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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VinFast Auto India, a subsidiary of Vietnamese automaker VinFast, has signed agreements with 13 dealer groups to open 32 dealerships in 27 Indian cities.

The move is part of automaker’s strategy to establish a sales, service, and spare parts network across the country. With pre-bookings for the VF 6 and VF 7 models scheduled to begin on 15 July, the company aims to establish 35 dealerships by end-2025.

The current dealerships will be spread in cities including Delhi, Gurugram, Chennai, Bengaluru and Hyderabad. These locations were selected based on EV adoption, infrastructure and demand.

Pham Sanh Chau, CEO, VinFast Asia, “We are pleased to partner with India’s most respected dealer partner groups as part of our comprehensive strategy to establish a wide-reach, high-quality retail and service network. This partnership reinforces our focus on delivering an elevated EV experience backed by reliability, customer trust, and service excellence. As we prepare to bring our electric SUVs to Indian roads, we are focused on ensuring that customers across key cities have seamless access to VinFast’s world-class products and support infrastructure.”

The selected dealer partners are known for their market presence. Each facility will include showrooms, service workshops and spare parts. These outlets will deliver VinFast's service standards to Indian consumers.

VinFast is also expanding its ecosystem in India through partnerships. The company has partnered with Global Assure for roadside assistance and call centre support. myTVS and RoadGrid will provide an EV charging solution and service network. VinFast has also collaborated with BatX Energies for battery recycling solutions.

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German luxury brand Mercedes-Benz India has reported its strongest ever start to a fiscal year, retailing 4,238 new vehicles between April and June 2025 (Q1 FY2026), marking a 10 percent YoY growth.

The company shared that its performance in Q1 was primarily driven by robust demand for its Core and Top-End Luxury segments.

The Top-End Luxury segment proved to be a significant highlight, experiencing a 20 percent growth. This category includes models such as the S-Class, Mercedes-Maybach range, EQS products and AMG performance vehicles. Notable demand was seen for the S-Class, Mercedes-Maybach Night Series, G 580 with EQ Technology, EQS SUV and the iconic AMG G 63. The limited-edition AMG G 63 'Collector’s Edition' has already garnered an overwhelming response, and the recently launched AMG GT 63 PRO is reportedly sold out for the remainder of the year.

The Core segment, comprising the C-Class, E-Class LWB saloons and the GLC and GLE SUVs, contributed 60 percent to total sales volume and grew by 10 percent. The E-Class LWB continues to be India's highest-selling luxury car, further boosted by the introduction of the E450 performance variant.

While the Entry Luxury segment saw a marginal decline due to intense competition from lower-priced offerings, Mercedes-Benz emphasised the feature-rich and value-oriented approach of these products.

Mercedes-Benz's BEV portfolio witnessed an outstanding 157 percent growth in Q1, increasing its penetration to 8 percent of total sales. This surge was predominantly driven by the Top-End Luxury BEVs, with the EQS SUV, EQS Maybach Night Series and the G 580 SUV with EQ Technology seeing record demand. Waiting periods for the EQS Maybach and G 580 with EQ Technology currently extend up to six months.

The luxury car maker stated that this record-breaking quarter was achieved despite various micro-economic hurdles, including fluctuating foreign exchange rates, price increases and competitive market dynamics, particularly within the entry-luxury segment. Mercedes-Benz attributes its success in the higher-end categories to a growing consumer preference for exclusive, hyper-personalised and premium vehicles.

Santosh Iyer, MD & CEO, Mercedes-Benz India, said, “Mercedes-Benz kick-starts the current fiscal with best-ever sales performance, registering 10 percent growth. This strong sales performance is buoyed by the robust demand for our portfolio, particularly for the top-end luxury and BEV segments, highlighting a growing customer preference for exclusive luxury vehicles with hyper-personalisation and customisation. We are equally thrilled with the outstanding momentum of our BEV portfolio, driven by top-end BEVs like the EQS SUV, EQS Maybach and the G 580 with EQ technology."

"Our sharp focus on bolstering the Top-End Luxury has been highly successful in influencing customer preferences and differentiating Mercedes-Benz as the most desirable luxury brand in India. Launch of the GLS AMG Line, reiterates Mercedes-Benz’s focus on enriching the top-end luxury portfolio with new products. The GLS has been Mercedes-Benz’s top-selling ‘Large Size Luxury SUV’ with more than 16,000 units on Indian roads. The addition of the New GLS AMG Line will further bolster Mercedes-Benz’s SUV portfolio, accentuating the strong DNA of the GLS, with a road presence and grandeur that is unparalleled. With AMG styling GLS becomes sporty and expressive in design, completely redefining the segment with space, performance and ride comfort, in the most commanding way,” concluded Iyer.

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Toyota Kirloskar Motor, one of the leading passenger vehicle manufacturers, has announced significant upgrades to its popular hatchback the Toyota Glanza.

The company has announced that all variants of the Toyota Glanza will now come standard with six airbags. As part of its move to provide comprehensive protection for both drivers and passengers in the urban-centric vehicle.

In addition to the safety upgrade, Toyota Kirloskar Motor has introduced a limited-period ‘Prestige Package.’ This accessory bundle, available from June until 31 July 2025, includes dealer-fitted enhancements such as premium door visors, body side moulding with chrome and black accents, rear lamp garnish, chrome garnishes for ORVMs and fenders, a rear skid plate, illuminated door sills and lower grille garnish.

The Toyota Glanza, celebrating six years in India with over 200,000 units sold, continues to be recognised for its dynamic styling, fuel efficiency and advanced features. Powered by a 1.2-litre K-Series petrol engine, it has a claimed fuel efficiency of 22.94 kmpl (AMT) and 30.61 km/kg (CNG). Key features include a 9-inch infotainment system, Head-Up Display (HUD), 360-degree camera and Toyota i-Connect with over 45 connected features.

The Glanza also boasts a robust TECT body structure and other safety features like Vehicle Stability Control (VSC) and Hill Hold Assist. It comes with a 3-year/100,000 km warranty, extendable up to 5 years/220,000 km, along with Toyota's 60-minute Express Maintenance service and 24/7 roadside assistance.

The updated Toyota Glanza starts at an ex-showroom price of INR 690,000.

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Kia India, a leading manufacturer of passenger vehicles, has appointed Atul Sood as Senior Vice-President – Sales & Marketing, effective 11 July 2025. Reporting to Joonsu Cho, Chief Sales Officer, Kia India, he will be responsible for leading the brand’s nationwide sales strategy and operations.

With over 3 decades of experience in the automotive industry, Sood was most recently the President and Director at Toyota Mobility Solutions and Services India.

He is credited to having grown the business across the country, including dealer expansion and customer centric innovation. He also held senior roles at Toyota Kirloskar Motors and Toyota Motor Asia Pacific previously.

Gwanggu Lee, Managing Director and CEO, Kia India, said, "We are thrilled to welcome Atul Sood to Kia India family. His deep industry expertise and strategic acumen will be invaluable as we continue to strengthen our market position and enhance customer satisfaction. We look forward to his leadership and contribution in driving the next phase of our growth journey."

Atul Sood, said, “I am excited to join Kia India at such a dynamic time in its evolution. Kia has established itself as a forward-thinking and customer-focused brand and it’s commitment to innovation and customer delight resonates strongly with me. I am looking forward to working with the team to deliver exceptional value and drive sustainable growth across the country.”

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