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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Honda Cars India (HCIL), a leading manufacturer of premium cars in India, has reported its wholesales for April 2026.

In April 2026, the Japanese automaker sold a total of 4,938 vehicles, a flat growth, as against 4,871 units sold last year.

Interestingly, domestic sales grew by 21 percent at 4,069 units, as against 3,360 units last year. On the other hand, the exports saw a decline of 42 percent at 869 units, as against 1,511 units a year ago.

Kunal Behl, Vice-President, Marketing & Sales, Honda Cars India, said, “The new fiscal year has begun on a positive note for us, with good sales momentum for Amaze, City and Elevate. Honda Cars India has recorded a 21 percent growth in domestic sales for April 2026. We remain confident of sustaining this growth trajectory in the coming months.”

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Maruti Suzuki India (MSIL), the country’s largest passenger vehicle manufacturer, has kicked off the new fiscal year with a historic performance, reporting its highest-ever monthly sales in April 2026.

The company dispatched a staggering 239,646 units, bolstered by a significant resurgence in the small car segment and a relentless push in the SUV space.

During a post-sales conference, Partho Banerjee, Senior Executive Officer, Marketing & Sales, Maruti Suzuki India and Rahul Bharti, Senior Executive Officer, Corporate Affairs, Maruti Suzuki India highlighted a shifting landscape where traditional entry-level models are finding new life alongside the company’s aggressive EV and SUV expansion.

In a notable shift from recent industry trends, Maruti’s Mini segment (including Alto, Celerio, S-Presso and WagonR) witnessed a massive 253.7 percent growth. The overall small car category grew by 74.4 percent YoY, a surge management attributed to ‘unlocking’ production capacity that was previously constrained.

"As we had capacity to increase production, the sales of the mini segment have grown, especially from people upgrading from two-wheelers to passenger vehicles," noted Banerjee.

Simultaneously, the SUV portfolio reached an all-time high of 55,062 units. The newly launched Victoris has become a standout performer, clocking 13,700 sales last month and becoming the fastest model to hit the 50,000-unit milestone in India.

Maruti Suzuki India confirmed that SUVs now account for 30 percent of its total portfolio, and the company is closing in on the ‘pole position’ in the segment. Interestingly, the automaker’s other portfolio continues to grow as well.

CNG, EV Momentum and defying global headwinds

Sustainability and fuel efficiency continue to drive volumes. April saw the highest monthly CNG sales at 76,348 units. Remarkably, 4 out of every 10 cars sold by Maruti were now CNG-powered.

On the other hand, Maruti Suzuki India’s first electric SUV, the e-Vitara, saw 2,006 units domestic sales in April. Banerjee revealed that 85 percent of demand is skewed toward the higher 61kW variant. Full-scale production capacity is expected to be reached by the June-July window.

Despite ongoing geopolitical tensions in West Asia and uncertainty over the Strait of Hormuz, Maruti’s exports grew by 43.3 percent to 40,054 units.

Bharti emphasised a de-risking strategy, stating that leadership is about ‘growing exports with or without the war.’

The Jimny emerged as the star of the export stable, with 6,938 units shipped, primarily to Japan, making it the company’s highest-exported model for the month.

Focus on unlocking capacities

Going forward, Maruti Suzuki India remains upbeat on the remainder of the year, with on-ground stock remaining lean at 16-17 days as of May 1st.

At present, the focus is on unlocking and streamlining capacities with a massive pending booking list of 165,000 units, with the Ertiga remaining a key focus for ‘debottlenecking.’

Rural markets now contribute 52.3 percent of total sales, growing at 39 percent as Maruti penetrates deeper into the hinterlands.

Addressing the future of the Ignis, management hinted at a strategic refresh. While current production has ceased, the brand is expected to return in a ‘different avatar’ to meet evolving customer needs.

Overall, Banerjee expects the total industry volume (TIV) for April to land between 445,000 units and 450,000 units, a significant jump from 350,000 units last year. While rising fuel prices remain a potential threat to small car growth, the management remains bullish, citing ‘Triple Tailwinds’ – GST 2.0, income tax relief and reduced repo rates – as the primary drivers for a strong FY2027.

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Toyota Kirloskar Motor (TKM), one of the leading passenger vehicle manufacturers, has announced its wholesales of 32,086 units for April 2026. This marks a 17 percent YoY growth, as compared to the 27,329 units sold in April 2025.

Interestingly, the company’s domestic volumes grew by 21 percent to 30,159 units, as against 24,833 units a year ago. On the other hand, exports declined by 23 percent to 1,927 units, as against 2,496 units for the same period last year.

Between January and April 2026, Toyota Kirloskar Motor has sold a total of 137,194 units, representing a 19 percent growth over the same period in 2025.

A significant achievement for the month was the Innova HyCross, which reached 200,000 cumulative sales milestone. The company noted that this reflects the increasing market acceptance of its hybrid vehicle offerings.

Sabari Manohar, Executive Vice-President, Sales-Service-Used Car Business, Toyota Kirloskar Motor, stated, “Our sales performance in April 2026 reflects steady and sustained progress, driven by a strong focus on customer centricity, product excellence and disciplined execution across markets. A key highlight during the month was the Innova HyCross achieving the 2‑lakh cumulative sales milestone, reinforcing the positive and growing market acceptance of our hybrid offerings. Despite evolving industry conditions, we continue to see good performance due to the consistent efforts to align technological innovations with customer expectations. We remain confident that this momentum, supported by our expanding product portfolio and a robust dealer network will sustain our progress in the months ahead.”

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French automotive major Renault India has reported its domestic wholesales of 5,413 units in April 2026, which marks a 108 percent YoY growth, as compared to 2,602 units sold in April 2025.

The OEM said it has sustained double-digit growth following the launch of the new-generation Triber and Kiger in September 2025. Other key factors contributing to the April results include a strong response to the recently launched Renault Duster.

To support increasing demand, Renault India is growing its retail and service footprint, which includes the recently opened new "R store" and a workshop in Ranchi. With this, Renault India has expanded its sales and service touchpoints to 638 touchpoints across the country.

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