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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Triangle Tyre has been appointed as the inaugural Official Tyre Partner of Brentford Football Club following the signing of a new two-year exclusivity agreement in the tyre category. The contract was formalised in London by Brentford Commercial Director Fran James and Triangle Tyre’s Europe General Manager, Corrado Moglia.

The alliance unites two performance-focused entities that share a challenger philosophy, having each ascended in their fields through strategic intelligence and operational efficiency. Brentford’s renowned data-driven methodologies are complemented by Triangle Tyre’s dedication to engineering research and product advancement, creating a synergy between on-pitch analytics and industrial innovation.

As part of the arrangement, Stapleton’s Tyre Services, the largest UK distributor of passenger car tyres, has been designated as the Local Delivery Partner to facilitate the activation of commercial rights domestically. Brentford’s international visibility is expected to elevate Triangle Tyre’s global brand presence, while the club will also coordinate targeted promotional efforts within London and the broader United Kingdom.

Sustainability forms a core pillar of the collaboration, providing a platform to highlight Triangle Tyre’s environmental commitments and technological developments alongside community initiatives nationwide. The tyre manufacturer will benefit from matchday branding at the Gtech Community Stadium, player and ambassador content opportunities and exclusive hospitality access during home fixtures.

Fran Jones, Commercial Director, Brentford, said, "It's very exciting to welcome another challenger brand like Triangle to our partnership family. When you share that mindset, the understanding of what the partnership can achieve is clear from the start. Triangle's innovation and sustainable commitments really impressed us too, so I have full faith that this is the beginning of a strong, impactful relationship."

Corrado Moglia, General Manager – Europe, Triangle Tyre, said, “We are extremely pleased to begin this partnership with Brentford Football Club. Brentford is a club with a strong identity, an ambitious approach and a reputation for competing successfully through intelligence, organisation and determination. Triangle and Brentford share a challenger mindset and believe that data, technology and efficiency can deliver outstanding results. This partnership is an important step in strengthening Triangle’s brand visibility across Europe while providing a powerful global platform to communicate our innovation, sustainability and corporate responsibility.”

Andy Fern, Managing Director, Stapleton’s Tyre Services, said, “We are delighted to support this exciting partnership. As the UK’s largest tyre distribution business, we have worked with Triangle for many years to bring its passenger car tyres to market, and have seen first-hand the brand’s commitment to innovation, quality and sustainable development. Brentford’s progressive approach and strong community connection make them an excellent partner. We look forward to bringing the partnership to life and creating meaningful opportunities to engage our customers, and, ultimately, drivers across the country.”

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Michelin has secured a landmark contract extension with the Fédération Internationale de l’Automobile (FIA) and the Automobile Club de l’Ouest, cementing its role as the exclusive tyre supplier for the Hypercar class in the FIA World Endurance Championship. The renewed agreement, which emerged from a formal tender process, will now remain in effect through the conclusion of the 2032 season, adding three additional years to the existing deal that was originally set to expire in 2029.

The French tyre manufacturer has maintained an uninterrupted presence in elite endurance racing since 1998 and was instrumental in the championship’s revival in 2012. Currently, Michelin supplies every competitor within the Hypercar field, a category that showcases premier global automotive brands. Within this highly competitive environment, tyre performance directly influences speed, strategic decision-making, safety protocols and overall ecological footprint.

Endurance racing continues to function as a critical testing ground for Michelin’s technological advancements, with extreme track conditions, varied weather and sustained high-speed loads driving rapid innovation. These rigorous demands facilitate the transfer of cutting-edge developments to everyday road tyres. Furthermore, the company has leveraged motorsport to advance sustainable mobility, as evidenced by the new 2026 MICHELIN Pilot Sport Endurance range, whose slick compounds now feature 50 percent renewable and recycled materials.

This extended partnership ensures Michelin will maintain its development platform alongside the FIA, the ACO and all Hypercar manufacturers. The collaboration underscores racing’s capacity to produce tangible, resource-conscious solutions that uphold performance standards while addressing environmental considerations across the entire tire lifecycle.

Matthieu Bonardel, Director, Michelin Motorsport, said, “We are particularly proud of the renewed confidence shown in Michelin by the Fédération Internationale de l’Automobile and the Automobile Club de l’Ouest. I would like to sincerely thank both organisations for the quality of our discussions throughout this tender process. This contract extension is a strong recognition of the quality of the tyres and services we provide, as well as our ability to continuously innovate. It is also excellent news for our teams and for all our manufacturer partners, with whom we share the same ambition: to push the boundaries of performance while accelerating the transition towards increasingly sustainable mobility.”

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Continental has released a new study identifying tyre pressure management as a significant, yet often overlooked, factor in controlling volatile fuel costs for truck fleets operating across United States and Canada. The research quantifies the direct financial impact of proper inflation, revealing that maintaining tyres at recommended levels can yield substantial savings over time. The analysis underscores that even minor deviations from optimal pressure can have a pronounced effect on overall fuel economy.

The six-month study meticulously examined 4,000 trips from a fleet of 10 tractor-trailers, comparing fuel consumption across various tyre pressures. With the vehicles averaging 106 PSI against a target of 110 PSI, the data demonstrated that correcting this discrepancy resulted in a fuel economy improvement of roughly 0.62 miles per gallon. This increase, which represents a 7.9 percent gain, elevated the average from 7.87 MPG to 8.49 MPG, confirming the powerful correlation between inflation and efficiency.

The projected annual savings for a single vehicle, based on 80,000 miles driven and a fuel price of USD 4.05 per gallon, are estimated at USD 1,718. The financial benefits scale exponentially with fleet size, with Continental forecasting annual savings of approximately USD 85,900 for a 50-truck operation, escalating to over USD 17 million for a fleet of 10,000 vehicles. These figures highlight the considerable economic leverage available through consistent tire maintenance.

Given that tyre pressure naturally declines over time and can easily go unnoticed between manual inspections, Continental advocates for its digital monitoring solution, ContiConnect. The system employs internal sensors to provide continuous, real-time data on pressure and temperature, sending automated alerts when readings fall outside preset boundaries. This technology enables fleet operators to proactively manage tyre health, ensuring sustained fuel savings while simultaneously enhancing tyre longevity and minimising vehicle downtime.

Renato Sarzano, Senior Vice President – Truck Tires Americas, Continental, said, “With fuel prices staying high and volatile, fuel economy has become one of the most important factors in a fleet’s bottom line – and that’s only going to intensify in the years ahead. Tyre pressure is one of the few cost levers fleets can control directly, but staying on top of it shouldn’t be another thing operators have to worry about. ContiConnect addresses this, turning continuous tyre data into measurable savings. For operators under constant cost pressure, that’s a meaningful and lasting advantage.”

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Sri Trang Group has inaugurated the 2026 edition of its flagship environmental stewardship initiative, ‘One Sri Trang, One Environment’, at the Rubberland Products Co., Ltd. facility in Buriram. The event, which marks the first of its kind for the year, convened representatives from government bodies, local community leadership and industry partners. The primary objective was to offer an in-depth review of the conglomerate’s comprehensive environmental protocols, culminating in a guided tour of the factory’s operational core.

A central feature of the presentation was the facility’s fully enclosed raw material storage building, designed to achieve total containment of natural rubber inputs. This infrastructure serves a dual purpose: it significantly mitigates the release of airborne odours into the surrounding environment while safeguarding raw materials from climatic variations. Furthermore, the enclosed system enhances the overall efficiency of material handling and inventory management. Attendees were able to scrutinise these advanced measures, which extend well beyond the standard practices prevalent in the rubber processing industry.

Presiding over the opening ceremony, Buriram Deputy Governor Kriangsak Somjit commended the Group’s adherence to rigorous operational standards, emphasising that industrial progression must be balanced with ecological conservation throughout the entire value chain. In line with this philosophy, Group executives, led by Plant Manager Chokanan Pantong, curated an exhibition detailing The Green Journey. This display traced the company's environmental strategy from the procurement of cup lump rubber and its secure transportation, through to wastewater treatment, real-time energy monitoring and sustainable by-product management.

The programme also featured a technical demonstration of the E-Nose system, an odour monitoring solution that perpetually gathers and analyses air quality data across various factory zones. This technological application allows the organisation to correlate odour levels with specific production activities, thereby facilitating data-driven interventions to pre-empt and reduce environmental impacts. Sri Trang Group reiterated its dedication to operational transparency and sustainable coexistence, affirming that the initiative is instrumental in fostering symbiotic relationships with local communities and governmental agencies.

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