The authors of the VSM article only identify the company as a "mutinational company in the auto parts sector." Your post rightly focuses on the use of the VSM to identify waste and inefficiencies, which are arguably the broad goals in quality management. Companies seriously committed to quality develop a business excellence model and not just a quality management system in their organziations. How could the auto parts company take the evidence from the case and apply it to a broader BEM? Is that an IT function, a leadership function, or does it require somethimg else? Reference: Andrade, P., Pereira, V., & Conte, E. (2016). Value stream mapping and lean simulation: a case study in automotive company. International Journal of Advanced Manufacturing Technology, 85(1-4), 547-555. https://doi.org/10.1007/s00170-015-7972-7