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)

Comments (0)

ADD COMMENT

Link Copied!

Skoda Auto India has marked its 25th anniversary in the country by re-introducing the Octavia RS in the country but in limited numbers as a Fully-Built Unit (FBU) at INR 4.99 million (ex-showroom).

At the core of the Octavia RS is a 2.0 TSI turbocharged petrol engine, which produces 195 kW (265) of power and 370 Nm of torque. Paired with a 7-speed DSG automatic transmission, the car accelerates from zero to 100 kmph in just 6.4 seconds, with a top speed limited to 250 kmph. It features progressive steering and sports suspension to aid handling.

The model is built on Skoda’s design language, featuring full LED Matrix headlights, LED tail lamps with dynamic indicators and glossy black styling elements. It sits on 19-inch Elias anthracite alloy wheels. On the inside, the cabin features Suedia/Leather upholstery with red contrast stitching, Sports front seats (with electric adjust, memory, heating and massage functions) and a virtual cockpit.

The Octavia RS is equipped with Skoda’s latest ADAS suite, which includes Adaptive Cruise Control (ACC), Autonomous Emergency Braking (AEB), Lane Assist and Intelligent Park Assist. Safety features are further enhanced with 10 airbags and a 360deg Area View camera.

The Octavia was Skoda’s first car in India in 2001. The RS variant first arrived in 2004 as the first turbocharged petrol engine passenger car in the country. The new launch is a symbol of Skoda’s commitment to combining legacy with performance in the Indian market.

Ashish Gupta, Brand Director, Skoda Auto India, said, “The response to the Octavia RS has been phenomenal. This iconic model has truly ignited the passion of driving enthusiasts across India, reinforcing the cult status that Octavia RS enjoys globally. As we celebrate 25 remarkable years of Skoda Auto in India, our commitment to delivering world-class cars remains stronger than ever. The RS badge symbolises more than just performance. It represents the emotional connection and trust our customers have in the Skoda brand. We are excited to welcome a new generation of enthusiasts into the Skoda family and continue building on the strong legacy and fandom that defines our brand in this market.”

Comments (0)

ADD COMMENT

Link Copied!

In a special event held at its facility in Neuburg an der Donau, Audi officially presented the FC Bayern Munich football squad with their new company cars for the upcoming season. The players had the opportunity to choose from a comprehensive selection of the brand’s latest fully electric and hybrid models, reflecting a diverse range of personal preferences and needs.

Team captain Manuel Neuer and several of his colleagues opted for the Audi Q8 SUV TFSI e quattro, while Alphonso Davies, Jamal Musiala and Michael Olise selected the high-performance, all-electric RS e-tron GT. Other choices included the Audi Q4 Sportback e-tron for young talent Tom Bischof and the spacious, seven-seat Audi Q7 SUV S line TFSI e quattro for Joshua Kimmich, catering to his family requirements.

The vehicle handover was part of a broader, action-packed day for the stars. They participated in the Audi driving experience, testing their skills on dynamic handling courses where the Audi RS e-tron GT performance was a particular source of excitement. The agenda also featured an exclusive look at the Audi F1 Project, offering the team a rare behind-the-scenes tour. They visited the assembly workshop for V6 hybrid engines, observed the dynamic simulator, Mission Control Room, and saw the engine test benches, gaining a deeper understanding of the sophisticated technology that powers the future of Formula 1.

Adding to the significance of the day, 100 Audi employees, chosen through an internal competition, were given the chance to meet the football stars. For 16 of these employees, the experience was especially memorable as they had the honour of personally presenting the players with the keys to their new vehicles, creating a unique and lasting connection between the automotive brand and the celebrated team.

Marco Schubert, Member of the Board for Sales and Marketing at Audi AG, said, “It’s great to see how enthusiastic the players are about driving our flagship electric models. It shows just how emotionally engaging electric mobility can be. The FC Bayern players chose vehicles that impressively reflect the diversity of our range – from the compact Q4 e-tron series to the powerful Audi Q8 SUV TFSI e quattro and sporty RS e-tron GT performance. Everyone found a model that was right for them.”

Jan-Christian Dreesen, CEO, FC Bayern, said, “The handover of vehicles from Audi to FC Bayern is a longstanding tradition that reflects our dependable partnership and is always a special event for our players. After 23 successful years together, we continue to pursue the same ambitious goals and spur each other on to peak performance. That connects us on and off the field! In this day and age, such a long-term partnership is not commonplace, and we all truly value it.”

Comments (0)

ADD COMMENT

Link Copied!

Nissan Motor India has expanded its CNG retrofitment programme to include the new Nissan Magnite BR-10 EZ-Shift (AMT). This, the company shared, follows customer response to the programme, which was launched earlier this year for the Manual Transmission (MT) variant.

The government-approved CNG retrofitment is available for the Magnite with the 1.0 litre naturally aspirated petrol engine and comes with a 3-year or 100,000 km warranty.

In response to customer feedback, the company has also introduced an integrated fuel-filling system where the CNG filling valve is now located within the standard fuel-filling lid.

Nissan is offering the CNG retrofitment kit at an MRP of INR 71,999, a price resulting from the recent GST rate reduction from 28 percent to 18 percent. This price has been effective since 22 September 2025 and remains unchanged despite the upgrade.

The retrofitment kit is available across 13 states in India through authorised Nissan retrofitment centres. The programme was initially launched across seven states and has since expanded to six more, including Rajasthan, Bihar, Jharkhand, Madhya Pradesh, Chhattisgarh and Tamil Nadu.

Saurabh Vatsa, Managing Director, Nissan Motor India, said, “We are delighted to take another step forward in our CNG journey with the expansion of the retrofitment program to the New Nissan Magnite BR10 EZ-Shift (AMT). This agile and quick development reflects our continued focus on customer needs, combining Nissan’s engineering excellence with affordability and convenience. The new fuel-lid integration and reduced kit price make the ownership experience even more seamless and rewarding. We remain committed to offering practical, value-driven mobility solutions that enhance customer satisfaction and strengthen our brand’s trust.”

The New Nissan Magnite is also offered with a 10-year Extended Warranty Plan and has a 5-star rating in overall passenger safety from GNCAP.

Comments (0)

ADD COMMENT

Link Copied!

Tata Motors Passenger Vehicles (TMPV), one of the leading passenger vehicle manufacturers, has announced the inclusion of Advanced Driver Assistance Systems (ADAS) technology across its Nexon lineup, which was also the top-selling model in the country last month.

The Nexon SUV was the first car in the country to receive a 5-star safety rating and holds dual 5-star ratings from both GNCAP and BNCAP. The addition of ADAS features is intended to offer a higher level of safety.

 Tata Motors has introduced the exclusive Red Dark edition, available in petrol, diesel and CNG powertrains, starting at INR 1.24 million. The ADAS features are included in the new Fearless +PS DCA ADAS persona, priced at INR 1.35 million (ex-showroom, Pune).

The new Red #DARK edition pricing (ex-showroom, Pune) is as follows: Petrol MT at INR 1.24 million, Petrol DCA with ADAS INR 1.38 million, CNG MT at INR 1.33 million, Diesel MT at INR 1.35 million and Diesel AMT at INR 1.41 million.

The ADAS suite offers safety technologies that are designed to enhance driver awareness and help prevent potential collisions. Key features include: Autonomous Emergency Braking (AEB), Forward Collision Warning (FCW), Lane Keep Assist (LKA), Traffic Sign Recognition (TSR), High Beam Assist (HBA), Lane Departure Warning (LDW) and Lane Centering System (LCS).

Vivek Srivatsa, Chief Commercial Officer, Tata Passenger Electric Mobility, said, “Since its debut in 2017, the Nexon has redefined the SUV segment with its bold design, thrilling performance, and uncompromised safety. As India’s first car to pioneer the safety revolution, the Nexon has set new benchmarks in vehicle safety. Building on this strong foundation, the Nexon has become the No. 1 selling car in India in September 2025 — a major milestone that reflects the trust and preference of customers across the country. As part of this celebration, we are introducing the Red #DARK Edition and expanding the Nexon portfolio with advanced safety technologies. With a wide range of powertrains, segment-leading features, and striking styling, the Nexon continues to cater to every lifestyle. The recent GST amendments further strengthen its value proposition, making it the unanimous choice of Indian customers. This milestone reinforces our commitment to delivering products that embody progress, performance, and purpose, while evolving to meet the aspirations of modern Indian customers.”

Comments (0)

ADD COMMENT

Link Copied!