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Visteon Lean Academy
Implementation of the
Visteon Manufacturing Operating System
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Copyright 2005, Visteon Corporation
Implementation of VMOS
What we will talk about:
Why do we need VMOS?
What is VMOS?
Its all about LEADERSHIP
Communication of VMOS
Physical Changes to the Plant
Systemic Changes
Opportunity Targeting
Its all about LEADERSHIP again
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Why do we need VMOS?
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Why do we need VMOS?
We arent good enough as we are
We need to improve at a faster rate
To perform in a competitive environment We need changeneed a system which
supports change
We need a system for a Tier 1 supplier
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What is VMOS?
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What is VMOS?
A system to run Manufacturing Operations
It gives a clear focus on common goals
It has common measurables and reporting It includes Mentor Mentee Relationships
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Its all about LEADERSHIP
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Its all about LEADERSHIP
You will make the difference between
success and failure
VMOS wont come naturally to everyone
Lead by examplemake it important
It IS going to happen!
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Communication of VMOS
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Communication of VMOS
Communicate VMOS changes to all stakeholderswithin the plant
Establish/reinforce key points of contact with
external areas (PD, MM, CBG etc)
Communicate VMOS changes to external
stakeholders who impact plant profitability
Implement a process that captures ideas from the
factory floor Start implementing and sustaining best practices
such that the whole region improves
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Physical Changes to the Plant
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Physical Changes to the Plant
Communications RoomSafety, People, Quality, Delivery, Cost
Master Schedules of key actions
Team Boards Visual Factory
We have a visual factory standard
Housekeeping
Standardised Work
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Copyright 2005, Visteon Corporation
Systemic Changes
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Copyright 2005, Visteon Corporation
Systemic Changes
VMOS Datacard
Standard measurables
The internal benchmark
Master Schedule
Interlinked Mentor Mentee
Expanded across the whole business
Rapid communication system
VMOS Specialists
Learn by doing
Its not enough to attend the lecture and get the binder!
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Copyright 2005, Visteon Corporation
Opportunity Targeting
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Copyright 2005, Visteon Corporation
Opportunity Targeting
Core of VMOS business planning 9 step process based on:
Profit/loss of high value products
Understanding the gap to the bestOutlining the product line strategy
Use of value stream mapping of key products
Identification of key business processes that
need to be improved Prioritise projects based on business impact
Use master schedule to track projects
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Its all about LEADERSHIP again
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Copyright 2005, Visteon Corporation
Its all about LEADERSHIP
You will make the difference between
success and failure
VMOS wont come naturally to everyone Lead by examplemake it important
It IS going to happen!
