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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Maruti Suzuki India (MSIL) has officially announced the introductory prices for its new SUV, the Victoris, with a starting price of INR 1.04 million. The company stated that sales for the vehicle will begin on 22 September 2025.

Targeting young and dynamic customers, the Victoris is designed to cater to a digitally integrated and ‘Always Online, Always On The Move Lifestyle.’

Partho Banerjee, Senior Executive Officer, Marketing & Sales, Maruti Suzuki India, “We have received an incredible response for the VICTORIS ever since its launch earlier this month. Customers have expressed overwhelming appreciation for the Victoris SUV, especially its intelligent technology, hyper-connected features, progressive and sleek design and all-round safety. Building on this euphoria, we are delighted to announce introductory prices for the Victoris, starting at INR 10,49,900. Armed with versatile powertrain options that are tailored for adventurous and environmentally responsible buyers of today, the VICTORIS is powered by high-end technologies such as strong hybrid, Allgrip Select, S-CNG and Smart Hybrid. With its robust performance, 5-star safety~ and cutting-edge features, the Victoris truly has ‘Got It All’—making it aspirational, yet accessible for today’s youthful SUV customers who seek experiential lifestyles.”

The Victoris is offered with a variety of powertrain options, including strong hybrid, Allgrip Select, S-CNG, and Smart Hybrid technologies. It boasts a 5-star safety rating and is available in 21 variants and 10 colour options (three dual-tone and seven monotone). The new SUV will be sold through Maruti Suzuki ARENA showrooms.

Here is the full price list for the new Maruti Suzuki Victoris (all prices are ex-showroom)

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Maruti Suzuki India, the country's largest passenger vehicle manufacturer, is leaving no stone unturned to mark its aggressive strategy to reinforce its leadership position.

The company, which recently introduced the Victoris SUV, to further cement its position in the SUV space, has made owning the vehicle more attractive with the model scoring a 5-star safety rating for both adult and child occupants under the new Global NCAP standards.

This makes the Victoris the second model after the Dzire sedan (last year) to score a 5-star safety rating, thus clearly indicating a focussed approach towards improving vehicle safety.

Global NCAP crash tested the Victoris, which comes with six airbags, ESC (Electronic Stability Control) and pedestrian protection as standard.  

The results found that the structure and footwell areas are rated as stable and can withstand further loadings. All body regions for adult occupants showed adequate to good protection in all crash test scenarios. 

Side impact and pole test showed full head protection. Global NCAP also found that 18-months old and 3-year-old child dummies showed full protection in the rearward facing child seat with ISOFIX anchorages and support leg.  

Richard Woods, Chief Executive Officer, Global NCAP, said, “The five star Victoris clearly demonstrates Maruti Suzuki’s commitment to improved safety for its new models. It continues the trend set by the Dzire launched last year which also achieved five stars.  We warmly welcome Maruti Suzuki’s engagement with the requirements of Global NCAP’s new protocols. The result is a significant vehicle safety victory for motoring consumers in India.”  

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Škoda UK has appointed Philip Taylor as the new Head of Network Sales, with his tenure commencing on 1 November 2025. Taylor brings a wealth of experience to the role, having dedicated 16 years to various positions within Volkswagen Group UK.

His career has encompassed a diverse range of both brand-specific and broader Group functions, providing him with a comprehensive understanding of the automotive sector. Most recently, Taylor held the strategic position of Head of Product and Planning at Volkswagen Passenger Cars UK. His leadership during this period was a significant contributing factor to the brand achieving the notable status of the UK's best-selling new car brand. A key highlight of his tenure was his instrumental role in steering the successful market introduction and launch of the brand's pivotal all-electric ID. model range.

In this new capacity, Taylor will be taking over from Kevin Rendell, who is departing Škoda UK to assume the identical role of Head of Network Sales at Volkswagen UK. This move represents a strategic exchange of seasoned commercial expertise within the Volkswagen Group family, with Taylor's proven track record in sales and product strategy positioned to further accelerate Škoda's ongoing growth and success in the UK market.

Taylor is joining Škoda UK at a particularly auspicious time for the Czech manufacturer. The brand is currently experiencing a period of considerable commercial success and critical acclaim, having recently achieved its highest-ever UK market share.

Matthew Bowden, Brand Director, Škoda UK, said, “I’m very pleased to welcome Phil to the Škoda  UK team. He will bring a wealth of experience built from his varied roles across the Group, which I am sure will prove invaluable as we move into the next stage of our growth plans.”

Taylor said, “I’m very excited to join the Škoda team. The brand has developed impressively over the years, and is now a major player in the UK market with a very strong, award-winning model line-up. I am really looking forward to working with the UK team and its retailer partners to help continue its successful momentum.”

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Maruti Suzuki India (MSIL), the country’s largest passenger vehicle manufacturer, has further expanded its product portfolio with the launch of the Victoris SUV.

The Victoris is being made available in multiple powertrain options, including petrol with strong hybrid, Allgrip Select (4x4) and factory-fitted S-CNG with an underbody tank design. Bookings are now open at INR 11,000.

The SUV can be had with a 1.5-litre hybrid powertrain with EV mode and e-CVT transmission, a multi-terrain 4x4 system with four drive modes and a CNG variant with dual ECUs.

The Victoris will join the Brezza, Ertiga, Fronx, Grand Vitara and Jimny to further expand its play in the SUV segment.

The new SUV features a 26.03 cm fully digital instrument cluster, 25.65 cm SmartPlay Pro X infotainment system with wireless Apple CarPlay and Android Auto, over-the-air updates and Alexa Auto integration. It also introduces a segment-first Infinity by Harman 8-speaker system with Dolby Atmos, 64-colour ambient lighting, ventilated seats, powered driver’s seat, wireless charging with cooling and a panoramic sunroof.

On safety, the Victoris comes with six airbags as standard, Level 2 ADAS with more than ten driver-assist features, all-wheel disc brakes, electronic parking brake, and a 360-degree camera. In fact, the Victoris has scored a 5-star Bharat NCAP safety rating for both adult and child occupants.

It comes with Maruti Suzuki India’s Arena Safety Shield, including ESP, ABS with EBD, hill hold control and a standard three-year/100,000 km warranty.

Hisashi Takeuchi, Managing Director & CEO, Maruti Suzuki India, said, “The new-age Indian customer is well-travelled, hyper-connected, socially aware, technologically progressive and environmentally responsible. To meet the aspirations of such customers, our new SUV the Victoris has ‘Got It All’. Victoris is a Latin word that means ‘victory’. We are confident the Victoris with its high technology, sleek design, intelligent and connected features, 5-star level safety and multiple environment friendly powertrains will win hearts in India. With Victoris we are strengthening our SUV portfolio and our overall market share.”

Partho Banerjee, Senior Executive Officer, Marketing & Sales, Maruti Suzuki India, said, “At Maruti Suzuki, we are always listening to our customers. Today’s young, and dynamic audience consider an automobile as a reflection of who they are – energetic, composed, confident and always moving forward. We gave this brief to our design and engineering teams for the all-new ‘Victoris’. SUVs may be the most loved segment today, but the SUV buyer has evolved. This new generation of young customers are ambitious, hyperconnected and value experiential living. The all-new Victoris is our answer to that shift - a progressive blend of tech, design and versatility. It is engineered with true SUV DNA and sets a new benchmark for what today’s automobiles can feel like. With the Victoris, we’re not just launching another SUV, we’re celebrating a new dimension to driving - one that’s ‘Got It All’.” 

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