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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Continental has launched the new IceContact 8 studded tyre for control and safety on ice, snow and slush Designed for severe winter driving, the tyre is aimed at a wide variety of vehicles, including compact cars, SUVs and hybrids, whether electric or conventionally powered, and comes in sizes ranging from 15 to 22 inches. This tyre builds upon the proven legacy of its predecessor, the VikingContact 8, to offer lasting winter performance.

At the core of its design is an innovative twin-stud system. This technology utilises two distinct stud types that work in concert: one is optimised for acceleration and secure braking by biting into the surface, while the other enhances dynamic handling and cornering stability. These studs are strategically distributed across the tread for maximum grip. To bolster durability and performance, the studs are set within larger, deeper tread blocks. This creates a more stable foundation that minimises stud movement and loss, contributing to a longer tyre life. Further enhancing resilience, a specialised chemical bond fuses each stud to the rubber, reducing gaps that could trap debris and compromise the tyre's structure over time.

The tread design itself incorporates an optimised sipe layout for stronger grip and stable handling. A specially formulated compound, featuring a new highly flexible polymer and a softener system, ensures the rubber remains pliable and effective even in extreme cold. This balance of a robust V-shape tread pattern, advanced stud bonding and a cold-adaptive compound guarantees reliable traction and safety throughout the tyre's entire service life. The IceContact 8 is scheduled to launch in the second quarter of 2026, making it available for the following winter season.

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Hankook Tire has released a new brand film to mark its official sponsorship of Saudi Arabian football club Al-Ittihad FC. This initiative is designed to bolster the company’s premium status and deepen brand connection within crucial Middle Eastern and African markets, where passion for both football and motorsport is rising rapidly.

The cinematic piece creatively merges intense racing sequences, featuring high-performance cars on Hankook tyres, with actual match footage of Al-Ittihad athletes. This parallel highlights a shared dedication to peak performance, symbolising the solid partnership between the brand and the club. Through the use of striking tyre-tread visuals and immersive driving acoustics, the film reinforces Hankook’s identity as a trusted, high-end partner that champions a winning spirit. The content is being distributed globally via Hankook’s official social media platforms.

This move is part of Hankook’s broader global sports marketing strategy, which includes partnerships with major events like the UEFA Europa League, the Ballon d’Or awards and the TGL simulation golf league. The company’s involvement in premier FIA-sanctioned motorsport events held in Saudi Arabia, such as Formula E and the World Rally Championship, has already significantly raised its profile across the region.

Moving forward, Hankook Tire intends to leverage its alliance with Al-Ittihad to create more avenues for consumer engagement. The objective is to consistently underscore the brand’s world-class technological expertise and reinforce its position as a premium global leader.

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The BKT Foundation, the corporate social responsibility arm of Balkrishna Industries Ltd., has been formally recognised on the Wall of Giving at Mumbai’s Tata Memorial Hospital. This honour acknowledges the foundation’s sustained philanthropic support, which has made a concrete difference in advancing the hospital’s work in cancer treatment and research. The Wall of Giving specifically celebrates donors whose ongoing commitments have created enduring benefits for the institution and, most importantly, for patients and their families.

Guided by its ‘We Care’ motto, the foundation concentrates its efforts on healthcare, education and essential services. Its support for Tata Memorial Hospital has included funding critical palliative care programmes for children and providing advanced medical equipment. These donations, encompassing ultrasound devices, anaesthesia equipment, video bronchoscopy processors and dual-energy CT scanners, have directly strengthened diagnostic and treatment services. This has expanded access to high-quality, affordable cancer care for a broader patient population.

This accolade marks a significant milestone in the BKT Foundation’s wider mission to generate measurable social impact through dedicated and long-term engagement, both within India and internationally.

Sunita Rao, General Manager – Fundraising, Tata Memorial Hospital, said, “BKT’s steadfast commitment and ongoing support over the years have played a pivotal role in extending both our services and institutional capabilities, expanding access for patients in need and enabling several transformational initiatives at the hospital. We are deeply grateful for the company’s trust in the hospital and for the continued support in providing high-level technologies and machinery at the service of the Indian community of people.” 

Vijaylaxmi Poddar, President & Chairman, BKT Foundation, said, “This acknowledgment reflects a shared commitment to care, dignity and healing and reinforces the value of sustained partnerships in advancing healthcare for those who need it most. It is truly inspiring to see how our efforts are strengthening cancer care and expanding access for patients in need, and we are honoured for the opportunity to walk this journey.”

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THE TIRE COLOGNE 2026 is advancing its position as the foremost global platform for the tyre and wheel industry through a significantly enhanced INNOVATION LAB. This evolution places a deliberate emphasis on the circular economy, reflecting the sector’s shift towards sustainable practices. A key addition is the dedicated ‘Material & Production’ segment, which allows visitors to engage directly with advancements in sustainable raw materials, intelligent manufacturing and closed-loop systems that define modern tire production.

This integrated approach addresses the industry's pressing challenges, including stringent sustainability regulations and the integration of digital technologies. The INNOVATION LAB serves as a dynamic hub for dialogue and demonstration, where companies and research institutions showcase practical innovations across the entire value chain. Attendees can explore everything from artificial intelligence and automation in manufacturing to zero-waste initiatives and advanced recycling methods, making the future of tire production tangible.

Central to this experience is a redesigned Circular Economy Area that visually maps the complete lifecycle of a tyre for the first time. It traces the journey from raw material extraction and resource-efficient production to use, reuse and final recycling. This physical representation is further enriched by a curated stage programme. Hosted by the European Rubber Journal, the Future Tire Forum will facilitate critical discussions on material science, production technologies, quality management and extended producer responsibility.

Collectively, these strategic expansions underpin the long-term vision of THE TIRE COLOGNE. By continuously adapting its offerings, the trade fair consolidates its essential role as the central nexus for innovation and business, guiding the international tire industry towards a more sustainable and technologically advanced future.

Ingo Riedeberger, Director, THE TIRE COLOGNE, said, "The combination of INNOVATION LAB and the expanded Circular Economy Area shows how sustainable processes interlock with one another in the tyre industry. With the new Material & Production segment, we depict the circular economy of the industry holistically for the first time."

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