Comment in my classmates post !

First post:

Before Jessica can introduce the Kaizen event, she would first need to consult her superiors regarding her proposals. The reason why she should be doing that is that everyone has different cultural perspectives when it comes to certain changes. During consultation, she would need to explain to her superiors of how the Kaizen event would work in this case. If approved, she should invite representatives of the company responsible for manufacturing car seats covers.

The value proposition of the seat covers would be high due to the durabilities of materials used for production. Based on this problem, it seems that the distribution center is located in the east coast of the United States where the seaport is located in the west coast. It does not make sense for the good to be shipped from the Western U.S. to the distribution in the east coast, then back to the west coast. To solve this problem, Jessica should consider seeking for another distribution center in the west coast so that way goods do not have to be shipped East, then back to West for some destinations. Doing would reduce the number of shipping days.

Second post:

I think Jessica should move forward with a Kaizen event. A structured event would allow different stakeholders to openly analyze the value stream map and identify waste points without putting the blame on any one part of the process. It would also make the improvement effort more collaborative, which is important in a situation where cultural pride and corporate ownership tie directly to the product. For participants, I would include representatives from procurement, logistics, production, warehousing, and finance, along with a few supplier contacts. That mix ensures the team can evaluate not only material flows but also cost tradeoffs and political sensitivities.

The value proposition of the seat covers centers on durability, comfort, and a premium feel at a more affordable price compared to traditional luxury brands. The lamination process, in particular, adds value because it combines fabric and foam into a seat cover that is resistant to punctures, holds its shape, and enhances the customer's overall perception of quality. Even though the supply chain is complex, the product itself differentiates HG in a competitive market segment.

Looking at the process through the "Eight Wastes" framework, two major wastes stand out. The first is transportation waste. Fabric travels an unnecessarily long route from South Korea through multiple U.S. points before reaching final assembly in South Carolina. A practical improvement could be exploring direct shipping into an East Coast port, like Charleston, to cut down time and handling. The second is inventory waste, since HG leases warehouse space in Spartanburg to hold seat covers. By tightening scheduling with suppliers and reducing batch sizes, HG could better align shipments with production needs and lower storage requirements. Both steps would reduce costs and cycle time without compromising the seat covers' value proposition.