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)

Tata Motors, one of India’s leading passenger vehicle manufacturers, has launched the limited Stealth Edition for its Harrier and Safari SUVs.

Marking 27 years of the Tata Safari, the Stealth Edition will be limited to just 2,700 units for both the vehicles. They feature all Matte Black finish, R19 Black Alloy Wheels and a Stealth mascot. On the inside, the first- and second-row ventilated seats get Carbon-Noir Theme (2nd row only in Safari) and voice-assisted dual-zone automatic climate control system.

A 31.24 cm Harman Touchscreen Infotainment System, Arcade App Store for entertainment, Alexa Home 2 Car for remote connect, Inbuilt Map my India for navigation, a 26.03 cm Digital Instrument Cluster and JBL 10-speaker audio system with Harman AudioworX, Sliding Arm-rest and Sprinkler Nozzle are on the offer too.

They continue to be powered by the Kryotec 2.0-litre BS6 Phase 2 Turbocharged Engine, delivering 170PS through a 6-speed automatic transmission. The Stealth Edition features Level 2+ ADAS with 21 functionalities including Intelligent Speed Assist feature (first time in segment), 7 airbags and ESP with 17 safety functions.

The Harrier Stealth edition can be had with price starting INR 2.50 million (ex-showroom Delhi), while the Safari Stealth edition (6- and 7-seater) is priced at INR 2.57 million (ex-showroom Delhi).

Vivek Srivatsa, Chief Commercial Officer, Tata Passenger Electric Mobility, said, “Tata Motors has long been at the forefront of the SUV segment in India, with innovation deeply embedded in its DNA. The Tata Safari, which introduced the concept of a lifestyle SUV to the Indian market, stands as a testament to this spirit of pioneering excellence. With 27 years of unbeatable legacy, the Tata Safari has continually evolved, and the launch of the Stealth Edition is a salute to the same. This special edition is a premium, exclusive release, with only 2,700 units of the enigmatic Stealth Matte Black finish being made available. The STEALTH Edition is more than just an SUV — it's a statement of prestige, adventure, and capability, elevating it to an aspirational collector’s car that will be coveted by enthusiasts and connoisseurs alike. Owning a Stealth Edition isn’t just about possessing an exceptional car; it's about securing a piece of automotive history that everyone will aspire to have in their garage.’’

Kia India, a leading passenger vehicles manufacturer, has unveiled the refreshed 2025 Seltos SUV with prices starting INR 1.11 million (ex-showroom India).

The company has also introduced eight new variants across the Smartstream G1.5 and D1.5 CRDi VGT engine options. This means customers can now choose between 24 trims across different variants.

The HTE(O) variant, priced at INR 1.11 million, includes an 8-inch touchscreen with Bluetooth connectivity, a 6-speaker audio system and a steering wheel with audio controls. It also features a rearview mirror, a connected tail lamp similar to the HTK design, DRL/PSTN LED lamps, a rear combi LED and an auto-control headlamp for optimal lighting. All-door illuminated power windows further add convenience.

The HTK(O) variant, starting at INR 1.29 million, includes a panoramic sunroof, 16-inch alloy wheels, a roof rail and a rear wiper with washer & defogger. It also comes with cruise control, all-door illuminated power windows, a mood lamp with sound integration and a smart key with a motion sensor.

The HTK+(O) variant, priced at INR 1.43 million, comes with 17-inch alloy wheels and an EPB IVT with the Zbara Cover AT. It features MFR LED headlamps with a turn signal LED sequence, LED fog lamps, a black radiator grille, auto-fold ORVMs and a parcel tray. Other additions include a chrome belt line, an artificial leather knob, a mood lamp, and a smart key with a motion sensor.

Hardeep Singh Brar, Sr. VP and National Head, Sales and Marketing, Kia India, said, "Kia began its journey in India with the Seltos, which has played a key role in establishing the brand. The Seltos continues to be the largest contributor to our overall sales due to the value it delivers to customers. We are committed to continually updating the model to meet the evolving needs of today’s consumers. With the addition of new variants for the Smartstream G1.5 engine, we are offering even greater value. These new variants will further boast a strong demand”.

Skoda Auto India, a leading passenger vehicles manufacturer, aims to make smarter inroads in the country’s fast-growing passenger vehicles segment.

The company recently introduced the Skoda Kylaq, its first-ever sub-4-metre SUV, which is expected to bring incremental volumes for the Czech automaker in India. And now to further drive and popularise the company’s product offerings, it has signed its first-ever 'brand superstar'  – popular Bollywood actor Ranveer Singh – in the country. 

Petr Janeba, Brand Director, Skoda Auto India, said, “When the Kylaq was premiered, I promised that, ‘Picture abhi baaki hai’. As we celebrate 25 years in India, we have committed to driving into a new era here, which goes beyond launching world-class products. It revolves around revamping every aspect of the business, including the way we engage with our customers and fans. Around the world, and more so in India, cars and movies generate emotions that are unparalleled and bring people together. And so for the first time in our history in India, I am proud to announce Ranveer Singh as the first-ever ‘Brand Superstar’ for Skoda Auto India. Being a powerhouse of talent and energy, on and off-screen, Ranveer‘s persona strongly reflects our passion and ethos. This announcement comes at a time when we are celebrating 130 years of global excellence. There is a lot more this partnership is going to bring for our products, our network and our customers, as we look to strengthen our position as the most important market for Skoda outside Europe.”

Skoda Auto India has released the first poster featuring Ranveer Singh along with Petr Janeba and the Kylaq SUV. It also plans to launch a brand-centric film by end-March, which will provide an opportunity to fans and customers to meet Ranveer Singh and the management of Skoda Auto India later in the year.

“I am thrilled to be Skoda Auto India’s first-ever brand superstar. This collaboration reflects a shared commitment to excellence, and I look forward to contributing to the growth of Skoda Auto in India. Skoda Auto has a diverse and exciting product portfolio that caters to both automotive enthusiasts and a wider customer base in India’s growing market. With a strong legacy and an iconic range of products, the brand continues to set high standards in the automotive industry,” said Ranveer Singh.

Skoda Auto considers India its most important market outside Europe. It also plans to sell 100,000 cars annually by 2026. Furthermore, it aims to expand its sales and service touchpoints to 350 by end-2025 from the present 277.

Also read: Skoda Auto India Showcases Kylaq, Kodiaq, Superb and More at Bharat Mobility Global Expo 2025

Yokohama India has started manufacturing 20-inch tyres at its production facility in Bahadurgarh, Haryana. This action was taken in response to the increased demand for tyres with a wider tread, which was fuelled by the growing popularity of SUVs and the luxury market.

Following its recent decision to localise the manufacture of 19-inch tyres, Yokohama India has expanded, demonstrating its continued dedication to producing top-notch goods. High-performance tyres like the Geolandar X-CV (G057), made for luxury SUVs, are among the high-end tyre options in this category. With its sophisticated silica compounds, asymmetric tread pattern and two-ply sidewall, the X-CV offers improved grip, durability and a smooth driving experience. It may now be purchased through the vast countrywide network of more than 3,000 merchants operated by Yokohama India.

Gaurav Mahajan, Head of Marketing at Yokohama India, said, “With improving road infrastructure and advancement in vehicle geometry, passenger segment vehicles are now opting for larger-inch tyres. Higher inch tyres also offer better handling and safety as they could accommodate advance braking systems. By expanding our local production capabilities, we are future-proofing our offerings – now with the capability to manufacture up to 24-inch tyres – ensuring that we continue to serve the premium segment with cutting-edge, high-performance products.”