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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HS HYOSUNG ADVANCED MATERIALS has secured a place on the Dow Jones Best-in-Class (DJ BIC) Korea Index for three years running, marking consistent recognition from the S&P Global benchmark for corporate sustainability. This index, released by a major global financial information provider, is known as a highly trusted gauge of ESG performance. Membership is limited to the top 30 percent of companies per industry, drawn from the two hundred largest listed firms in South Korea by market value.

In a related achievement, the company also appeared in S&P Global’s Sustainability Yearbook 2026 for the second straight year. The latest assessment reviewed over 9,200 businesses across 59 industries worldwide, and HS HYOSUNG ADVANCED MATERIALS earned a Yearbook Member designation by placing within the top fifteen percent of its global industry.

To drive these results, the firm has built an ESG framework on four pillars: Zero Fatality for safety, Zero Emission for carbon reduction, Zero Waste for circular resource use and Zero Impact for stakeholder accountability. Senior management directly oversees a Sustainability Management Committee and specialised subcommittees, ensuring that ESG strategies are implemented across the entire organisation to boost corporate value.

Jim Jindal Lim, CEO, HS HYOSUNG ADVANCED MATERIALS, said, “Our inclusion in DJ BIC Korea for three consecutive years and our second consecutive listing in the S&P Global Sustainability Yearbook demonstrate that HS HYOSUNG ADVANCED MATERIALS has consistently implemented meaningful changes for sustainable management. We will continue strengthening our response to climate change and enhancing our corporate social responsibility.”

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Dr Suttipong Angthong, Secretary-General of the Association of Natural Rubber Producing Countries (ANRPC), attended the TRA & TLA Dinner 2026 on 8 May 2026. The high-profile gathering was jointly organised by the Thai Rubber Association (TRA) and the Thai Latex Association (TLA) at the Centara Grand at CentralWorld. The event brought together industry leaders, policymakers and key stakeholders from across the rubber and latex sectors to foster professional relationships and examine the shifting dynamics of the global natural rubber market.

The event served as a critical platform for Dr Angthong to engage in high-level discussions on market sustainability, trade relations and technological advancement. Particular attention was given to the long-term viability of rubber production, improving synergy between producers and exporters and the growing role of latex processing in the modern economy. His presence highlighted the ANRPC’s dedication to supporting member countries through close cooperation with national associations.

Thailand continues to hold a foundational position in the global natural rubber industry. The partnership between the TRA and TLA acts as a key driver of both innovation and regional stability, reinforcing the importance of collaborative efforts to navigate the evolving market landscape.

Dr Angthong said, "Events like the TRA & TLA Dinner are essential for maintaining the pulse of the industry. It is through these partnerships that we ensure the natural rubber sector remains resilient and forward-looking."

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Continental is preparing to appear at this year’s TOC Europe with a combined offering of advanced tyres and digital management tools. The company’s presence at the event will emphasise its drive to make port logistics both high-performing and resource-conscious.

The exhibition lineup is built around the theme ‘Driven by Excellence’, featuring the ContiConnect digital tyre platform alongside the new DockMaster Radial tyre. The latter is a purpose-built product for harsh port environments, including automated guided vehicles, reach stackers and heavy forklifts. A company representative has explained that every solution is tailored directly to real customer needs in port operations, blending tyre engineering with data services to enable more energy-efficient and digitally managed workflows.

TOC Europe 2026 will run from 19 to 21 May at the Hamburg exhibition grounds. Continental will receive visitors in Hall B6 at Booth B44, where the focus will fall on operational safety, sustainability and efficiency gains.

ContiConnect plays a central role in cutting tyre management costs and streamlining fleet operations. Properly managed tyre pressure can lower fuel use by up to two percent, while continuous monitoring extends tyre life by as much as 20 percent, simultaneously reducing carbon emissions and operating expenses. The system comes in two forms. ContiConnect Lite is a mobile, app-based entry tool requiring no extra infrastructure, whereas ContiConnect Pro delivers real-time data, automated reports and system integration for large fleets.

The DockMaster Radial tyre stands out for its durable, efficient and robust design. A large footprint and maximised tread volume prolong service life, while the radial build lowers heat buildup over long travel distances. Its rolling resistance is lower than that of bias-ply tyres, improving energy efficiency. An integrated sensor tracks both temperature and inflation pressure, while a specialised rubber compound resists cuts, abrasion and cracking. This makes the tyre especially suitable for intense applications with extended operating ranges and punishing ground surfaces.

Beyond products, Continental offers a data-led tyre consulting service to lower total ownership costs and improve resource use. Experts analyse operational data including distance, speed and active cycle time to advise on vehicle deployment, route planning and tyre selection. Detailed usage studies help match the right tyre to each application, reducing premature failures, extending tyre life and delivering clear efficiency improvements for port operators.

Federico Jiménez, Head of Business Development and Product Management for Continental’s Commercial Specialty Tires, said, “We consistently align our solutions with the requirements of our customers in port operations. With our combination of innovative tyre technology and data-driven services, we enable more energy-efficient, digital, and therefore more efficient operations.”

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Pirelli returns to the Nürburgring for the 2026 edition, building on strong results from the previous year. In the SP9 class for GT3 cars, several high-profile entries have selected Pirelli P Zero tyres, including the Porsche entries from Dinamic, three Aston Martins from Walkenhorst and Dörr’s number 69 McLaren featuring a Michael Schumacher tribute livery. A historic BMW Z4 GT3 and numerous GT4 cars, such as Dörr’s number 59, are also equipped with Pirelli rubber.

Beyond sharing Pirelli P Zero tyres, some cars will also display the manufacturer’s signature yellow and black colours through special liveries. The two Dinamic Porsches, one Walkenhorst Aston Martin and Dörr’s number 59 will race with these designs, highlighting a deep technological collaboration with Pirelli. For wet conditions, crews have Pirelli Cinturato tyres available, while the GT4 cars use standard DHG and WHB tyres designed for all GT categories.

AUTO BILD will celebrate its 40th anniversary at the Nürburgring 24-hour race, welcoming selected guests inside the Pirelli Hospitality area in the paddock.

Matteo Braga, Pirelli Racing Activity Manager, said, “The Nürburgring has traditionally been a benchmark for everyone and the ideal track on which to test innovative and demanding solutions, as well as an opportunity to consolidate our research work side by side with professional partners who this year have chosen to celebrate our collaboration by bringing Pirelli colours onto their liveries. In this edition of the 24 Hours, the level of competitiveness and the record number of cars entered will make the weekend particularly demanding. As always, I expect a closely fought race in every category, full of uncertainty and open to every possible outcome until the very end. We are supporting combative, high-quality teams that have everything they need to make their mark.”

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