and overall quality, with Hankook Tire standing out among global contenders in this year’s selection.

The Ventus evo was distinguished by its sharply defined centre wheel groove that enhances steering precision and reduces road noise, while a chamfer design and an AI-powered sustainable compound improve mileage by up to 32 percent. Its sidewall also features a Vanta Velvet graphic with an ultra-fine texture, combining visual appeal with practical performance. Meanwhile, the upcoming iON AT integrates key electric vehicle attributes such as energy efficiency, extended mileage and low noise into an off-road focused structure, with an optimised tread pattern and compound that minimise energy loss, heat generation and wear.

The S FIT2 from Laufenn earned recognition for its Numeric Sidewall design, which aligns with the brand’s minimalist philosophy while strengthening visual identity. Its asymmetric tread pattern ensures precise handling and effective drainage, while added features like the Alignment Indicator and EV Mark enhance user convenience. Environmentally conscious technologies also extend tread life and reduce noise. Organised by Germany’s Design Zentrum Nordrhein Westfalen, the Red Dot award is one of three major international design accolades – alongside the iF Design Award and the IDEA – where Hankook Tire continues to earn consistent recognition, reinforcing its premium brand image through innovation-driven design.

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HS HYOSUNG Group has officially released its inaugural Sustainability Report, marking a significant milestone since the conglomerate’s establishment. The comprehensive document provides a transparent overview of the organisation’s Environmental, Social and Governance management activities, detailing both ongoing initiatives and notable accomplishments across its operations.

The publication consolidates ESG data from the holding entity, HS HYOSUNG Corporation, and extends to major subsidiaries such as HS HYOSUNG USA, Inc., HS HYOSUNG TOYOTA Co., Ltd. and HS HYOSUNG GLOBAL LOGISTICS VINA CO., Ltd. Furthermore, the report incorporates the ESG performance of key affiliates, including HS HYOSUNG ADVANCED MATERIALS Corporation and HS HYOSUNG INFORMATION SYSTEMS Corporation, ensuring a holistic representation of the group’s sustainability efforts.

Central to the report is the introduction of the group’s sustainability vision, ‘Rooted in Value, Growing Together’, which is supported by three strategic pillars: Growth Value, Shared Value and Trusted Value. To guide its strategy, the group synthesised double materiality assessments from various units, identifying five Group-wide priorities: customer satisfaction, occupational health and safety, compliance, eco-friendly portfolio and climate change response. The report systematically details the management frameworks, current progress, key achievements and forward-looking plans for each of these critical areas.

An HS HYOSUNG official said, "Publishing our first Sustainability Report as we celebrate the second anniversary of HS HYOSUNG makes this milestone especially meaningful. Going forward, we will continue to respond proactively to a changing business environment while creating greater value and building stronger trust with our stakeholders."

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Tegeta Green Planet, in collaboration with Shine Energy, recently conducted an environmental awareness session at Edison School ‘Novatsia’, drawing the participation of approximately 60 students. The gathering was designed to illuminate the core tenets of the green economy, renewable energy and circular economic models, aiming to instil a robust sense of environmental stewardship among the younger generation.

The initiative sought to cultivate a collective sense of duty regarding the preservation of natural resources and the urgent challenges posed by climate change. Attendees were briefed on the deployment of modern technologies and innovative strategies to mitigate ecological footprints while also exploring the corporate sector's role in fostering a sustainable future. The discourse underscored that sustainable development transcends mere environmental conservation, integrating economic vitality and social equity.

Tegeta Green Planet’s representatives delved into the specifics of the Extended Producer Responsibility system and the intricacies of managing particular waste streams, alongside the foundational principles of the circular economy. Concurrently, Shine Energy’s team elaborated on the pivotal function of renewable sources in the ongoing energy transition, highlighting the societal and ecological advantages of solar power and other clean energy alternatives. The session was notably enriched by the proactive engagement of 10th-grade students.

These students delivered presentations on Earth Day, tracing its historical origins, its evolution into a global movement and the critical importance of individual action in resource preservation. The dialogue reinforced that every societal member contributes to this balanced vision. Tegeta Green Planet and Shine Energy remain committed to expanding such educational projects across various institutions, viewing them as essential to nurturing an environmental culture and responsible behaviours that are fundamental for the well-being of future generations.

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The U.S. Tire Manufacturers Association (USTMA) has launched National Tire Safety Week 2026, a public education campaign running from 29 June through 4 July. This year’s initiative, themed ‘Driving Safety, Full Circle’, introduces a new storytelling platform called Full Circle, which emphasises the essential role of tyres in everyday American life. The campaign underscores the critical importance of regular tyre maintenance for overall vehicle safety.

To illustrate this message, the association has released Full Circle Moments, a series of short videos depicting common scenarios where tire performance is paramount. The series features five distinct vignettes, including an infant’s secure journey home from the hospital, a parent’s lesson in driving for a teenager, the durability required for a family road trip, the traction needed during a heavy rainstorm and the stopping power necessary for sudden braking. These videos are being distributed via USTMA’s official website and social media channels.

The campaign also provides motorists with a practical maintenance guide, urging them to remember the acronym ‘P.A.R.T.’, which stands for Pressure, Alignment, Rotation and Tread. Drivers are advised to conduct these checks at least monthly and prior to embarking on extended summer road trips. According to the association, investing a few minutes in these simple inspections can significantly reduce the risk of highway incidents.

Furthermore, National Tire Safety Week marks the official launch of the Full Circle digital platform, which is structured around five core pillars: safety, sustainability, innovation, economic impact and advocacy. The site offers evidence-based narratives about the tyre industry’s dedication to reliable mobility and environmental stewardship, including efforts to repurpose tyres. The initiative is supported by all major USTMA member companies, including Bridgestone, Continental, Goodyear, Michelin and several other leading tyre manufacturers.

Anne Forristall Luke, President and CEO, USTMA, said, “Every drive home, every family road trip, every race to an emergency by a first responder happens on tyres. Proper tyre maintenance plays a critical role in safety on the road, and we must all do our part to protect the people and moments we value most. National Tire Safety Week is our reminder that caring for our tyres is simple and essential, and that behind every safe mile is an industry working to make mobility safer, smarter and more dependable.

“Tyres are essential to nearly every part of modern life, yet they’re easy to take for granted. Full Circle embodies the depth of our industry’s commitment to the communities we serve. It’s a story of an industry committed to continuous progress with safety at the forefront, and we’re proud to keep driving it forward.”

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