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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Falken has been named the recipient of the prestigious BRV Service Award, as announced by the German Tyre Retail and Vulcanisation Trade Association during its General Meeting on 8 June 2026. As a brand operating under Dunlop Tyre Europe GmbH, Falken emerged victorious from a competitive online survey where over 250 tyre trade members cast their votes to determine the industry’s most outstanding partner.

This accolade specifically recognises Falken’s superior service standards and its commitment to fostering a reliable and cooperative relationship with its retail partners. The overwhelming vote of confidence from the trade serves as a significant form of recognition for the company, while simultaneously acting as a powerful incentive for the entire Falken workforce to maintain their high-performance levels.

Thomas Langer, Sales Director Germany, Dunlop Tyre Europe GmbH, said, “The news of a top ranking in the BRV Service Award was already a special honour, as it comes directly from the specialist tyre trade. We are now even more delighted to celebrate the overall victory. We would like to express our sincere thanks for this recognition. First place confirms our commitment to offering Falken partners not only reliable and safe products, but above all, dependable service, personalised support and a truly partnership-based collaboration. The fact that the trade has voted the entire team’s efforts into first place motivates us to continue pursuing our goals with determination.”

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The Alliance for the Future of Tires (AZuR) has concluded its participation at The Tire Cologne 2026 with a positive assessment, operating through a network of 19 affiliated organisations across Europe. Their shared exhibition space in Hall 7.1 emerged as a central meeting point during the industry's premier global gathering. Key episodes included a governmental visit, a strategic industry forum and recognition for emerging enterprises.

An immersive installation greeted visitors to the AZuR area, with the entire floor surface consisting of resilient tiles produced from recycled tyre rubber supplied by network affiliate MRH Mülsen. This practical display offered a compelling illustration of how discarded materials can be transformed into functional products. The collaborative exhibition model proved highly favourable among attendees and participating companies alike.

The initiative broadened its collaborative base during the fair, securing commitments from new entities in Germany, Belgium and the Netherlands to advance shared sustainability objectives. North Rhine-Westphalia's environment minister, Oliver Krischer, toured the exhibition as part of a broader initiative to spotlight regional excellence in circular practices, observing demonstrations spanning digital monitoring, alternative materials and recovery processes.

A dedicated assembly on tyre retreading drew roughly 40 specialists from manufacturing, materials supply and trade associations. Conversations revolved around the technology's track record and adaptation to market conditions, referencing recent environmental performance data. Survey feedback indicated robust confidence in retreading's financial and environmental merits, though participants identified competition from lower-cost imports as a primary obstacle.

The programme concluded with the LOOP THE TYRE competition awards. The top honour went to Machine-Vision.io from Reutlingen for its optical evaluation system streamlining used tyre assessment. Sustainable Rubber Solutions from the Netherlands received second prize for its chemical innovation enabling rubber reintegration into new compounds, while Austria's ReTyre project claimed third for developing a scalable devulcanisation method for tyre-to-tyre recycling.

Anna-Maria Guth, AZuR Network Coordinator, said, “TTC impressively demonstrated the high level of interest in a functioning tyre circular economy. We were particularly pleased with the exceptionally positive atmosphere at our joint stand. Our partners see themselves as equal contributors to a common goal and as partners in a strong alliance for the future.”

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Prinx Chengshan marked a significant milestone at The Tire Cologne 2026 in Germany on 9 June, where it officially introduced its Prinx-brand commercial vehicle tyres to the European market. The launch event, held during the prestigious trade fair, served as a commemorative highlight for the 50th anniversary of the Chengshan Group. While the company showcased its full portfolio of brands, including Chengshan, Austone and Fortune, the European debut of the Prinx commercial tyre line commanded the primary focus of industry attendees.

Senior company representatives provided comprehensive insights into the strategic initiative during the event. Officials from the Europe and Americas Sales Center, the R&D Center and the European Technical Center outlined the company's developmental trajectory, manufacturing scale and proprietary technological advancements. The presentations emphasised the integration of intelligent manufacturing systems and global research capabilities, with particular attention given to how the Prinx brand is developing future-oriented commercial solutions tailored specifically for European fleet operators.

The Prinx brand, positioned as a premium offering, leverages three intelligent manufacturing facilities located in China, Thailand and Malaysia, combined with the localised expertise of its European Technical Center. The company has concentrated its research efforts on six core technologies, including low rolling resistance and high wear resistance features, complemented by an intelligent tyre monitoring system. A strategic partnership with Marangoni, a prominent European retreading material manufacturer, further strengthens the brand's comprehensive service capabilities.

For its market entry, Prinx launched three initial product series covering nine tread patterns suitable for long-haul and regional mixed road conditions. Future product expansion plans include tyres for mixed-use applications, city buses, long-distance coaches and winter conditions. Since announcing its European passenger car tyre initiative in Milan in 2023, the brand has rapidly enhanced its product matrix and reinforced its market presence through branding initiatives and sponsorship of major racing championships.

With five decades of industry experience, Prinx Chengshan is accelerating its global strategy through a product-plus-service philosophy. The company aims to deliver customized solutions addressing the complete tyre lifecycle by combining Chinese manufacturing heritage with international research and development networks. This approach positions the company to precisely meet localised European market demands while inviting global partners to contribute to a sustainable transportation future.

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Grady County, Georgia, has successfully addressed the persistent issue of flood-damaged roads by implementing an innovative and sustainable construction method on Lower Cairo Road. The project tackled chronic washouts that had long plagued the area, where conventional repairs consistently failed during heavy rainstorms. The chosen solution involved a significant elevation of the roadway and the reinforcement of its foundation, moving beyond temporary surface fixes to target the root causes of the flooding.

The county utilised a technique known as Mechanical Concrete, which employs recycled tyre cylinders to create a durable and flexible road base. In this process, scrap tyres are processed into cylindrical units and arranged in a grid pattern. These interconnected cylinders are then filled with aggregate, in this case, reclaimed asphalt pavement, to form a robust foundation. This system effectively distributes the weight of traffic and provides superior resistance to erosion, directly countering the forces that previously caused washouts.

The specific work on Lower Cairo Road covered a length of 880 linear feet and a width of 18 feet, raising the road's elevation by 12 inches. The project successfully incorporated 3,300 recycled scrap tyre cylinders, demonstrating a significant commitment to sustainability by diverting waste from landfills. The enhanced drainage and structural stability provided by this method are expected to drastically reduce the frequency and cost of future maintenance, offering a long-term solution to the community's flooding woes.

The success of Grady County’s initiative highlights a scalable and cost-effective approach for other municipalities facing similar infrastructure challenges. This method proves particularly beneficial for rural networks and low-lying regions with limited budgets. By demonstrating how to build resilient roads using recycled materials, Grady County has provided a practical model for enhancing infrastructure durability while promoting environmental stewardship.

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