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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The Yokohama Rubber Co., Ltd. has announced that Y.T. Rubber Co., Ltd. (YTRC), its Thai subsidiary focused on natural rubber processing, earned the Outstanding Provincial-Level CSR Organization Award. The honour formed part of the ‘CSR Award 2026’ initiative run by Thailand’s Ministry of Social Development and Human Security, and the presentation took place on 22 August 2026.

Built around the idea of ‘CSR Partnerships for Sustainable Thailand’, the award programme highlights organisations demonstrating exemplary corporate social responsibility at provincial or metropolitan level throughout the country’s 76 provinces and Bangkok. A total of 92 recipients – among them YTRC, other firms and bodies chosen nationwide and provincial CSR centres – convened at IMPACT Challenger Hall in Nonthaburi Province to collect commemorative plaques.

Governor Jumpot Wannachatsiri (left) presents flowers to YTRC Managing Director Noboru Takita (centre) and Department Manager Supachai Choosuwan at the Surat Thani Provincial Council.

YTRC, established in Surat Thani Province in 2008, has long pursued environmental preservation and dependable ties with nearby communities. Working with the Rubber Authority of Thailand (RAOT), it surveys natural rubber plantations and supplies management assistance to farmers, supporting sustainable procurement of the material. The company further backs agroforestry practices that give rubber farmers steadier incomes while partnering with the Surat Thani Provincial Office of Social Development and Human Security on efforts to nurture constructive community relations.

The recognition reflects YTRC’s continuous community-oriented CSR work and its notable local impact. A special event on 31 August saw the Surat Thani Provincial Council once more acknowledge those contributions, with the governor presenting a celebratory bouquet. Separately, the CSR Center of Surat Thani Province ranked among only nine centres nationwide to win the Outstanding Provincial CSR Promotion Center Award.

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Hankook Tire has unveiled a new generation of winter tyres for trucks, introducing the Smart Control AW53 for steering axles and the Smart Control DW53 for drive axles. Designed for harsh winter conditions, these models will eventually replace the previous Smart Control AW02 and DW07 winter tyres. They combine high traction on snow and ice with strong cornering and braking performance, along with high mileage. The pair debuts at IAA Transportation 2026 in Hannover, where the company exhibits from 15 to 20 September at stand E09 in hall 11.

Development prioritised strong winter performance across the tyres' full lifespan. Hankook achieves improved winter traction through advanced technology and a blend of tread features. Zigzag grooves and 3D sipes add grip on snow and ice, while tie bars stiffen tread blocks, supporting precise handling and stable driving.

Internal testing at the UTAC Test Centre in Ivalo, Finland, showed the AW53 and DW53 outperforming the earlier AW02 and DW07 models. Braking on snow improved by 2.8 percent, acceleration by 4 percent and handling by 3.7 percent. Central to the design is Hidden Groove technology, in which extra tread grooves emerge as wear progresses, maintaining snow traction and wet grip even when well worn. At 40 percent wear, additional 3D sipes appear, increasing tread block stiffness and improving grip while lowering rolling resistance. At 70 percent wear, further concealed grooves enhance wet grip. Alongside self-regenerating sipes, this sustains winter performance across the service life and extends it by as much as 15 percent.

Stone ejectors in the main grooves and Y-shaped lateral grooves reduce stone retention and shield the tread and carcass from damage. A newly developed compound further contributes to balanced grip. At launch, the AW53 comes in size 385/65 R22.5 164K (158L), rated for 5,000 kg per tyre. The DW53 is offered in size 315/80 R22.5 (156/150L), with a maximum load of 4,000 kg per tyre for single fitments or 3,350 kg for twin fitments. More sizes are planned. All new Smart Control winter tyres carry the 3PMSF label and both can be regrooved and retreaded to extend their working life further.

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Dunlop Motorcycle Europe is set to back teams and riders contending for championship honours at the 2026 FIM Endurance World Championship (EWC) finale, the 89th Bol d’Or, held at Circuit Paul Ricard.

The tyre manufacturer will assist 43 teams in total, serving as exclusive tyre supplier to all 24 Superstock and 13 Production Trophy entrants. Five manufacturers will contest the Production Trophy’s second title, while six privateer squads in the open-tyre Formula EWC class have opted for Dunlop, among them the No. 6 ERC Endurance Team, which recorded a 1:52.173 best lap in Bol d’Or testing.

The season-closing 24-hour race poses a demanding mix of technical corners and fast stretches, notably the 1.8-kilometre Mistral Straight, alongside day-to-night running and traditionally changeable weather that may test both dry and wet KR allocations.

Dunlop will provide its established KR108 and KR109 slicks, plus a latest-generation medium front specification, developed as G2_01 VAL3 and validated with EWC teams in 2025 for improved durability and performance. The range targets single-lap speed and multi-stint longevity, with intermediate and wet tyres available for all conditions.

David Auerbacher, International Motorcycle Race Event Leader, Dunlop Motorcycle Europe, said, “We’re excited to return to Circuit Paul Ricard for the season finale, where both the Superstock and Production Trophy champions will be crowned. It’s been another strong season for Dunlop across all categories, as we celebrate five years as the exclusive tyre supplier to the Superstock Trophy and two years supporting the Production Trophy. Both categories have continued to grow and develop, while leading privateer teams also continue to choose Dunlop as they fight for wins and podiums in the Formula EWC class. We’re looking forward to an exciting season finale and are proud to support all the teams and riders as they battle for championship success at the biggest race of the EWC calendar.”

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The Tyre Recovery Association convened its Briefing Day 2026 at Coombe Abbey Hotel in Warwickshire, drawing more than 100 senior figures from the UK tyre recovery, retreading, retail and manufacturing sectors alongside national regulators, parliamentarians and trade bodies. The event served as a platform to press for meaningful reforms covering tyre recovery, green procurement and domestic circular resilience.

Tessa Munt, the MP for Wells and Mendip Hills, delivered a keynote address that attacked the enduring disconnect between government policy rhetoric and industrial reality. Drawing on her parliamentary work regarding end-of-life tyre exports to India and her engagement with Somerset businesses, she condemned official inaction and set out four priority areas for reform, criticising a reliance on superficial slogans while domestic capacity lies stranded.

The MP highlighted what she described as a double standard, noting that the Environment Agency imposes strict Digital Waste Tracking on compliant domestic operators while granting misplaced goodwill and deadline extensions to non-compliant overseas exporters. Before the rules were diluted, proof-of-arrival compliance stood at just 20 percent. She further noted that more than 150,000 tonnes of licensed UK recycling and remanufacturing capacity remains entirely idle while raw waste is shipped abroad.

Her proposed reforms comprised the immediate statutory withdrawal of T8 exemptions to establish an audited permit regime, adoption of the Australian shred-only export model to end whole and baled tyre exports, instant revocation of export licences for brokers failing to supply timestamped and geotagged proof of delivery and mandatory green public procurement quotas for remanufactured tyres and rubberised asphalt. The RAC Foundation's Steve Gooding also addressed the conference, explaining that a modest 10 percent rubberised asphalt target in public highway contracts would absorb all idle UK crumb capacity, reduce road noise by three to five decibels and produce longer-lasting roads. Strong participation from the Tyre Recovery Association (TRA), the National Tyre Distributors Association (NTDA), the British Tyre Manufacturers' Association (BTMA) and the Imported Tyre Manufacturers Association (ITMA) underscored growing cross-sector unity.

Peter Taylor OBE, Secretary General, TRA, said, "The TRA Briefing Day proves that the British tyre recovery sector is united, highly innovative and ready to grow. Having around 100 key players and all four leading trade associations in one room shows that our industry is speaking with one voice. If the UK’s tyre recovery sector does not grow, it will soon disappear from these shores. We are gradually making progress in getting government to understand this, but there is a long way to go. We have the domestic processing infrastructure, the technical capability and the private capital ready to build a world-class circular economy. What we lack is a regulator and a government willing to back domestic industry by ending illegal whole tyre exports and enforcing green procurement. Tessa Munt MP highlighted this in her powerful speech. We are very grateful to her, Steve Gooding and all those who spoke yesterday, as well as our sponsors Vaculug, Murfitts and KwickFit. These contributions made the event an overwhelming success. The message from industry is clear: the time for policy talk is over, we need to statutory reform."

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