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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TyreSafe, UK’s leading independent tyre safety charity, has significantly expanded its industry backing with the formal addition of Dunlop and Falken to its roster of official supporters. The move arrives at a crucial juncture, as road safety advocates push for greater public awareness amid rising concerns over vehicle maintenance standards across the country.

Both brands bring considerable market weight to the charity, holding influential positions across premium, performance, SUV and light commercial vehicle categories throughout UK and Europe. Their entry into the TyreSafe fold does more than simply increase membership numbers; it injects fresh technical perspective and broadens the demographic of motorists who can be reached through co-branded safety messaging. This development coincides with the rollout of Britain’s first comprehensive road safety strategy in over a decade, a period in which industry-wide cooperation has become increasingly vital.

Practical benefits for everyday drivers are expected to emerge quickly, as the partnership enables larger-scale distribution of educational content on tyre care fundamentals such as proper inflation, tread evaluation and defect recognition. Beyond public awareness, the alliance creates a framework for joint research ventures and information exchange, potentially yielding richer data on accident causation and tyre performance under varied conditions. These insights are likely to inform future campaign designs and help address gaps in current road safety knowledge.

The collaboration reinforces a growing consensus within the automotive sector that preventable road incidents demand unified responses rather than isolated efforts. TyreSafe will coordinate closely with its new partners on targeted initiatives spanning driver education, industry engagement and policy advocacy. By combining the charity’s strategic oversight with the commercial reach and engineering expertise of Dunlop and Falken, the group aims to foster lasting behavioural shifts among motorists, ultimately contributing to a measurable decline in tyre-related casualties on UK roads.

Stuart Lovatt, TyreSafe Chair, said, “We are absolutely delighted to welcome both DUNLOP and FALKEN to TyreSafe. Their decision to join TyreSafe demonstrates a clear commitment to road safety. This is significant not only for TyreSafe, but for road users. The more leading manufacturers we can bring together around a shared vision for safer roads, the greater our ability to influence behaviour, share expertise, generate evidence and deliver life-saving safety messages. The publication of the Government’s new national Road Safety Strategy has created a renewed focus on casualty reduction across UK. Achieving those ambitious goals will require genuine collaboration between industry, government, enforcement and road safety organisations, and we are excited to have DUNLOP and FALKEN joining us on that journey.”

Markus Bögner, President and Managing Director, Dunlop Tyre Europe and FALKEN Tyres Europe, said, “We are delighted to join TyreSafe and become part of an organisation that has played such an important role in improving tyre safety awareness across UK for more than two decades. At DUNLOP and FALKEN, safety, innovation and performance are at the heart of everything we do. As manufacturers, we recognise that delivering world-class products is only part of the equation; helping road users understand the importance of tyre maintenance and vehicle safety is equally important. TyreSafe has built a strong reputation for bringing together industry, enforcement, government and road safety partners to drive meaningful change, and we are proud to be joining that community. We believe that by working collaboratively and sharing expertise, we can help raise awareness of the vital role tyres play in keeping people safe on the roads. We look forward to supporting TyreSafe’s mission and contributing to initiatives that encourage safer journeys for road users across UK.”

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Lassa Tyres, the flagship international brand of Brisa, Türkiye's sector leader and tyre industry export champion, recently convened its international distributors for an exclusive event aimed at celebrating enduring partnerships and articulating its strategic growth trajectory. The gathering, which coincided with The Tire Cologne, brought together representatives from over 20 companies within the brand’s global network to reinforce synergy and mutual dedication.

Central to the brand’s vision is the ongoing enrichment of its product portfolio and technological transformation, designed to bolster competitiveness in key export markets. In response to shifting consumer demands abroad, Lassa Tyres is significantly expanding its winter and all-season offerings, complementing its established summer lineup.

The company has introduced four new winter tyres and one all-season tyre, marking a comprehensive overhaul of its winter range across all segments. These new products incorporate ‘EV ready’ and ‘NextGen’ technologies, aligning with the global industry shift towards larger rim diameters and the proliferation of electric vehicles. The updated winter portfolio is projected to satisfy approximately 85 percent of European market demand, with a particular emphasis on increasing availability in sizes 18 inches and above.

Brisa Chief Executive Officer Vecih Yılmaz underscored that sustainable global expansion relies on robust partnerships, affirming that the company continues to advance in international markets through locally responsive business models. This strategic approach reinforces Lassa Tyres’ commitment to meeting diverse regional needs while solidifying its presence in critical winter tyre segments worldwide.

Yılmaz said, "Driven by our commitment to continuously investing in and expanding our product portfolio in line with customer expectations, we are establishing a closer and more powerful connection with our customers through our expanding and enriched channel structure while enhancing our brand appeal among target audiences. Today, reuniting physically with our distributors at such a large-scale event is not only a celebration of our collaboration but also the most significant indicator that we are entering the new season stronger than ever with our completely renewed winter product portfolio. In line with our shared growth vision, we will continue to deepen our strong global presence together with our partners."

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AZuR network partner Genan has undertaken a significant strategic shift by divesting its tyre recycling facility in Houston, Texas, to concentrate exclusively on expanding its European footprint. The decision reallocates management focus and capital toward bolstering existing operations and penetrating new markets across the continent, effectively making Europe the sole theatre for the company’s future growth.

This corporate recalibration follows closely on the heels of Genan’s recently announced acquisition of a recycling plant in Weiden, Bavaria. That investment not only deepens the firm’s manufacturing base in Germany but also strategically enhances its logistical access to consumer and industrial markets throughout Central and Eastern Europe. Collectively, these moves crystallise a long-term commitment to establishing a robust European supply chain for high-quality secondary raw materials derived from end-of-life tyres.

The development arrives amid surging continental demand for recycled materials, with shorter supply chains and the imperative for resilient resource security driving the need for efficient domestic recycling capacity. Genan’s advanced mechanical processing technologies are positioned to address this gap, producing rubber granules, powder, steel and textile fractions that feed multiple industrial applications. The company’s role within the AZuR competence network further amplifies its impact, fostering joint innovation across repair, retreading and mechanical recycling stages.

Industry observers view Genan’s move as a clear endorsement of Europe’s ascendant position in the circular economy, where technological investment directly bolsters value creation and industrial know-how. Through collaborative efforts with research bodies and sector stakeholders, AZuR and its partners aim to strengthen the entire lifecycle of tyre materials, reinforcing the principle that closed-loop systems thrive on integrated, cross-sector cooperation.

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Goodyear is significantly broadening its award-winning UltraGrip Performance 3 tyre line, expanding the range to 344 stock-keeping units across Europe. The addition of 66 new SKUs marks a major milestone, as the company now offers the most extensive winter tyre coverage available from a single tread pattern. This strategic move simplifies the selection process for customers while extending proven performance to a wider array of vehicles.

The European automotive landscape now encompasses everything from compact city cars to high-performance electric vehicles and large SUVs. With this expansion, Goodyear is establishing a new benchmark for how comprehensively a singular winter tyre design can address this evolving market. By achieving this broad coverage through one pattern, the brand differentiates itself from competitors who often require multiple designs.

The newly introduced SKUs represent entirely new fitment opportunities, allowing Goodyear to serve vehicle models previously beyond its winter portfolio. Over 90 percent of the new additions are in sizes of 19 inches and above, with the entire range now spanning from 14 to 23 inches to accommodate Europe's changing vehicle parc.

This growth reinforces Goodyear's presence in both replacement and original equipment markets, featuring 59 new replacement SKUs and 7 OE fitments. The replacement segment now includes options for models like the Volvo EX60 and BMW X3 M50, as well as electric vehicles such as the Škoda Elroq RS. New OE partnerships have been secured with major manufacturers, including the BMW iX3, Porsche Cayenne Electric and Mercedes-Benz GLC EQ.

The tyre's reputation is validated by securing first place in the ADAC Winter Tire Test for both 2024 and 2025, with ADAC predicting a lifespan of 76,500 kilometres. Strong braking and handling on snow, wet and dry roads are achieved through Snow Protect and Wet Grip technologies. Designed for both electric and traditional vehicles, the tyre also features reduced rolling resistance and lower interior noise for a refined driving experience.

Ben Glesener, Senior Technology Director, Product Development Consumer EMEA Goodyear, said, “Today’s winter tyre market is more complex than ever, with more vehicle types, sizes and requirements than before. By offering 344 SKUs within a single winter tyre pattern, UltraGrip Performance 3 cuts through that complexity, making it easier to choose a tyre that delivers proven performance across a wide range of vehicles.”

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