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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Czech automaker Skoda Auto India has announced the expansion of its Rally Sport (RS) performance portfolio with the introduction of the all-new Kodiaq RS. Marking the first time Skoda’s performance badge has been applied to an SUV in the Indian market, the flagship model combines a three-row, seven-seat premium layout with a dedicated mechanical tune.

The company said official order books for the high-performance SUV are scheduled to open nationwide on 22 June 2026.

The core differentiator of the Kodiaq RS lies in its upgraded internal combustion hardware. The vehicle features a heavily revised iteration of the Volkswagen Group's EA888 engine architecture, tuned identically to the high-output configurations found in the global Octavia RS and Volkswagen Golf GTI.

The vehicle’s announcement follows a marketing campaign where Skoda Auto India’s entire active fleet – comprising the Kylaq, Kushaq, Slavia, standard Kodiaq and the limited-volume Octavia RS – established an official India and Asia Book of Record at the CoASTT circuit in Coimbatore. The group achieved the 'Fastest Multi-Car Relay of a Single Manufacturer on a Circuit' with a total combined lap time of 12:30.97.

The Kodiaq RS will arrive in the country via the Completely Built Unit (CBU) import route, serving as an elite flagship positioned above the locally assembled multi-tier Kodiaq lineup (Lounge, Sportline and L&K trims).

Ashish Gupta, Brand Director, Skoda Auto India, said, “The RS badge carries over 50 years of global performance legacy and a fiercely loyal following in India since the Octavia RS arrived more than two decades ago. The latest Octavia RS, launched last year, sold out in just 20 minutes, highlighting its cult status among enthusiasts. Now, we’re taking that legacy forward with the Kodiaq RS, our first-ever seven-seater in India to wear the iconic RS badge and the quickest Skoda yet in the country. It blends performance, space, and 4x4 capability into a bold, unmistakable expression of our racing DNA.”

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Kia India, one of the leading passenger vehicle manufacturers, has announced the final leg of its multi-city cultural partnership with HYBE INDIA, introducing the ‘Kia Vibe Studio’ experience to the national capital.

Designed to target Gen Z creators and premium lifestyle audiences, the activation will serve as a marketing anchor for the brand's latest mass-premium SUV, the 2026 Kia Syros.

The HYBE INDIA Pop-Up Park is scheduled to take place on 13–14 June 2026 at Yashobhoomi (IACC) in New Delhi. The event combines automotive showcase infrastructure with music, fandom and multi-format creator engagement zones.

The centrepiece of the activation is the Kia Vibe Studio, a specialised content creation pod built directly inside the cabin of the 2026 Kia Syros.

The integration allows visitors to record, edit and instantly download high-definition performance and lip-sync videos. By converting the stationary vehicle's acoustic interior, ambient lighting and connected infotainment hardware into an active studio space, the campaign positions the SUV as a tech-driven platform for self-expression.

The event serves as a prominent touchpoint for the 2026 Kia Syros, which features several upgrades designed for the Indian market, including an enhanced design with a more rugged SUV stance, muscular body panels and sports-themed trim configurations. Expanded accessibility to automatic gearboxes, including the introduction of a high-demand diesel automatic (AT) variant.

The SUV is built on a platform engineered for a 5-star Bharat NCAP (BNCAP) crash safety rating, featuring an optimised distribution of connected tech features across lower and mid-tier trims.

Following the public pop-up park event, HYBE INDIA will conduct on-ground talent auditions on 14 June 2026 at the Shangri-La Eros, Delhi. The talent scout marks part of an international entertainment initiative aimed at discovering, training, and launching India’s first global girl group under the K-pop blueprint.

The Delhi showcase concludes the regional ‘Pop-Up Park’ phase of the 10-city marketing campaign, which completed consecutive runs in Guwahati, Mumbai, Pune, Hyderabad and Bengaluru.

While the experiential park footprint concludes in Delhi, the talent pipeline will continue across secondary markets. Auditions are scheduled to advance into Ahmedabad, Kolkata, and Chandigarh, allowing Kia India to sustain its brand engagement with youth demographics nationwide.

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Italian supercar manufacturer Automobili Lamborghini has been awarded the ‘Red Dot: Best of the Best 2026’ accolade for its ultra-limited, ‘few-off’ hypercar, the Fenomeno. Honoured in the Product Design category, the prize represents the highest distinction in the global Red Dot evaluation, reserved for avant-garde projects that establish new benchmarks in visionary aesthetics and contemporary engineering.

The victory coincides with a milestone chapter for the brand, as the car was designed to celebrate the 20th anniversary of the Lamborghini Centro Stile. The official award ceremony is scheduled to take place on 7 July 2026, at the Aalto Theater in Essen, Germany.

The Fenomeno introduces an evolved corporate design language dubbed ‘hyper-elegant’ design, which strips back complex body panels to achieve formal purity while maximising functional on-track aerodynamics.

The supercar’s front fascia is heavily inspired by motorsport architecture. The front end utilises large racing-derived air intakes and a completely revised daytime running light signature modelled after the bull's horns found in the traditional Lamborghini corporate emblem. It subtly integrates the brand's iconic Y-shaped visual motifs, seamlessly connecting a low-slung carbon fibre front splitter to the headlamps.

The side profile and silhouette are defined by a single, continuous silhouette line running nose-to-tail, the design pays homage to the extended long-tail aerodynamics of the track-only Essenza SCV12. The car was displayed in a launch livery of Giallo Crius, a vibrant yellow hue that emphasises the vehicle’s upper body volumes against high-contrast, performance-oriented exposed carbon fibre elements below.

Beneath its custom carbon fibre bodywork, the plug-in hybrid (PHEV) Fenomeno utilises a thoroughly reworked mechanical architecture derived from the Revuelto, establishing itself as the fastest road-going vehicle in Lamborghini’s history.

The vehicle balances its extreme power-to-weight ratio through specialized hardware, including an advanced 6D motion sensor that measures acceleration across six axes, race-derived firm dampers, and high-end CCM-R Plus carbon-ceramic brakes adapted directly from Lamborghini’s SC63 endurance race car.

The Fenomeno features a 6.5-litre naturally aspirated V12 engine with 3 electric motors, which produce a combined 1,080 CV (1,065 hp) – with the internal combustion engine contributing a record 835 CV on its own, making it Lamborghini's most powerful V12 ever produced. The vehicle can accelerate from zero to 100 kmph in a claimed 2.4 seconds, while a zero to 200 kmph can be attained in 6.7 seconds. It has a top speed of over 350 kmph. It features a class-leading weight-to-power ratio of 1.64 kg/CV.

The Fenomeno is strictly limited to 29 units globally for the coupe version (complemented by an even rarer 15-unit Roadster variant).

Mitja Borkert, Design Director, Automobili Lamborghini, said, “This valuable and renowned recognition confirms the direction of the design DNA we are shaping with the team at Lamborghini Centro Stile, and underscores our future strategy. Fenomeno is a manifesto of style that expands our design language once again in an unexpected way, going beyond expectations and continuing the bloodline of our successful few-off cars in an athletic and elegant way."

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Renault India, a wholly-owned subsidiary of the French Renault Group, has announced the official ARAI-certified fuel efficiency for the new Duster Turbo TCe 100. The upcoming midsize SUV achieves a certified fuel economy of 19.41 kmpl, aiming to offer a balance of everyday performance and low fuel consumption.

The TCe 100 powertrain has been developed exclusively for the Duster line and features specific tuning to optimise thermal efficiency and power delivery. The SUV is built on Renault's all-new RGMP platform. The engine and drivetrain are comprehensively engineered to align with this advanced architecture's structural dynamics.

The turbocharged petrol engine produces a peak power output of 100 PS and 160 Nm of torque. Power is sent to the wheels via a 6-speed manual transmission, calibrated to deliver responsive performance and a smooth driving experience across varied road conditions.

Dr V. Vikraman, Chief of Renault Engineering at Renault Group India, said, “The ARAI-certified fuel efficiency reflects Renault’s focus on practical engineering and customer value. The Turbo TCe 100 engine uses turbocharging and efficient combustion to deliver responsive performance with strong fuel economy. With the 6‑speed manual transmission, the powertrain provides a balanced and efficient driving experience.”

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