AVTOVAZ moved the production of the Lada Vesta from Izhevsk to Togliatti. From a manufacturing efficiency view, the decision makes sense: Izhevsk can produce up to 32 vehicles per hour, which may not keep pace with anticipated demand. In contrast, the Togliatti line offers greater capacity, enabling roughly twice as many cars to leave the line each hour.
However, the shift raises questions about the Izhevsk operation, which has depended on a well-established process since 2015. Will the change impact the defined quality of the Lada Vesta? And what about sourcing components from suppliers in nearby regions and potentially creating new production streams to support the model?
Expert opinion
Nikita Gudkov, deputy editor in chief of the magazine Behind the Wheel, shares thoughts:
– The conveyor pace has only a minimal effect on overall car quality if the quality management system is solidly structured. Recent improvements stem from organizational changes at AVTOVAZ plants that helped Renault recognize that Ladas have become more comfortable and reliable.
The lingering question is whether quality assurance can be kept at the level achieved under Renault. In principle, VAZ staff possess the tools, methods, and experience from Renault to maintain standards. Yet quality control always balances between maximizing output and controlling costs while meeting the vehicle’s design and consumer expectations. The key factor is the priority set by senior leadership. If the priority emphasizes quality, the outcome should be favorable.
Import substitution can proceed smoothly if the views of the quality department are not sidelined for political or short-term gains. The Vesta line is likely to see simplifications, especially in electrical architecture and equipment options, yet major components will require careful restaging in production. Those include the heating and ventilation unit, the steering system, the rear suspension, and most elements of the braking system. All details can be managed effectively with vigilance to ensure consistent quality as production scales up.
North American readers can view these developments through the lens of supply chain resilience and manufacturing efficiency. The broader topic examines how a legacy brand adapts to new facilities while keeping quality as a top priority. This balance will shape how the model performs in markets with varying demand, local suppliers, and regulatory expectations. It matters for consumers in Canada and the United States who follow the Lada Vesta story and its evolving production footprint.