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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Japanese automaker Honda Cars India (HCIL) has launched the new Honda City sedan and marked the Indian debut of its global hybrid sport utility vehicle (SUV) – the ZR-V e:HEV.

The introduction of the ZR-V e:HEV expands Honda's hybrid vehicle options in India as a completely built unit (CBU), as the company's flagship SUV in the country.

The new Honda City features updates to its front and rear exterior panels, extending its overall length to 4,594 mm. It introduces a 25.6 cm touchscreen display, ventilated front seats, a 360-degree camera system and the Honda Sensing suite of driver assistance features. The sedan offers two powertrain options: a 1.5-litre petrol engine producing 121 PS paired with a six-speed manual or seven-speed CVT, and a hybrid system producing 126 PS with a fuel economy rating of 27.26 km/l. Ex-showroom prices in Delhi range from INR 1.19 million for the petrol manual base variant to INR 2.09 million for the hybrid version.

The ZR-V e:HEV SUV features a 2.0-litre direct-injection petrol engine combined with a dual-motor hybrid system, generating a maximum output of 184 PS and 315 Nm of torque. The system shifts between electric, hybrid and engine drive modes while delivering a fuel efficiency rating of 22.79 kmpl.

The SUV measures 4,567 mm in length with a 2,655 mm wheelbase and offers up to 1,313 litres of cargo volume when the rear seats are folded flat. Standard features include an eight-airbag system, a 12-speaker Bose audio setup, a 22.8 cm touchscreen and a hands-free power tailgate.

Both models are sold with a three-year unlimited-kilometre standard warranty. The hybrid variants of the City and ZR-V include an eight-year or 160,000-kilometre warranty on the lithium-ion battery package alongside a five-year or 100,000-kilometre warranty covering the hybrid components.

Takashi Nakajima, President and CEO, Honda Cars India, said, "Today's event marks the beginning of HCIL's New Phase of accelerated growth in the market. India is among the top 3 focus markets to realise Honda's future growth which will be driven by a strong pipeline of new products and our efforts to achieve cost competitiveness. This year is a landmark year for us with 6 strategic launches that will sharpen our competitive edge and reinforce our brand position in the market. The launch of the new Honda City and the India premiere of our globally acclaimed Honda ZR-V represent Honda's commitment to bringing sporty, premium and technologically advanced products to Indian customers. We look forward to an exciting year ahead with several new model introductions planned as part of Honda's continued growth strategy for the Indian market."

Pre-bookings for the vehicle have commenced at dealerships across India, with customer deliveries scheduled to begin in July 2026. The updated Honda City is available immediately for sales and deliveries.

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Stellantis-owned Citroen has confirmed the addition of a new model to its vehicle lineup, inspired by its historic 2 CV model. The vehicle is being introduced as part of the FaSTLAne 2030 strategic plan outlined by parent company Stellantis.

Citroen intends to position the vehicle within the electric vehicle category, focusing on a design that prioritises accessibility, weight reduction and practicality to meet modern urban traffic regulations. It has announced that it will disclose further technical and product details at the Paris Motor Show in October 2026.

Xavier Chardon, Chief Executive Officer, Citroen, said, “Reinventing the 2 CV of tomorrow is a huge challenge and responsibility. The original 2 CV was never created to become an icon. It became one because it gave people freedom. The new 2 CV will carry that same spirit forward – not through nostalgia, but by reinventing its simplicity and accessibility for today’s world. Electric. Essential. Affordable. Human. Just like the original once democratised mobility, the new 2 CV will re-enchant electric mobility for a new generation through a highly desirable model. The return of the 2 CV is not simply the return of a legendary name. It is the return of a bold and optimistic idea of progress. A profoundly Citroen idea.”

Development and manufacturing processes for the vehicle are centred at the facility in Poissy, France. Until the production phase of the new model commences, the brand continues to address entry-level electric vehicle demand through its existing e-C3 model variant.

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Mercedes-Benz India has introduced the GLE and GLS Night Editions, two exclusive limited-series models that bring a distinct visual identity and specially curated interiors to the brand’s best-selling luxury SUV range. These editions are part of a global limited run and will be available in restricted volumes, reinforcing their exclusivity and appeal to collectors. The configurations offered are not replicated on any standard variant.

Responding to rising customer demand for personalisation, the Night Editions feature darkened exterior styling with two colour choices: Obsidian Black and Alpine Grey. The Alpine Grey finish is reserved exclusively for this series, providing a more distinctive offering. Inside, both models elevate the cabin with black Nappa leather upholstance and Anthracite open-pore oak wood trim, details unavailable on standard versions. A head-up display comes as standard equipment across both vehicles.

The GLE Night Edition adds AIRMATIC suspension as an extra refinement, distinguishing its ride quality further from the standard GLE. The GLE has long been a consistent performer in Mercedes-Benz India’s core luxury SUV segment, and this new variant builds on that foundation with a sport-influenced black-centric exterior. Meanwhile, the GLS Night Edition applies the same design language to the flagship luxury SUV, which remains the highest-selling model in its segment. The black exterior styling gains greater visual authority on the larger GLS platform, while the premium interior upgrades extend the cabin’s luxurious character.

Pricing for the Night Edition GLS 450 stands at INR 14,100,000 ex-showroom all-India, while the GLS 450d is priced at INR 14,300,000. The GLE 300d Night Edition is available at INR 10,500,000, and the GLE 450 Night Edition at INR 11,400,000, both ex-showroom all-India.

Santosh Iyer, Managing Director & CEO, Mercedes-Benz India, said, “Continuous product innovation for customers through new products, their facelifts and exclusive editions has been core to Mercedes-Benz’s successful product strategy in India, consistently elevating the brand’s desirability. GLE and GLS are undisputed segment leaders in the luxury SUV category in India, elevating India into Mercedes-Benz’s top global markets for these SUVs. The introduction of the ‘Night Edition’ with bespoke design, curated interiors, exclusive appointments and a sharper focus on personalisation makes the SUVs highly exclusive and unmatched in appeal. As our discerning customers increasingly seek vehicles that reflect their individuality, the GLE and GLS ‘Night Edition’ sets a new standard in differentiated luxury, reinforcing Mercedes-Benz’s leadership in top-end luxury SUV space.”

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European automotive major Stellantis has introduced STLA One, a new modular vehicle architecture designed to consolidate five existing platforms into a single, scalable system.

Scheduled for launch in 2027, the platform aims to support the company’s vehicle segments (B, C and D) and is projected to underpin more than 30 models, with production targets exceeding 2 million units annually by 2035.

The platform is claimed to be engineered to deliver a 20 percent improvement in cost efficiency through design modularity, increased component reuse and strategic battery technology choices.

STLA One is central to the company’s broader strategy, which aims for 50 percent of total volume to be produced on three global platforms by 2030. It is the first Stellantis architecture slated to integrate the full suite of the company's ‘STLA’ technology stack, including STLA Brain, STLA SmartCockpit and steer-by-wire systems.

It is designed with common interfaces to reduce complexity and speed up development times across different vehicle segments. The architecture is engineered to be ‘dedicated per energy by design,’ ensuring efficiency for various powertrain types (including electric and hybrid variants).

The platform will support Lithium Iron Phosphate (LFP) battery technology to improve affordability and reduce dependency on critical raw materials. It will also feature cell-to-body integration to reduce weight and complexity and will be 800-volt capable to support faster charging.

While the STLA One announcement represents a new modular approach for the B, C and D segments, it joins the broader family of Stellantis global platforms, which previously included the STLA Small, STLA Medium, STLA Large and STLA Frame architectures. The company’s overall strategy continues to focus on consolidating its diverse portfolio into fewer, more efficient and highly flexible platforms.

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