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)

Honda Cars India Ltd (HCIL) has launched its third generation Amaze compact sedan in India. Available with an introductory price of INR 799,900 to INR 1,089,900 ex-showroom, Delhi, the new car is stylish and more premium in its approach when compared to that of the car that it replaces. 
Developed by Honda R&D Asia Pacific Center in Thailand under the grand concept of 'Elite Booster Sedan’, which reflects the automaker’ vision to empower users to express their success and sophistication, the new Amaze is also an outcome of its manufacturer’s quest for zero traffic collision fatalities by 2050. 
Equipped with – what is claimed to be a segment first -- Honda ‘Sensing’ Advanced Driver Assistance System (ADAS), the Amaze is available in three trim levels – V, VX and ZX. With a choice of six colours, the car measures 3,995 mm in length, 1,733 mm in width and 1,500 mm in height. Its wheelbase is 2470 mm. 
Powered by an E20 complaint 1.2-litre four cylinder ‘i-VTEC’ petrol engine, the compact sedan could be had with a CVT (with Paddle Shift) or a five-speed manual unit. 
Packed with over 28 active and passive safety features, sone of which form a part of the ADAS suite, the Honda Amaze also offers ‘LaneWatch Camera’ and six airbags (as standard). 
With an efficient ‘Connected’ car experience via Honda Connect on the cards (it is backed by a five-year subscription), the compact sedan is supported by 3 years of unlimited kilometres warranty as standard benefit to the customers. Customers can also opt for an extended warranty up to seven years for unlimited kilometres. 
“We are thrilled to present the all-new Amaze – a sedan that is set to outclass in all parameters of Styling, Safety, Connectivity, Drive and Comfort. The Amaze has always held a special place in the hearts of Indian customers, and this new generation model reflects our commitment to meeting their evolving needs. We are confident that this new Amaze will set new standards and continue to strengthen Honda’s legacy in India. For the first time in this segment, we are delighted to bring Honda SENSING, our advanced suite of safety and driver assistive technologies, to the Amaze. With this application, we now have ADAS technology introduced in all models of our India line up and Honda Amaze is the most affordable ADAS enabled car in India,” said Takuya Tsumura, President & CEO, Honda Cars India Ltd. 

Cars24, one of India’s leading autotech platforms, has announced its ambitious plans to invest INR 5 billion towards advancing its technology and product ecosystem in the coming years. Furthermore, it also aims to onboard over 100 techies in the next four months.

The company aims to strengthen its R&D, data science, genAI, Machine Learning (ML), react native, devops, engineering, and product innovation teams. It will create new roles across research and development (R&D), data science, engineering, and product innovation. The teams are expected to develop advanced features such as real-time car valuations, maintenance tracking, insurance renewals, hiring drivers, and car servicing, which can be seamlessly accessed through the company’s super app.

Gajendra Jangid, Co-Founder, Cars24, said, "At Cars24, technology drives everything we do. It’s in the code we write, the products we build, and the experiences we create for our customers. This investment is about pushing boundaries, solving real problems, and shaping the future of mobility through innovation and bold thinking."

The Indian subsidiary of Jeep, a Stellantis brand, has announced that it is supporting the Tennis Premier League (TPL) – a premier professional tennis competition that takes place in the country. 
The association of Jeep India with TPL concerns the sixth season of the sporting event that takes place at the Cricket Club of India in Mumbai from 3 December to 8 December 2024. 
The association between Jeep India and TPL is said to be a fresh category partnership. Aimed at reflecting the Jeep brand’s prowess to excel in tough conditions as well as to align with existing values of the players and the league, the partnership is expected to contribute towards the growth and development of tennis in India as well. 
What is surprising though is that the partnership announcement comes at a time when the Stellantis Global CEO Carlos Tavares has abruptly stepped down. He came under rising criticism for taking the ‘lean’ strategy a bit too far post the lack lustre H1 CY25 results of the group that was formed in 2021 with the coming together of FCA and PSA Group.  
"At Jeep, we’ve always believed in going beyond limits and enabling people to achieve the extraordinary. Partnering with the Tennis Premier League allows us to support a platform that aligns with our values. We are proud to be part of this journey and look forward to a long-term partnership that will help propel Indian tennis to greater heights,” said Kumar Priyesh, Brand Director, Jeep India.  
Kunal Thakkur, Co-Founder of Tennis Premier League, averred, "We are thrilled to welcome Jeep into the TPL family as our Official Drive Partner for the upcoming season. Their reputation for resilience and performance mirrors the values we champion at TPL. This partnership strengthens our commitment to together nurturing a world-class platform for tennis in India.”
 

MG Select, the premium luxury brand from JSW MG Motor India, has confirmed its first product for the Indian market. The company is all set to unveil the MG Cyberster, which it claims is the world’s fastest MG roadster, in January 2025.

The MG B Roadster of the 1960s inspires the two-door MG Cyberster. The company shared that the name ‘Cyberster’ combines the inspiration from the company’s classic roadster and the high-on-tech features.

Gaurav Gupta, Chief Growth Officer, JSW MG Motor India, said, “Growing up and even today, many of us dream of owning a sleek sports car—the kind that makes your heart race, your hair fly in the wind, and lets you relive the romance and thrill we have all seen in iconic movies and on racetracks. The MG Cyberster brings that dream to life, blending the timeless allure of classic roadsters with modern technology and inspired innovation. It encapsulates the thrill and charm of a bygone era while appealing to the discerning tastes of new-age luxury customers in India.”

It was just recently that the company had announced the introduction of the MG Select brand, which will see exclusive experience centres in 12 cities.