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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German luxury automotive brand BMW India has introduced the updated BMW 7 Series range, offering petrol and battery-electric powertrains across the lineup at prices starting at INR 19.5 million (ex-showroom).

The launch includes the BMW i7 M70 xDrive performance model, alongside the local production launch of the electric i7 at the BMW Group Plant in Chennai.

With local assembly of the i7 in Chennai, India becomes the second country after Germany to produce the electric model locally. The performance-focused i7 M70 xDrive will be imported into the country as a completely built-up unit (CBU) with deliveries across the 7 Series portfolio scheduled to begin in October 2026.

Furthermore, the company also introduced actor Ranveer Singh as the Brand Voice for BMW India at the launch.

Pricing for the petrol-powered 740 M Sport and all-electric i7 eDrive50 xDrive M Sport starts at INR 19.5 million, while the flagship i7 M70 xDrive is positioned at INR 26.5 million (all ex-showroom).

Hardeep Singh Brar, President and CEO of BMW Group India, said: "The new BMW 7 Series is more than our flagship sedan - it is our ultimate statement of modern luxury. It moves the leaders, changemakers and visionaries who are shaping tomorrow. Every detail has been crafted around one idea: those who have reached the pinnacle deserve an experience to match. The new 7 Series sets a benchmark, whether you choose to take the wheel or be driven. It is the new face of the BMW Luxury Class, while offering an early glimpse into technologies that will shape the Neue Klasse era. And with our Power of Choice philosophy, customers can choose from dynamic combustion engines to advanced electric mobility. Because true luxury is not about limiting choices - it is about expanding them. With the new 7, luxury doesn’t end with the drive; it begins there."

"The new BMW i7 M70 xDrive is the most powerful 7 Series ever created - where M performance meets first-class luxury, without compromise. It brings together exhilarating electric performance and the refinement expected from the pinnacle of the BMW portfolio. This is a car for someone who wants the thrill of taking the wheel and, equally, the luxury of being driven. Few cars can make the driver’s seat and the rear seat equally desirable. The i7 M70 does. It represents our belief that sustainability and performance are not competing choices. The future of luxury can be electric, exhilarating and extraordinary - all at once," added Brar.

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Kia India has opened pre-bookings for the Carens CNG, Carens Clavis CNG and Carnival Limousine Hybrid models across its authorised dealer network, expanding the company’s multi-powertrain portfolio in the Indian market.

The additions follow their display at Kia Inspiration Day and introduce alternative fuel options to the manufacturer's multi-purpose vehicle segment. The pricing for all three models is set to be announced at a later date.

Both the Carens CNG and Carens Clavis CNG are based on the G1.5 six-speed manual transmission platform and feature a factory-fitted CNG system with a 60-litre tank capacity. Technical modifications include engine calibration for CNG fuel, revised suspension setups, 16-inch wheels and 16-inch disc brakes. The driver interface incorporates a fuel change switch alongside a 4.2-inch colour TFT display with CNG distance-to-empty logic. Structural changes to the third-row seat-back frame have also been implemented to adjust the recline angle.

The CNG range will include Premium (O) trim for the Carens, while the Carens Clavis will be sold in HTE and HTE (O) trims for retail buyers.

For commercial and business-to-business fleet operations, Kia India has designated the M-Drive trim for the Carens CNG and the HTM trim for the Carens Clavis CNG.

The Carnival Limousine Hybrid introduces an electrified powertrain to the upper tier of the range, powered by a G1.6T HEV engine paired with a six-speed automatic transmission.

It is offered in the Limousine+ trim, which features 18-inch dual-tone aero alloy wheels, active air flaps and a virtual engine sound system. Interior equipment includes an air purifier with air quality index display, seat-back tables with integrated wireless charging, ambient lighting and leatherette door trims.

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Hyundai Motor India, one of the leading passenger vehicle manufacturers, has introduced the Lounge Edition variant across its Creta, Alcazar and Creta Electric SUVs. The special edition trim updates interior cabin equipment, rear seat entertainment and exterior trim styling across the three vehicle lines.

The primary update across all Lounge Edition models is an integrated 29.46 cm rear seat entertainment system featuring streaming platform compatibility, interactive gaming, an app store and smartphone mirroring, operating alongside an eight-speaker Bose audio system.

On the inside, it features silver interior accents, white ambient lighting, revised seat patterns and branded headrest cushions. Exterior changes feature black trim on the skid plates, side sills, roof rails, rear spoiler and side mirrors, paired with black alloy wheels and a golden bronze paint option.

The Creta Lounge Edition, built on the King trim level, is available with a 1.5-litre petrol engine mated to an intelligent variable transmission or a 1.5-litre diesel engine with an automatic gearbox, with prices starting at INR 1.92 million ex-showroom.

The Alcazar Lounge Edition is offered in a five-seat layout based on the Signature variant, powered by a 1.5-litre diesel engine with an automatic transmission and equipped with a voice-activated panoramic sunroof, priced from INR 2.18 million. The Creta Electric Lounge Edition, based on the Long Range Excellence trim, adds a dashcam and rear wireless charging pad, with prices starting at INR 2.43 million.

Amit Dhaundiyal, Head of Product Strategy and Planning, Hyundai Motor India, said, "At Hyundai, we continuously strive to create products and experiences that resonate with the evolving aspirations of our customers. Customers today seek experiences that go beyond mobility, and the new Lounge Edition has been designed with this evolving aspiration in mind. From lounge-inspired interiors, engaging digital entertainment and on-the-go gaming experiences powered by rear seat entertainment, to distinctive styling enhancements, every element has been thoughtfully crafted to transform every journey into a more comfortable, connected and rewarding experience. The Lounge Edition reflects Hyundai's commitment to delivering meaningful innovations and greater value across our SUV portfolio, and we are confident it will appeal to customers seeking a unique blend of luxury, comfort, entertainment and exclusivity in their everyday journeys."

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German automotive luxury brand Audi has unveiled the A2 e-tron electric compact model, which marks its most compact green offering, with prices starting EUR 38,200 in Germany.

Developed in Germany and produced at the manufacturer’s Ingolstadt facility, the EV has an energy consumption rating of 12.8 kWh per 100 kilometres under the WLTP test cycle.

The company will open bookings on 10 September, with European deliveries scheduled to begin in December.

The A2 e-tron is offered in four power outputs ranging from 125 kW and 350 Nm of torque in the base specification to 240 kW and 545 Nm in the top variant, paired with rear-wheel drive and permanently excited synchronous motors. Depending on the output, battery capacities are available in 52 kWh, 61 kWh, or 84 kWh gross options, achieving a maximum driving range of up to 646 kilometres under WLTP conditions.

The chassis design incorporates a drag coefficient of 0.24, utilising active cooling air intakes, aero wheels and wheel-arch gap reducers. Bidirectional charging capabilities support Vehicle-to-Load (V2L) external device powering and Vehicle-to-Home (V2H) energy transfer via compatible wall boxes.

On the inside, it features a curved MMI panoramic display housing a 12.3-inch instrument cluster and a 12.8-inch infotainment touchscreen with artificial intelligence assistant integration. Storage incorporates the Fidlock magnetic attachment system as standard equipment, alongside an optional 1.6-square-metre panoramic glass roof.

Audi states that around 300 components across the vehicle are constructed using recycled materials, including post-consumer plastics, aluminium and steel.

The EV assembly utilises 250 existing industrial robots and 1,200 reallocated production components at the Ingolstadt plant, using fixed-sequence manufacturing methods. Standard driver assistance systems include adaptive cruise control, emergency brake assist, evasive assist, attention assist and parking sensors with a rear-view camera.

Gernot Dollner, Chief Executive Officer, Audi, said, “The A2 e-tron is more than a new model: It represents Audi’s renewal. It shows how we are rethinking premium for Europe: using resources more intelligently without compromising on quality, technology, or customer experience. Developed for the needs of our European customers and built in Ingolstadt, it demonstrates our ambition to shape the future of premium mobility.”

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