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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Hyundai Motor India (HMIL) has expanded its Alcazar SUV range with a new Corporate variant with diesel powertrain at prices starting INR 1.78 million and an expansion of automatic transmission options in the Prestige DCT Petrol (7-speed) at INR 1.86 million.

The Alcazar Corporate variant is equipped with a voice-enabled smart Panoramic Sunroof and is available with both 6-speed Manual and 6-speed Automatic transmission choices, and is designed to appeal to the evolving aspirations of Indian SUV buyers.

Tarun Garg, Whole-Time Director and Chief Operating Officer, Hyundai Motor India, said, “At Hyundai Motor India, we are continuously listening to customer feedback and evolving our product offerings to meet their aspirations. The introduction of the Corporate variant in Alcazar Diesel with a voice enabled smart panoramic sunroof and the inclusion of DCT in the Prestige Petrol variant reflects our commitment to providing a more personalized and premium SUV experience. With these updates, we aim to offer more choice and delight to our customers who seek performance, technology and sophistication in their vehicles.”

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When Tata Motors launched the Harrier.ev, it wasn’t just introducing another electric vehicle — it was signalling a shift in India’s premium electric vehicle landscape. Based on Tata’s Gen 2 EV (acti.ev+) architecture, the Harrier.ev blends familiarity with futuristic design, making electrification a natural progression rather than a disruptive leap.

Interestingly, the company is providing a lifetime warranty on the battery for the first vehicle owners, applicable only to private owners. 

Anand Kulkarni, Chief Product Officer, Tata Passenger Electric Mobility, told Motoring Trends, “We have said that our Gen 2 approach is basically a pure EV approach. Much the same way, the acti.ev+, in fact, we have taken that architecture further ahead on the Harrier.ev to make sure that you can get the seating comfort of a regular SUV without any compromise on the battery or powertrain.”

While rivals explore born-electric platforms from scratch, Tata’s strategy with the Harrier.ev is different – marrying known aesthetics with a ground-up EV design. That’s not just a technical decision, but as Kulkarni stated, it’s rooted in customer behaviour.

“There is a section of people who are saying, who want the comfort and the familiarity of the product that they are using. So we have ​made a product that retains that familiarity, while giving them the benefits of electrification,” Kulkarni explained.

The Harrier.ev isn’t just about powertrains and batteries – it’s about creating a ‘third space.’ With features like a 14.5-inch Neo QLED screen and Dolby audio, Tata wants the Harrier.ev to be as comfortable and connected as a living room.

“You have office, you have home, and everything in between is where you spend a lot of time in the car. People expect it to be comfortable, convenient, connected and safe,” Kulkarni said.

Even as the EV market rapidly matures, Tata remains mindful of long-term viability. Decisions around battery size, AWD vs FWD configurations, and software-driven features were all taken with a delicate balance of affordability and future-readiness in mind.

“We worked with two sizes of batteries. This was about making the right choices,” said Kulkarni, noting how Tata’s dual-battery strategy is now industry standard.

As Kulkarni explained, For Tata, the Harrier.ev is more than a product – it's a culmination of years of foresight, strategic evolution and a deep understanding of the Indian consumer. It’s a vehicle that reflects not just where the market is headed, but how Tata Motors is determined to lead it there.

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Toyota Kirloskar Motor (TKM) has launched the Fortuner and Legender in a new Neo Drive in a hybrid avatar, featuring a 48-volt system that delivers improved fuel efficiency. The models are priced at INR 4.47 million and INR 5.09 million, respectively.  

Since its debut in 2009, the Toyota Fortuner has defined the premium SUV segment in India, admired for its rugged design, robust performance and unmatched all-terrain capabilities. The stylish and feature-rich Legender complements the Fortuner, exemplifying Toyota’s core values of quality, durability and reliability. Together, they have cultivated a loyal following among urban adventurers and off-road enthusiasts alike.

The new Neo Drive variants introduce Toyota’s advanced 2.8-litre, four-cylinder turbo-diesel engine paired with a 48V system comprising a belt-integrated starter generator and lithium-ion battery. This technology mirrors hybrid electric systems by recuperating braking energy during deceleration, contributing to smoother low-end acceleration, quieter operation and improved fuel efficiency. The Smart Idle Start-Stop function further enhances efficiency by automatically shutting off the engine when stationary, resulting in lower emissions and fuel savings.

Importantly, the company claims that these enhancements do not compromise the Fortuner and Legender’s formidable payload capacity, durability or off-road performance. The Multi-Terrain Select system optimises throttle response, braking and traction control to deliver a superior driving experience across diverse terrains.

On the design front, the Fortuner retains its bold, purposeful stance, ideal for rugged adventures, while the Legender exudes a more dynamic and premium appeal with dual-tone body colours, split LED headlamps and a sleek fascia. Both models offer dual-tone leather upholstery, soft-touch materials and ergonomic seating designed for long-distance comfort.

In terms of safety the SUVs come with ABS, Vehicle Stability Control with Brake Assist, WIL Concept Seats, Hill Assist Control, Traction Control and more. Toyota’s focus on customer convenience extends to tailored finance solutions, including up to 8-year funding plans, Toyota Smart Balloon Finance and pre-approved value-added services such as extended warranty and genuine accessories. Buyers will also benefit from five years of complimentary roadside assistance and a standard 3-year/100,000 km warranty, extendable to 5 years/220,000 km, along with the customisable Toyota Smiles Plus service package.

Varinder Wadhwa, Vice President, Sales-Service-Used Car Business, Toyota Kirloskar Motor, said, “As the SUV market in India grows steadily, customers are seeking advanced features and differentiated styling. The new Fortuner and Legender Neo Drive variants meet these expectations with bold design, powerful performance, and comprehensive features, underscoring Toyota’s commitment to delivering ever-better cars and advancing towards carbon neutrality.”

Bookings for the Fortuner and Legender Neo Drive variants commenced on 2 June 2025, with deliveries set to begin from the third week of June.

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Hyundai Motor India, a leading passenger vehicle manufacturer, has onboarded popular actor Pankaj Tripathi as its new brand ambassador.

The company shared that Tripathi, who is known for his versatility and grounded charm, embodies Hyundai India’s values of reliability, authenticity and a deep-rooted connection with the country’s diverse audience. With this association, HMIL further strengthens its ambassador lineup that already includes iconic personalities.

Tarun Garg, Whole-Time Director and Chief Operating Officer, Hyundai Motor India, said, “At HMIL, we celebrate stories of progress and inspiration. We are delighted to welcome Pankaj Tripathi to HMIL family. His grounded persona, exceptional talent and widespread appeal resonate with the values of HMIL and our vision of ‘Progress for Humanity’. Together, we aim to drive deeper emotional connections with our diverse customer base across India.”

Pankaj Tripathi, said, “It is an honour to associate with Hyundai Motor India, a brand that has long stood for trust, innovation and customer-first approach. My first car was a Hyundai, and over the years, that relationship has grown into something truly personal. As someone who deeply values simplicity, sincerity and staying true to one’s roots, I find a natural alignment with HMIL’s ethos. I look forward to this partnership where together, we can connect with people across the country - not just through technology, but through shared stories and values.”

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