HMI has 2 plants, established in 1998 and 2007. In the last 5 years both the plants have been augmented for capacity enhancement. This was possible as the assembly lines were initially designed for flexibility in augmentation, expanding to the needs of the following 15-20 years. That has always been the philosophy of Hyundai which is really paying off now; it becomes easier to execute improvements in all their projects.

Consider the body shop where components are accumulated to be worked upon. It is built on global bodyline concepts. Not only volume escalation but also increase in the number of models can be managed effectively. Every day the plant processes 395 tonne of steel coils, globally monitored by ‘Die Management’ system, to make cars with each one having on an average 4,500 spot weldings done by 4^th gen robots. So far the company has manufactured more than 9 million cars using steel coils having a length that could cover the circumference of the earth 4 times. The intelligent weld management system generates about 30.6 million data points per day and the quality is controlled through real-time monitoring. Beginning with making one car every 4 minutes in 1998, the plant currently rolls out a car every 33 seconds.

Ganesh Mani S, Director, Manufacturing, HMI, told Motoring Trends that “we have 12 models now with 350 internal variants. The complexities in these are double challenges for us especially when we take to the next level. We were able to manoeuvre 3 or 4 models 3-4 years ago from a single line. Now it is 7 models. Volumes have also increased from 49 to 66 UPH (unit per hour). We have a two-pronged strategy; one is adding on volumes that can cater to the needs of consumers and, two, the capability for enhancement. Since we have our own Factory Automation companies in the automotive hub of South Korea, we have gone from Generation-1 to Generation-4 of robotics, which brings in a certain amount of flexibility and increase in the speed of execution. With CAFE and other norms, we need to make a model that is robust, which comes from the basic design and the way we build the product.”

Body shops are by and large 100 percent automated and therefore, the company was able to make them intelligent enough to understand, with the fourth generation robots. For every vehicle it is necessary to have resistant spot welding and for every spot there is a specification; this needs to be modified for each new model. The company has introduced intelligent timer controls, which is called MMDI - in the line before spot welding, it checks the number of components and their thickness and the level of current and voltage requirements.

Earlier they were pre-set, but now keep changing at every place. This gives twin advantages. The first is to have multiple components as technologies keep changing; aluminium may come in; high tensile steel welding has already come. At present the plant has about 400 robots with MMDI which have the capability to keep checking every time. Earlier it used to take 40 seconds to complete 30 spots; now within that TAKT time, it is able to make 50 spots increasing the speed of the line.

The second is having Intelligent Vision Control Systems. For instance, sealer has to be applied for vibration, harshness, noise, dust and rust prevention, strength, etc. The system monitors the route it has to follow and checks whether the job is being done properly or not. It ensures quality and traceability of the arrangement.

“Whenever we introduce a new model all we have to do is to make use of the carrier, a hardware that allows robots to move around and make the body parts. Only the carriers need to be replaced as the line operates depending on the types to be made. Earlier we had electric and pneumatic carriers to move across to lift the body and components while in the fourth generation robots at present the individual carrying capacity has been increased multiple times. The entire handling mechanism of conveyors, platforms, holding chains, etc has been replaced by just programming the robots which can handle them. All these save time and make the operation of the body shop more convenient,” he said.

A robot has shelf life of approximately 7 years; as and when replacements are due, new technologies are incorporated into the system. With so much innovation in robotics, the cost of robots is going down. Over the years the company has garnered expertise to the extent that a new robot can be commissioned in 48 hours, when it is needed to augment capacity. The industry average is 7 or 8 days. The supervisors and technicians can do the programming themselves, which also saves cost. Assembly shops have seven or eight major equipment and the company has been able to change or enhance the equipment that is augmented with VFD (variable frequency drive) as and when required. A fall back mechanism is in place to manage demand fluctuations. Robotic multi-skills and flexibility switchover help the line to go on smoothly. When not required some of the robots can be kept in sleep mode to save energy. Like managing absenteeism of people with multi-skills some of the robots can double up while the others can rest. 

On the scope for improvement in enhancing UPH, Ganesh Mani said, “We can manage with this arrangement till 2021. We change regularly our upgradation on various models and try to eliminate defects at the design stage itself. We have a team working on every model and the results are ploughed back at the design stage to remove deficiencies. Also, there is the influx of technology in terms of inspection and robustness of the process. ‘Before’ and ‘After’ is 100 percent mapped for the sealers so there is no question of missing and moving across to the next stage.”

In the body shop the operator has all the available information in front of him. In the assembly shop everything is mapped digitally. The operator looks at a digital display to know which component he has to pick up; he also gets an audio message regarding assembly of parts for rare models. The company has created a Smart Innovation and Automation Team (SIAT) which is one step ahead in process monitoring to ensure that errors do not creep into the system; it makes certain that the operator does not commit a mistake. For instance the lid of containers holding the parts for the specific models will only open when required and at the right station.

Asked what happens if the operator has not taken the required number of parts like fasteners, he said, “We have more than 700 dynamic bolts and nuts that are fitted on the vehicle; any mistake in fitment would create havoc. We have HIVIS (Hyundai Integrated Vehicle Inspection System) which is a tool by itself. The torque values while tightening every nut are registered in the system. Any mistake made triggers an alarm and the vehicle will not be allowed to go to the next stage. The tightening process is monitored in real-time and is coupled with sign-off gate. When there is a process deviation, the system will not allow the car to roll out of the assembly line, thereby ensuring mistake-proof delivery. The system, developed at HMIL, is so intelligent that it is used all over the world. For example, when new trainees come, sometimes cross-threads happen; the torque goes very high and the value is reflected in the torque curve. This helps us take immediate corrective action. One of our engineers developed a ‘gyro metric gun’ that works on the straightness principle. It has a sensor inside, working on the principle of gravitational force; if there is any deviation of line it will not allow the operator to tighten the nut. This is a unique system, being used in all the 32 plants of Hyundai globally.”

How can variability happen? It can happen because of improper training; the company has taken care of this. The other variability is fatigue that could set in and result in the operator making a mistake. To prevent this there is REBA - Rapid Entire Body-movement Analysis - that can calculate the fatigue level in the individual. This information would help improve his comfort level. Meticulous planning has been done for all the stations, upgrading them from category A (with possibility of over 12 risk occurrences) to category D (less than 4), to bring down the risk level. On this platform there are many assist systems for the operator. The company is working on EXO skeleton which is a human-machine interface where a vest is provided to the operator giving him, among other things, elbow support. This makes the process easier and lighter; consistency always gets measured.

Ganesh Mani explained, “We also have vision camera system robotics that can capture 70 frames per minute. It compares the pictures with the original and if there is an error sends the message within a TAKT time of 40 seconds. This is our third layer of inspection. By and large our pass ratio is 100 percent; it is only a fall-back mechanism.”

Though the number of models assembled in one line has substantially increased, the company hopes that it can increase further. In assembly, there can be a high of as many as 240 different models, the maximum in a single line, he pointed out.

However, when the UPH in the body shop is increased it has to match the TAKT time of the assembly line as well. “In a lean production system we don’t want too much of a cushion in the other shops as that would prevent hidden problems from coming out. So we don’t go beyond one additional UPH in the previous shop; in between we have some amount of stock for body storage. Within that we manage our line. Every hour the body shop can create 1 more additional body in the same time required for assembly. In this way we can manage any breakdown or process delay up to 1 UPH. On a cumulative of 22 hours that we run, everyday a cushion of 22 bodies will be available to help us manage any kind of change,” he said.

Industry 4.0

About the possibilities of a smart factory Ganesh Mani said, “As part of our agile manufacturing process in our technologically advanced and digitalised factory we wanted to use Industry 4.0 in a big way. Our initiatives for this have started. We have found out that earlier in a body shop alone close to 1GB of data was generated; today it is 15GB a year from all the modules put together. The next stage is to integrate the data seamlessly and put them on display so that the operator who is multi-tasking can see them easily and monitor them thoroughly. This also helps in predictive maintenance which is the objective of big data. We use this in a 6-8 hour slot on Sundays when the assembly line does not work. Any change can be made then. This phase pre-empts impending failures; we use infrared mechanisms to do this. We also have vibration sensors fitted in the equipment that constantly monitor and give an alarm if something is likely to happen like heating up of the motors. We have a Data Analytics Team that looks into all these and takes preventive action. Today, more than 50 data scientists are working on the shop floor. By 2021 we want to integrate all the shops through this process so that we can predict what could happen. An example of how digitalisation in Industry 4.0 is helping us is in the breaking of equipment; whenever the vacuum levels start going up, the machine stops. To avoid this, by digitalisation we can constantly monitor the control limits to ensure that the equipment works in the programmed range. If it goes beyond the safe level, the system sends an SMS to the maintenance team. This helps the operator to plan and change the machine to a new area.”

Energy Conservation

HMI has completely switched over to LEDs, saving about 40 percent energy required for lighting. “Within 18 months we were able to get back the cost of the whole system. We always ensure that energy efficient motors are used. We are also very careful in using water, especially in places like Chennai where water is scarce. We are into hundred percent rain water harvesting. One mm of rain means a saving of 750 kl of water throughout the plant. We can manage 150 days of production without water from other sources; we are planning for complete independence,” he said. (MT)

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JSW MG Motor India has introduced a customer programme for the MG Hector SUV during August 2026 to mark seven years of the model in India. The promotion offers benefits of up to INR 60,000, including exchange allowances, loyalty rewards, corporate incentives and price adjustments.

The MG Hector was launched in 2019 as an internet-connected passenger SUV. The range starts at an ex-showroom price of INR 1.19 million. Under the promotion, financing options include 100 percent on-road price funding for terms extending up to 84 months, alongside complete financing options for vehicle accessories.

Vinay Raina, Chief Commercial Officer, JSW MG Motor India, said, “The MG Hector has enjoyed an extraordinary journey over the past seven years, earning the trust of thousands of Indian families and redefining expectations in the SUV segment. As we celebrate this important milestone, we wanted to thank our customers with an ownership programme that delivers value far beyond the purchase of the vehicle. The Anniversary Programme reflects our customer-first philosophy and our commitment to making the MG Hector ownership experience as rewarding as the product itself.”

The vehicle features front and rear bumpers, a redesigned front grille, alloy wheels and updated exterior colour choices. Cabin updates include multi-tone interior schemes, synthetic and leather trims, front seat ventilation, an adjustable steering column and a power-adjustable driver seat.

On the inside, it gets a 14-inch portrait touchscreen display with gesture control capabilities, a digital instrument cluster and over 70 connected vehicle functions. Additional features include digital key functionality, remote air conditioning management, and automated maintenance notification systems.

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Hyundai Motor India (HMIL) has announced that it has exceeded 800,000 connected cars on Indian roads and aims to reach cumulative connected vehicle sales of one million units by 2027. The manufacturer targets crossing two million cumulative connected vehicle sales by 2030.

Connected vehicle penetration across Hyundai Motor India’s Indian product range has expanded from 4 percent in 2019 to 20 percent in 2026, supported by sales in models including the Creta, Venue and i20. The company's connected mobility infrastructure operates on its Hyundai Bluelink platform, which provides over 70 functions covering safety, security and convenience. Available systems include remote vehicle monitoring, diagnostics, location tracking, in-car payments via Hyundai Pay, remote immobilisation and voice commands supported in five languages.

Tarun Garg, MD & CEO, Hyundai Motor India, said, “The growing adoption of connected vehicles reflects the evolving expectations of customers and the increasing role of technology in shaping mobility. As we move towards our goal of 1 million connected car sales by 2027, we remain focused on advancing software-defined mobility and expanding connected technologies across our portfolio. Our upcoming mass-market electric SUV, which will offer next-generation connected car technology as standard across all variants, marks an important step in strengthening the convergence of connected and electric mobility while delivering future-ready ownership experiences for customers.”

Hyundai Motor India introduced OEM-fitted connected vehicle technology to India in 2019 with the launch of the Venue, followed by over-the-air map updates on the i20 in 2020. The company deployed its Audio Video Navigation Telematics platform in 2022, followed by its Connected Car Navigation Cockpit system with controller over-the-air update capability in 2025 to support software-defined vehicle development.

The platform has provided roadside assistance and emergency responses to over 0.5 million motorists, supported 15,000 crash notification interventions and assisted law enforcement agencies with vehicle recovery operations.

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Tata Motors Passenger Vehicles (TMPV) has announced consumer offers and vehicle special editions across its internal combustion engine and electric vehicle portfolios in Kerala for the Onam festive period.

The festival promotions run through August 2026, offering financial benefits up to INR 225,000, priority delivery slots and vehicle financing packages. As part of the seasonal campaign, the manufacturer has introduced the Sierra Jubilee Edition, Nexon Camo Edition and Punch HBX Pack to its product line-up.

The maximum benefits vary by model across both powertrain platforms – Internal combustion engine (ICE) models include benefits up to INR 54,500 on the Altroz, INR 72,500 on the Nexon and INR 77,500 on the Curvv.

The Harrier and Safari both get benefits up to INR 47,000, while the Sierra includes a loyalty benefit of INR 30,000. In the electric vehicle segment, savings up to INR 60,000 for the Nexon.ev and INR 55,000 for the Curvv.ev is being offered by the automaker. The Harrier.ev features benefits reaching INR 225,000, which includes a loyalty benefit of INR 100,000 alongside complimentary insurance coverage.

Vivek Srivatsa, Chief Commercial Officer, Tata Passenger Electric Mobility, said, “Onam is a celebration of cherished traditions, meaningful reunions and the progress that every family takes pride in. It is a season of gratitude for how far they have come and optimism for the road ahead. Through our 'Celebrate How Far You've Come' campaign, we are celebrating the aspirations, achievements and milestones that make every customer's journey and success unique. Kerala has always been a deeply important market for TMPV, and we are delighted to mark this festive season with special editions, attractive offers and seamless ownership solutions across our safest and most diverse range of cars and SUVs. We look forward to celebrating with our customers their next milestone and creating many more joyful memories.”

At present, Tata Motors Passenger Vehicles operates 85 service centres across Kerala to support vehicle maintenance during and after the sales campaign.

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Tata Motors Passenger Vehicles (TMPV) has launched the Nexon CAMO, a new special edition of its popular compact SUV, with prices beginning at INR 999,000 ex-showroom in Delhi. The introduction coincides with the brand’s celebration of a decade since the Nexon’s original debut and the trust of over 1.1 million customers, marking the model’s enduring success in the Indian automotive market.

The new CAMO variant distinguishes itself with two exclusive premium paint schemes, named Munnar Mist and Coorg Cloud. The former is a dynamic dark green that shifts to a sophisticated grey in shadows and reveals rich green and golden tones under sunlight. In contrast, the latter is a contemporary grey-silver finish with subtle metallic highlights, designed to offer an understated yet premium aesthetic that complements the SUV's rugged character.

TMPV has equipped the Nexon CAMO with a significant technology upgrade, headlined by an Ultra View Twin HD Digital Cockpit. This features a 31.24-cm infotainment system and a 26.03-cm digital instrument cluster, both from Harman, with the latter including embedded navigation. The technology package is further enhanced by an integrated dashcam recorder that is part of the 360-degree camera surround view system, which also includes a blind spot view monitor.

The special edition is not solely about aesthetics and screens, as it also incorporates a comprehensive suite of comfort and safety features. The cabin includes ventilated leatherette front seats, a voice-assisted panoramic sunroof, and an immersive nine-speaker JBL audio system with a subwoofer. Safety is addressed through seven Advanced Driver Assistance Systems functions calibrated for Indian roads, six airbags and electronic stability control, ensuring the CAMO is as secure as it is stylish.

Maintaining the Nexon’s hallmark versatility, the CAMO is offered across all three powertrain options: a 1.2-litre turbocharged petrol, a 1.5-litre diesel and the segment-exclusive 1.2-litre turbocharged iCNG with twin-cylinder technology. With multiple transmission choices available, the automaker has positioned the Nexon CAMO as a distinctive and aspirational package for a wide range of SUV buyers, reinforcing the model's legacy of innovation as the festive season approaches.

Vivek Srivatsa, Chief Commercial Officer, Tata Passenger Electric Mobility, said, "Since its launch a decade ago, the Nexon has provided comfortable, safe and enjoyable journeys for over 1.1 million families, becoming one of India's most iconic nameplates with an unmissable presence on the roads. This success has been built on constantly raising the bar in safety, technology and design while keeping these innovations accessible to a wider set of customers. The Nexon CAMO carries that spirit forward, with two striking new colours and an elevated technology package that makes it the most distinctive Nexon yet. Timed perfectly for the festive season, it gives customers an even stronger reason to make the Nexon their own."

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