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 has entered a new partnership with Staffordshire Police, reinforcing a joint commitment to improve road safety and reduce fatalities and serious injuries across the county. The collaboration aims to highlight the critical role tyres play in protecting road users by encouraging simple, regular checks of pressure, tread depth and overall condition.

The value of this preventative approach was recently demonstrated during a multi-agency enforcement operation at the DVSA Vehicle Inspection Site in Doxey. Held on 25 August, Operation Doxey involved Staffordshire Police, West Mercia Police, DVSA, Datatag, the Forensic Collision Investigation Unit and TyreSafe. Inspectors directed 30 vehicles into the site, covering leisure vehicles, towing vehicles, light commercial vehicles and goods vehicles.

Seven tyre and wheel-related defects, mechanical risks and pressure discrepancies were identified. These included a tyre cut through to the cord, which received an immediate prohibition notice, a tyre running roughly 30 percent below recommended pressure, an overweight light commercial vehicle with a nail embedded in a tyre and all four tyres underinflated, a significant rear axle pressure imbalance, a missing wheel nut and an 11-year-old tyre. Leisure vehicle owners generally showed good tread awareness, though pressure maintenance remained an issue, while commercial vehicles presented several preventable defects.

Staffordshire has one of UK’s statistically safest road networks, yet serious collisions remain a concern, particularly on single carriageways. Rural bends, changing speed limits and limited visibility add risk, while motorcyclists and vulnerable road users are disproportionately affected. Common factors include failing to look properly, misjudging speed or path and driving too fast or carelessly. TyreSafe now works with over 260 organisations, and this partnership encourages Staffordshire motorists to make tyre checks routine.

Stuart Lovatt, Chairman, TyreSafe, said, “We are delighted to welcome Staffordshire Police as a TyreSafe partner. While Staffordshire has a strong road safety record, every serious collision has potentially devastating consequences for those involved, their families and their communities. The recent Operation Doxey enforcement activity demonstrates exactly why preventative vehicle maintenance matters. Across just 30 vehicles, inspectors identified a number of serious tyre and wheel defects, including a tyre cut to the cord, significantly incorrect tyre pressures, an embedded nail, a missing wheel nut and a tyre that was 11 years old.

“These findings are a powerful reminder that problems are not always obvious from behind the wheel. Simple checks before a journey can help identify issues before they become a danger on the road. Different roads present different challenges, particularly rural and single carriageway roads where the consequences of losing control or being unable to stop safely can be especially severe. Road safety requires a collective effort, and partnerships such as this are incredibly important. By combining the reach and expertise of Staffordshire Police with TyreSafe’s specialist knowledge and campaigns, we can help more road users understand the simple but crucial role their tyres play in keeping themselves and others safe.”

Police Sergeant Adam Van de Sande, Staffordshire Road Crime – Proactive & Harm Reduction Team, said, “Keeping people safe on Staffordshire’s roads requires everyone to play their part. We are committed to working with partners to reduce the number of people killed and seriously injured on our road network. Operation Doxey demonstrated the value of partnership working, with officers, vehicle examiners and road safety specialists able to identify a range of defects and safety issues before those vehicles continued their journeys.

“Vehicle safety is an important part of that responsibility, and tyres are fundamental to a vehicle’s ability to stop, steer and maintain grip. We are pleased to be working with TyreSafe to raise awareness and encourage motorists to make regular tyre checks part of their routine vehicle maintenance. Our message to road users is simple: don’t wait for something to go wrong. Take a few minutes to check your vehicle and make sure it is ready for the road.”

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The AZuR Network has been honoured with the German Award for Sustainability Projects 2026 in the C2C/Recycling category for its ‘Retreading: Climate Protection on Wheels’ project. The recognition highlights the network's efforts to expand tyre retreading across Germany and Europe, thereby extending the useful life of tyres. Retreading works by reusing a suitable used tyre casing and applying a fresh tread, keeping a substantial share of the original tyre in circulation.

A life cycle assessment commissioned by AZuR and carried out by the Fraunhofer Institute UMSICHT compared retreaded tyres with equivalent new ones. Under the conditions examined, producing a retreaded truck tyre generated roughly 135 kilogrammes less greenhouse gas emissions, a reduction exceeding 60 percent. The process also reuses considerable portions of the existing tyre casing, reinforcing its environmental advantages.

The jury underscored the project's scalability and its relevance to the industry. Official documentation further noted the political integration of the topic as a key strength, with the EU taxonomy confirmation in 2025 representing a tangible milestone. The award places AZuR among well-known companies and innovative projects, including a climate protection cooker initiative in Cameroon, a capsule-free coffee system and a mental health awareness campaign.

Knauf secured first place in the same category with its circular gypsum supply chain, while Schmitz Cargobull led the Mobility and Logistics Solutions category. Other first-place winners included DEKRA, Hansgrohe, Pfleiderer Germany and SBRS. Presented by DISQ with ntv and DUP UNTERNEHMER under Brigitte Zypries' patronage, the 2026 edition saw 433 nominations, with 46 organisations recognised across 19 categories on 17 September in Berlin.

Christina Guth, Network Coordinator, AZuR, said, “This award belongs to our entire network. Retreading only works when many stakeholders collaborate along the value chain – from certified end-of-life tyre recyclers, tyre manufacturers and retreaders to retailers and fleet operators, all the way to academia. The award highlights the potential of using high-quality tyres for longer and keeping their casings in circulation.”

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Birla Carbon will present its carbon black solutions at the Global Polymer Summit 2026, scheduled for 28–30 September at the Kentucky International Convention Center in Louisville. The company will exhibit at Booth 417, targeting tyre and mechanical rubber goods (MRG) manufacturers seeking higher performance and reduced environmental impact.

The company’s portfolio spans tyre and MRG applications, addressing durability, strength, abrasion resistance and product life across tyres, belts, hoses, sealing systems and anti-vibration products. Birla Carbon will also feature Continua Sustainable Carbonaceous Material (SCM), a circular carbon range with consistent quality and global availability and Continua Sustainable Carbon Black (SCB), produced from recycled or bio-based feedstocks.

Supported by extensive manufacturing, technical expertise and customer-focused teams across the Americas, Birla Carbon provides reliable volumes, responsive service and tailored solutions. Attendees can meet company experts at Booth 417 to explore its product portfolio, technical capabilities and sustainable offerings.

John Davidson, President – Americas & EMEA, Birla Carbon, said, “The tyre and mechanical rubber goods industries are at an important phase, where performance, supply resilience and sustainability must advance together. The next phase of growth will depend on stronger collaboration across the value chain and the ability to translate innovation into scalable, commercially viable solutions. At Birla Carbon, we are combining our manufacturing network, portfolio strength, technical expertise and regional capabilities to help customers navigate this transition and build more resilient and sustainable businesses.”

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Michelin has unveiled the X Multi Energy D2 tyre, developed to address the specific challenges of regional haul operations. Fleets in this segment face demanding roads, frequent stop-and-start cycles and escalating fuel expenses that affect both performance and profitability. By blending durability, fuel savings and Michelin’s established performance standards, the new tyre aims to boost fleet productivity while reducing overall operating costs.

The tyre features a revised tread pattern and a new tread compound to better resist tread damage caused by high-torque vehicles and stop-and-go regional driving. It is constructed on Michelin’s Duracore casing, which integrates Infinicoil and Powercoil technologies and benefits from a reinforced bead design known as Duracoil Technology. This casing is engineered to last up to one million miles and support as many as four retreads.

In the effort to curb fuel expenses, the X Multi Energy D2 improves rolling resistance by 9 percent over its predecessor, the Michelin X Multi Energy D tyre, and by 18 percent compared with leading competitors. It also enhances late-life traction, offering 10 percent better wet handling and 16 percent better snow starting traction when worn, giving drivers and operations managers greater confidence on varying roads.

For original equipment manufacturers, the tyre meets Greenhouse Gas standards and supports applicable vehicle carbon-reduction requirements. Designed for regional applications where traction, durability and fuel efficiency matter, it is available in 295/75R22.5 LRG and 11R22.5 LRG and LRH sizes, replacing the X Multi Energy D tyre in those sizes.

Yahn Heurlin, VP of B2B Marketing, Michelin North America, Inc., said, “Michelin is driven by a deep commitment to understanding the needs and challenges customers face every day. This customer-first mindset inspires the development of purpose-built solutions designed to address real-world pain points and help fleets operate more efficiently.”

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