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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Pirelli has unveiled its latest innovation in road racing, the P ZERO Race TLR SL-R, a tyre engineered with a singular focus on maximising on-road speed. Positioned at the apex of the P ZERO Race lineup, this model unifies aerodynamic efficiency, low rolling resistance, precise handling and dependable grip into a single high-performance package. It is tailored for any scenario where speed is paramount, from competitive time trials and road races to the pursuit of personal bests during weekend rides.

The development of this tyre was heavily influenced by real-world feedback from Pirelli’s WorldTour partners, including Alpecin-Premier Tech, Fenix-Premier Tech and Lidl-Trek, alongside collaborations with leading bicycle manufacturers. Before its official release, it was already being raced under a prototype label, proving its pedigree in elite competition.

Central to its design is the debut of a patented technology called PAAS, or Pirelli Advanced Aerodynamic System. This system redefines the tyre’s shape to optimise its interaction with the rim, effectively managing airflow to harness the sailing effect, which reduces overall drag. By refining the tyre’s mounted geometry and the precise placement of its widest point, PAAS delays airflow separation. Importantly, this aerodynamic gain comes without sacrificing other key attributes, allowing the tyre to retain top-tier rolling efficiency, comfort and handling for a truly balanced ride. Complementing this is a newly developed micro-textured surface on the slick tread, further fine-tuning airflow to enhance aerodynamics and road feel at high speeds. The result is a tangible reduction in wheel drag, with average savings of up to 5 watts in crosswinds and peaks reaching 15 watts under optimal conditions.

Speed is further reinforced by the new LiteCORE casing, a tubeless-ready structure that represents Pirelli’s lightest and most efficient design for road tyres. It achieves a 10 percent reduction in rolling resistance compared to the brand’s previous best, all while maintaining responsive acceleration and precise control across varying conditions. The tyre delivers confident handling during rapid direction changes, accelerations and high-speed cornering.

Grip is entrusted to the SmartEVO² compound, a race-proven material already responsible for victories at prestigious Classics like Milan-Sanremo and Paris-Roubaix. This compound ensures reliable traction on both dry and wet surfaces, broadening the tyre’s versatility. Manufactured in Italy using FSC-certified natural rubber, the tyre complies with current ETRTO standards and is optimised for modern rims with internal widths between 22 and 25 millimetres, including hookless models when pressure limits are observed. Initially available in 28- and 30-millimetre widths, with black or yellow sidewall options, a 32-millimetre version is planned for release later in the year.

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Pirelli is all set for the Japanese Grand Prix with the three hardest compounds in its range – the C1 as the Hard, C2 as the Medium and C3 as the Soft – marking the first appearance of the C1 in race weekends of the 2026 Formula 1 season. Suzuka’s legendary 5.8-kilometre figure-of-eight layout, with its eighteen demanding corners and rapid directional changes, places immense stress on tyres, making this selection essential.

Recent resurfacing work, which began ahead of the 2025 event and has since been substantially completed across the remaining two sectors, introduces a smooth but still dirty asphalt surface expected to offer low initial grip. Under these conditions, graining – particularly on the Soft compound – is a typical concern. Last year, such wear was limited to the front axle and faded as the track evolved. With a larger expanse of new asphalt this time, teams will need to closely monitor both graining and its effect on degradation throughout the weekend.

The behaviour of the hardest and softest compounds will be especially telling. If the C1 delivers solid grip and the C3 shows the consistency seen in Shanghai, all three tyre options could become viable for race strategies. Temperatures will also play a decisive role. With the race held a week earlier than last year, ambient conditions may stay near 15°C, keeping thermal degradation in check. Whether a one-stop strategy remains feasible will likely hinge on the severity of graining and its impact on performance, making qualifying preparation critical for properly heating the tyres.

The 2025 race saw a dominant one-stop approach, with most drivers starting on the Medium before switching to the Hard around lap 20 – a path taken by the entire podium finishers. As the 40th edition of the Japanese Grand Prix approaches, Suzuka continues to host the event except for four early editions held at Fuji. Michael Schumacher holds the record for most wins here with six, while McLaren leads constructors with nine victories.

Adding a distinctive local touch, the third podium cap crafted by Pirelli Design with designer Denis Dekovic draws inspiration from cherry blossoms in full bloom during this period. The cap is available through Pirelli’s online store.

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TyreSafe, UK’s charity dedicated to raising tyre safety awareness, is calling for a shift in driver mindset, moving beyond reliance on enforcement to foster a culture of proactive vehicle safety. This follows new research from Uswitch that exposes a disconnect in how motorists approach maintenance. While the threat of penalty points prompts some action, it falls short of establishing consistent safety habits. TyreSafe argues this ‘safety gap’ reveals the limitations of an enforcement-led strategy, suggesting true road safety depends on motivating drivers to perform checks to protect lives rather than merely avoid punishment.

The findings paint a complex picture. Although over 4.8 million penalty points were issued in 2025, with the vast majority linked to speeding, only a third of motorists conduct vehicle checks specifically to evade penalties. While a significant majority of drivers with existing points altered their behaviour after being penalised, only half believe penalty points enhance road safety. For TyreSafe, this highlights a clear challenge: consistent vehicle maintenance has not yet become an automatic, routine part of driving habits.

This gap between awareness and action is particularly critical for tyre safety, a ‘silent risk’. Unlike speeding, which is highly visible and rigorously enforced, tyre defects often go unnoticed until they contribute to a serious incident. The statistics are stark, with an estimated six million illegal tyres on UK roads. Each year, tyre defects cause over two million MOT failures and result in thousands of penalty points. Given that tyres are the vehicle’s only contact with the road, their neglected state represents a persistent and underestimated danger.

In response, TyreSafe advocates for education alongside enforcement, warning that relying on fear of fines fosters reactive compliance rather than a preventative mindset. To address this, TyreSafe urges road users to embrace the simple ACT protocol: regular checks of air pressure, condition and tread depth. By encouraging drivers to internalize these routine habits, TyreSafe believes it is possible to bridge the gap between knowing what is safe and consistently acting on it, preventing thousands of needless incidents caused by poorly maintained tyres.

Stuart Lovatt, Chair of TyreSafe, said, “Enforcement clearly has a role to play in improving driver behaviour, but it cannot be the only motivator. What this data highlights is a safety gap. If only a third of drivers are checking their vehicles to avoid penalty points, we need to ensure everyone is checking them for the right reason – to stay safe. Tyres are a hidden risk. Unlike speeding, they’re not always visible and often go unchecked until something goes wrong. But when tyres fail – whether through low tread, incorrect pressure or damage – the consequences can be immediate and severe. The reality is that many tyre-related incidents are entirely preventable. A few simple checks, carried out regularly, can make a life-saving difference. We need to move beyond a culture of compliance driven by enforcement and towards one where tyre safety is seen as a fundamental part of responsible driving.”

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Falken Motorsports kicked off its new season in commanding fashion, leveraging the performance of Falken racing tyres to secure a podium finish at the 58th ADAC Barbarossa Prize. This event, originally intended as the second round of the ADAC RAVENOL Nürburgring Endurance Series (NLS) but elevated to the season opener after a cancellation, saw Sven Müller and Tim Heinemann claim third place in the No. 44 Porsche 911 GT3 R.

After qualifying 10th despite not completing a perfect lap, the duo demonstrated the tyres’ full potential. Starting driver Müller engaged in fierce battles from the opening lap, and the pair steadily advanced in their teal-and-blue Falken Porsche through the field to reach the top five by mid-race. In the closing stages, Heinemann delivered decisive overtakes, coming within a second of second place on the final lap to seal an early-season podium.

For customer team Max Kruse Racing, the Audi R8 LMS GT3, running on alternative fuel, finished 23rd with Jan Jaap van Roon, Tom Coronel and Rudy van Buuren. The sister car, driven by Dominik and Marcel Fugel alongside Benjamin Leuchter, placed 30th, while both VW Golf GTI TCR entries retired early. Falken Motorsports now prepares for the 57th Adenauer ADAC Rundstrecken-Trophy on 11 April, the third NLS round, building towards the ADAC RAVENOL 24h Nürburgring (14–17 May).

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