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 Tire and Rubber Association of Canada (TRAC) has launched Member Spotlight Series, a new monthly initiative designed to profile the diverse organisations and leaders within the nation's tyre and rubber sector. The programme offers comprehensive examinations of member companies, covering their business models, technological advancements, environmental strategies and corporate philosophies.

Pirelli is the first company to be featured, with its profile providing insight into its leadership approach and industry contributions. Subsequent spotlights will be released monthly through TRAC’s digital platforms, including its official website, newsletters and social media channels, with each instalment detailing products, strategic goals and recent achievements.

By sharing these narratives, TRAC intends to bolster member connections and highlight the sector's role in Canada's economy and ecological progress. The series further aims to encourage knowledge exchange and collaboration, allowing members to share best practices and elevate awareness of the proficiency present within the domestic tyre and rubber industry.

Carol Hochu, President and CEO, TRAC, said, “One of TRAC’s greatest strengths is the expertise and leadership found across our membership. The Member Spotlight Series celebrates the companies and people shaping our industry while helping share the stories of innovation, advanced manufacturing, sustainability and collaboration that define Canada’s tyre and rubber sector.”

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TyreSafe has announced a new alliance with Logistics UK, marking a significant step in uniting efforts to enhance road safety, promote sustainable transport and disseminate best practices within the freight and haulage industry. This collaboration formalises the mutual dedication of both organisations to address critical safety challenges facing UK's transport networks.

Logistics UK, a prominent membership association representing over 21,000 enterprises, encompasses the breadth of the supply chain, including road, rail, water and air freight. Its extensive network accounts for nearly half of the national lorry fleet, comprising more than 200,000 vehicles. Through advocacy, training and compliance support, the organisation is instrumental in maintaining secure and efficient supply chains, making it a pivotal partner for TyreSafe's safety initiatives.

The partnership underscores the growing recognition of tyre management as a cornerstone of modern logistics, impacting not only vehicular safety but also operational costs and environmental footprints. Data indicates that a majority of tyres on UK roads are underinflated, leading to approximately GBP 1 billion in annual fuel waste and accelerating tyre degradation. Furthermore, tyre defects are a primary cause of MOT failures, with over two million infractions recorded yearly, and they contribute significantly to roadside breakdowns and motorway incidents.

For commercial fleets, the stakes are particularly high, as proper inflation and tread depth are directly linked to fuel economy, emissions reduction and cost efficiency. As part of this joint effort, TyreSafe will promote its specialised, vehicle-specific safety resources, offering tailored guidance for HGVs, vans and cars. This educational push aims to empower drivers and operators with the knowledge to conduct effective tyre checks, thereby mitigating risks and supporting the logistics sector's sustainability and operational goals.

Stuart Lovatt, Chair of TyreSafe, said, “We are delighted to be partnering with Logistics UK, an organisation that shares our commitment to safer, more sustainable and more efficient transport. Tyres and their maintenance absolutely fundamental to fleet safety and performance. This partnership allows us to extend vital tyre safety messaging to a broad and influential logistics audience at a time when operators are balancing safety, compliance, cost pressures and sustainability ambitions. By working together, we can help ensure tyre safety remains firmly on the agenda across the sector.”

Arthur Gribbin, Engineering Policy Lead at Logistics UK, said, “Efficient logistics depends on vehicles operating safely, legally and reliably. Tyres play a critical role in achieving this, influencing everything from vehicle safety and fuel efficiency to downtime and environmental impact. By partnering with TyreSafe, we are helping ensure our members and the wider logistics community have access to trusted information and practical guidance to support safer and more sustainable fleet operations.”

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Continental has significantly broadened its Gravity mountain bike tyre lineup by introducing 13 new combinations, thereby offering riders extensive customisation options for aggressive trail riding, enduro racing and downhill disciplines.

The expanded portfolio now includes novel size, casing and compound pairings for the Argotal, Kryptotal Front, Kryptotal Rear and Xynotal models. Additional Trail Soft and Enduro SuperSoft variants are available for 29-inch and 27.5-inch wheels, while the trusted mixed-conditions tread remains accessible for 20-, 24- and 26-inch sizes.

This strategic enlargement underscores Continental’s dedication to providing gravity riders with tailored flexibility in balancing grip, control, durability and rolling efficiency. The Enduro casing with SuperSoft compound offers peak traction for demanding trails, whereas the Trail casing with Soft compound delivers a stable and durable option for aggressive riding.

Alexander Haenke, Product Manager for MTB & Gravel at Continental Tires, said, “MTB riders have very different needs depending on where and how they ride. With these 13 new tyre combinations, we are giving riders even more ways to find the perfect balance of grip, control and durability for their individual setup. Whether they are racing enduro, pushing their limits on technical trails or simply looking for maximum confidence on the descents, our expanded Gravity range offers the performance and flexibility they need.”

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AZuR partner Hofdmann Runderneuerungstechnik GmbH, based in Wittmund, has announced a significant expansion of its operational capabilities. The company, already well-known for its cold retreading services, is now integrating hot retreading for truck tyres into its production portfolio. This development follows the recent extension of the firm’s ECE R109 approval, and the first batches of hot-retreaded commercial vehicle tyres are already in production and entering the market.

This strategic move broadens Hofdmann’s technical expertise within the retreading sector and reinforces the tyre circular economy across Germany. As a longstanding member of the AZuR network, the company contributes deep knowledge in tyre repair, casing management and retreading processes. The addition of hot retreading complements the prevalent cold retreading method used in the commercial vehicle industry, offering enhanced options for specific tyre designs and applications, while both methods aim to extend the lifecycle of premium casings.

By diversifying its production programme, Hofdmann demonstrates that industry players are actively investing in retreading technologies and strategically scaling existing operations. This expansion not only bolsters the sector’s competitive position but also ensures a more reliable supply of retreaded tyres for fleet operators and commercial end-users. The process involves meticulous inspection of high-quality used casings before applying a new tread, significantly prolonging tyre usability prior to eventual material recovery or recycling.

The company’s capacity growth coincides with broader AZuR initiatives, including a recently launched European project group designed to strengthen collaboration among businesses, research bodies and value-chain stakeholders. With approximately 90 network partners, AZuR continues to pioneer solutions for maximising tyre usage and recovering raw materials. Hofdmann’s latest investment underscores that retreading remains a vital and enduring component of this sustainable industrial evolution.

Christina Guth, Network Coordinator of the Alliance for the Future of Tires (AZuR), said, “Every investment in retreading strengthens the European tyre circular economy. By expanding its hot retreading capabilities, Hofdmann is broadening its offering and creating additional opportunities to keep high-quality commercial vehicle casings in circulation for longer. This sends an important signal to the entire industry.”

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