Visteon Lean Academy

Implementation of the Visteon Manufacturing Operating System

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
Copyright 2005, Visteon Corporation

Why do we need VMOS?

Copyright 2005, Visteon Corporation

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 change need a system which supports change We need a system for a Tier 1 supplier

Copyright 2005, Visteon Corporation

What is VMOS?

Copyright 2005, Visteon Corporation

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

Copyright 2005, Visteon Corporation

Its all about LEADERSHIP

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 example make it important It IS going to happen!

Copyright 2005, Visteon Corporation

Communication of VMOS

Copyright 2005, Visteon Corporation

Communication of VMOS
Communicate VMOS changes to all stakeholders within 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
Copyright 2005, Visteon Corporation

Physical Changes to the Plant

Copyright 2005, Visteon Corporation

Physical Changes to the Plant

Communications Room
Safety, People, Quality, Delivery, Cost Master Schedules of key actions

Team Boards Visual Factory

We have a visual factory standard

Housekeeping Standardised Work

Copyright 2005, Visteon Corporation

Systemic Changes

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!
Copyright 2005, Visteon Corporation

Opportunity Targeting

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 best Outlining 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
Copyright 2005, Visteon Corporation

Its all about LEADERSHIP again

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 example make it important It IS going to happen!

Copyright 2005, Visteon Corporation