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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Maxion Wheels has graduated the first Indian cohort of its Formare vocational education programme and launched a second intake, marking the expansion of the initiative into Asia.

The programme, introduced in India in 2024 through a partnership between the Iochpe Foundation of Brazil and Savitribai Phule Pune University (SPPU), combines classroom education with practical manufacturing training for students from underprivileged communities.

Twenty-six students enrolled in the inaugural cohort, with 23 completing the programme and receiving a diploma in Manufacturing Technology. Those who continue for a third year at SPPU will be eligible for a university graduation certificate.

According to Maxion Wheels, 87 percent of the graduates will begin their professional careers at the company's Pune operations.

"The graduation of our first Formare class in India is a proud and meaningful achievement, both for our students and for Maxion Wheels," said Sutheep Ratnabhas, President of Maxion Wheels' Asia Business Unit. "This programme reflects our belief that investing in education and skills development can transform lives while strengthening our communities and our business. We are especially encouraged and fortunate to see these young professionals beginning their careers with us."

The company also inaugurated the programme's second cohort, comprising 27 students, including six women, who account for 22 percent of the intake.

The ceremony at SPPU was attended by Mark Sinar, Vice President, Global Human Resources and Safety & Sustainability at Maxion Wheels, Rahul Vaidya, Managing Director of Kalyani Maxion Wheels, university representatives and the families of graduating and incoming students.

Graduates described the programme's impact on their personal and professional development.

"Formare has given me the confidence, skills, and opportunity to build a better future for myself and my family," said Aman Mulla. "I am proud to start my career with Maxion Wheels and excited for what lies ahead."

Abha Kamble said: "This programme opened doors I never thought possible. The combination of learning and hands-on experience has prepared us for real-world challenges."

Originally established by Brazil's Iochpe Foundation, the Formare programme has operated for more than three decades and has trained more than 28,000 young people. Maxion Wheels said it plans to introduce the programme in Türkiye later this year.

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Continental has transformed its European Roadshow into a long-term customer engagement platform, scheduled to traverse the continent through 2027. The initiative delivers the company’s newest commercial vehicle tyre technologies, trailer solutions and digital services directly to fleet operators. Following successful kick-off events in the Czech Republic and Denmark, the mobile tour is set to visit Norway and Finland, with further destinations to be announced.

This expanded programme underscores Continental’s strategic commitment to deepening customer ties through direct interaction. The initiative directly addresses critical fleet management concerns, including total cost of ownership, operational efficiency and the ongoing digitalisation of transport logistics. The company aims to position itself as a partner in solving real-world operational challenges.

Central to the roadshow is the Showtruck, a mobile consultation and demonstration hub that allows fleets to experience Continental’s portfolio within their local markets. Attendees navigate themed stations that link product innovations to practical fleet applications and everyday operational hurdles. A primary focus is the Generation 5 tyre portfolio, engineered for enhanced mileage, reduced rolling resistance and superior durability, alongside trailer tyre options and a preview of the upcoming Conti Efficient Pro HT 5.

The roadshow also highlights ContiConnect, a digital tyre monitoring system that supplies real-time data and actionable intelligence to support predictive maintenance and increase operational transparency. Traveling thousands of kilometres across Europe through 2027, the platform engages fleet operators, logistics firms, dealers and industry partners. By merging products, digital services and technical expertise, Continental reinforces its dedication to efficient, digitally connected transport solutions, with additional tour dates to be revealed.

Ivonne Bierwirth, Head of Marketing Communications – EMEA, Continental, said, "Fleet operators are under increasing pressure to improve efficiency, control operating costs and meet evolving industry requirements. The Roadshow allows us to engage directly with customers and demonstrate how our tyre technologies, digital solutions and expertise can help them address these challenges in their daily operations."

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Tyres Europe and the Association of Synthetic Amorphous Silica Producers (ASASP) have released a joint position paper on synthetic amorphous silica (SAS) in tyre manufacturing. The document highlights SAS as a critical component that improves wet grip, reduces rolling resistance and supports durability, thereby enhancing vehicle safety, fuel efficiency, electric vehicle range and lowering use-phase emissions.

A proposed harmonised classification for SAS is under consideration. Though not an outright ban, the industry warns it would likely compel manufacturers to phase out SAS during design rather than manage exposure, effectively bypassing practical risk controls.

Tyres Europe and ASASP urge regulators to base any action on robust evaluation of SAS properties, exposure conditions, established industrial uses and broader socio-economic impacts on European value chains. Policy measures must reflect these factors to avoid unintended disruptions.

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Tegeta Green Planet participated in the recent Social Design Days conference, a three-day event hosted by the Design Institute that centred on circular design and sustainable innovation. The gathering brought together diverse professionals to explore the intersection of creative disciplines and environmental responsibility.

During the proceedings, Tegeta Green Planet Director Shalva Akhvlediani engaged in a panel discussion that examined Georgia’s trajectory in building a circular economy. The conversation addressed the nation’s current obstacles and prospective avenues for growth, with a particular focus on systemic shifts in resource management and regulatory frameworks.

Akhvlediani pointed to measurable advancements in Georgia’s waste management infrastructure, the adoption of Extended Producer Responsibility standards and a growing national recycling ethos. These developments, he observed, are creating a robust base for more judicious resource utilisation and fostering habits of conscientious consumption. The panel further acknowledged that resourcefulness is deeply rooted in Georgian heritage, where mending, reusing and bequeathing goods were traditional practices, though modern consumerism has eroded these customs, necessitating a blend of age-old wisdom with contemporary circular strategies.

A critical takeaway from the discussion was the assertion that technological fixes and legislation alone are insufficient. Genuine progress, Akhvlediani argued, hinges on synergistic cooperation between designers, architects, researchers and creatives to engineer products and systems that prioritise longevity and recyclability from inception. Social Design Days proved instrumental in facilitating cross-sectoral dialogue, promoting circular principles and inspiring actionable solutions for national sustainability. Tegeta Green Planet reaffirmed its dedication to advancing these environmental objectives and supporting collaborative platforms that drive meaningful change.

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