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)

Comments (0)

ADD COMMENT

Link Copied!

In a significant move to bolster its international profile, Linglong Tire has entered a global partnership with Chicago Bulls, the iconic NBA team. This alliance represents a strategic advancement in the company's global sports marketing, building upon previous high-profile sponsorships with Chelsea FC and Real Madrid. The primary objective is to substantially enhance brand recognition for its product lines, including Green Max, Atlas and Evoluxx, across the crucial North American market, with promotional activities also extending into Europe.

This marketing initiative is strategically aligned with the company's operational expansion, notably a new manufacturing facility under construction in Brazil, which is expected to optimise supply chains and support a drive for increased market share in the Americas. The collaboration has been designed to create meaningful fan engagement through co-developed activation strategies. These will include immersive experiences such as joint basketball camps and interactive tours, aiming to forge a powerful connection with a global community passionate about basketball and high-quality, innovative tyres.

Comments (0)

ADD COMMENT

Link Copied!

The Yokohama Rubber Co., Ltd. has confirmed a continued partnership that will see its US subsidiary, Yokohama Tire Corporation, provide ADVAN racing tyres for three Porsche one-make racing series in 2026. This multi-series agreement includes the Porsche Sprint Challenge North America by Yokohama, the Porsche Sprint Challenge USA West by Yokohama and the Porsche Endurance Challenge North America. All three are sanctioned by the United States Auto Club (USAC) and function as key developmental categories within the Porsche Motorsport Pyramid, featuring race-prepared vehicles such as the 911 GT3 Cup and the 718 Cayman GT4 RS Clubsport.

The upcoming 2026 season represents a significant milestone, marking the sixth consecutive year Yokohama has been the control tyre supplier for the North America and USA West series and the third straight year for the Endurance Challenge. The company will support the competitors with its ADVAN A005 for dry tracks and the ADVAN A006 for wet weather conditions across a combined schedule of numerous events. This ongoing involvement is a strategic initiative designed to bolster the profile and recognition of the ADVAN brand throughout the important North American market.

This commitment to one-make racing extends beyond the Porsche family. Yokohama Rubber is also the official control tyre supplier for the recently launched Mustang Cup, reinforcing its active role and investment in North American motorsport. Through these high-profile partnerships, Yokohama aims to enhance brand power by associating its ADVAN products with some of the most exciting and competitive racing series on the continent.

Comments (0)

ADD COMMENT

Link Copied!

Continental has demonstrated its role as a key partner for sustainable fleet management through its collaboration with Italian transport company Adami Trasporti. Since 2023, Continental has supplied its Conti Hybrid series tyres – Conti Hybrid HS5, Conti Hybrid HD5 and Conti Hybrid HT3 – to Adami's fleet, leading to significant reductions in the company's total operating costs and a marked improvement in its environmental performance. This partnership underscores how strategic tyre selection is central to modern logistics.

For Adami Trasporti, a family-owned business specialising in food transport for over four generations, operational integrity is paramount. The company operates a fleet of 200 modern tanks and tank containers for sensitive liquid goods like fruit juice, wine and cooking oil, requiring adherence to the highest hygiene standards and strict EU environmental regulations. To meet these demands, the Verona-based firm, with additional locations in Italy, Slovakia and Germany, invests heavily in technological innovations, from real-time data monitoring to modern vehicles designed for minimal emissions.

Within this comprehensive sustainability strategy, the choice of tyres has proven to be a critical factor. While tyres themselves account for a small fraction of direct operating costs, their influence on fuel consumption and CO2 emissions can affect up to 31 percent of a fleet's total costs. Continental is actively informing the logistics industry that a shift in focus from mere tyre mileage to rolling resistance is essential. Tyres with optimised rolling resistance, such as the Conti Hybrid models, serve as a direct lever for saving fuel, lowering costs and reducing a fleet's carbon footprint.

This aligns perfectly with Adami Trasporti’s concrete goals for greater sustainability. The company complements its use of Continental’s tyres with other forward-thinking initiatives, most notably the integration of LNG-powered vehicles that cut nitrogen oxide emissions by 70 percent. Through this multi-pronged approach, in which Continental’s tyre technology plays a fundamental role, Adami Trasporti positions itself as an industry pioneer. Together, the companies are actively contributing to lower CO2 emissions across the European transport sector.

Stefano Adami, owner at Adami Trasporti, said, “With the rolling resistance-optimised tyres, we are reducing our CO2 emissions, saving fuel and benefiting from high mileage at the same time. The fuel savings of one and a half to two percent are crucial for us, as consumption has a direct impact on our operating costs. The service and support offerings increase operational reliability of our vehicles and enable us to offer consistent and punctual services throughout Europe.”

Comments (0)

ADD COMMENT

Link Copied!

Metso has introduced its largest split geared ring model, the SCDH4500, a significant innovation designed to transform thickener maintenance in the mining sector. This new model directly confronts the difficulties of traditional full slew bearing replacements through its advanced two-piece split design.

By enabling installation to be completed up to 50 percent faster and minimising the extent of system disassembly required, the solution substantially reduces operational downtime. Furthermore, it enhances worksite safety by removing the necessity for large cranes and the associated risks of suspended loads. The resulting benefits for customers include considerable cost savings from lower labour and equipment hire expenses, as well as a reduction in lost production.

This product launch is a key component of Metso's wider strategy to enhance its thickener portfolio and bolster its aftermarket services. The SCDH4500 is engineered for seamless integration with existing SCD drive geometries, ensuring compatibility and dependable performance in even the most demanding applications. The company’s comprehensive thickening and clarifying portfolio is built on advanced engineering and a focus on sustainable outcomes, which support improved water recovery, lower chemical usage and safer operations.

Andrew McIntosh, Product Director, Thickening Services, Metso, said, “The innovative two-piece split design allows faster installation without requiring extensive system disassembly. This not only minimises operational disruptions but also enhances safety by eliminating the need for large cranes and suspended loads. Additionally, the SCDH4500 seamlessly integrates with existing SCD drive geometries, ensuring reliability in high-torque applications.”

Comments (0)

ADD COMMENT

Link Copied!