To bring about the improvements identified in the future$-$state map, Harley$-$Davidson should implement the following plan:

$1.$ Phase $1$: Process Redesign: Review and streamline the production process while implementing JIT production. The factory layout should be optimized to reduce motion waste and improve flow.

$2.$ Phase $2$: Train and Engage Employees: Provide training to all employees on lean principles and continuous improvement. Cross$-$training employees to lead improvement projects and engaging them in problem$-$solving will enhance overall efficiency.

$3.$ Phase $3$: Monitor to Improve: Regularly review the production process to identify new opportunities for improvement. Use key performance indicators $($KPIs$)$ to measure the success of lean initiatives and make necessary adjustments.

By executing this plan, Harley$-$Davidson will transition to a leaner, more efficient manufacturing process that reduces waste, lowers costs, and increases product quality.

Conclusion

In conclusion, value stream mapping is a critical tool for identifying and eliminating waste in the manufacturing process. Through the development and application of VSM to Harley$-$Davidson's Sportster production line, inefficiencies can be exposed, and a clear plan of action can be formulated. The transition from the current$-$state map to the future$-$state map highlights the benefits of lean manufacturing, such as shorter lead times, reduced costs, and improved product quality and customer satisfaction.