Running head: BUSI 830 DQ 1- LSS 1
BUSI 830 DQ 1- LSS
Richard S. Stainback Jr.
BUSI830(B02) Case Study Research Methods and Consulting Techniques
School of Business, Liberty University
August 31, 2023
Author Note: By submitting this assignment, I attest this submission represents my own work,
and not that of another student, scholar, or internet source. I understand I am responsible for
knowing and correctly utilizing referencing and bibliographical guidelines. I have not submitted
this work for any other class.
BUSI 830 DQ 1- LSS 3
BUSI 830 DQ 1- LSS
The purpose of this writing is to apply Lean Six Sigma (LSS) methodology to a current
manufacturing concern at The Widget Company. Currently there exists a lag in time to ship from
manufacturing beginning. The current state suggests the production cycle for a widget is four
hours and time to ship is three months. The LSS tools that will be used is the value stream map
(VSM) and waste identification diagram (WID).
Consultant’s Assessment/Recommendations
George et al. (2005) describes VSM as a tool that details every process that is relevant to
the subject including time it takes to complete individually. This VSM design allows consultants
to analyze steps individually to assess nonvalue added steps and eliminate them. Dinis-Carvalho
et al. (2019) notes that VSM is the easiest way to identify production waste with some
deficiencies and offers the WID as a suitable option that alleviates the drawbacks with VSM.
WID is a more accurate way of assessing waste in individual processes and includes people as a
factor in waste calculations. Mishra et al. (2019) offers the process of combining VSM with
other LSS tools to obtain leaner results. Following this methodology, the recommendation for
The Widget Company will seek to combine VSM with WID to identify and eliminate the time
gap from production start to widget ship.
Recommendation
It is recommended that The Widget Company uses a Kaizen LSS approach to eliminate
waste in the production process. The Kaizen approach offers the quickest implementation
turnaround and can be completed with three to five workers and the consultant (George et al.,
2005). Using the VSM and WID process together will identify all areas of waste in the process
and offer the Widget Company the ability to eliminate and course correct the individual
BUSI 830 DQ 1- LSS 4
processes. With the limited knowledge available any further action/recommendations will be
made after the completion of this process.
Conclusion
The Widget Company is experiencing delays in the production to ship process for
creating widgets. These delays culminate in almost three months of lag time. It is the
recommendation that a Kaizen LSS approach be taken using the VSM and WID processes in
conjunction with each other to identify improvement opportunities and calculate fix actions.
Once completed the process can be reevaluated for efficiency.
BUSI 830 DQ 1- LSS 5
Reference
Dinis-Carvalho, J., Guimaraes, L., Sousa, R. M., & Leao, C. P. (2019). Waste identification
diagram and value stream mapping. International Journal of Lean Six Sigma, 10(3), 767–
783. https://doi.org/10.1108/ijlss-04-2017-0030
George, M. L., Rowlands, D., Price, M., & Maxey, J. (2005). The lean six sigma Pocket
Toolbook. McGraw-Hill.
Mishra, A. K., Sharma, A., Sachdeo, M., & K., J. (2019). Development of Sustainable Value
Stream Mapping (SVSM) for unit part manufacturing. International Journal of Lean Six
Sigma, 11(3), 493–514. https://doi.org/10.1108/ijlss-04-2018-0036
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