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Strategic Value Stream Mapping and Lean Process Improvement

Lean VSM Foundations, Current-State Mapping, Waste Identification, Future-State Design & Continuous Improvement Implementation

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Why Choose Us

The Strategic Value Stream Mapping and Lean Process Improvement training course develops the practical capability to map, assess, redesign and continually improve real value streams. It provides lean, operations and process improvement professionals with a comprehensive, technically grounded understanding of Value Stream Mapping (VSM). VSM creates an end-to-end visual representation of value flow, revealing where waste, delays and inefficiencies consume resources and time. Applied rigorously, it enables organisations to understand processes more clearly and prioritise improvement activity effectively.

The course examines the full VSM lifecycle, beginning with lean principles, the TIMWOODS waste taxonomy and takt time calculation. It then addresses Gemba observation, current-state mapping, bottleneck identification and process efficiency analysis. Future-state design is explored alongside pull systems, Kanban and load levelling. Implementation planning, KPI development, lean leadership and continuous improvement frameworks provide the basis for sustaining operational excellence with confidence and rigour.

This Strategic Value Stream Mapping and Lean Process Improvement training course will highlight:

  • Applying lean principles and the TIMWOODS waste taxonomy
  • Calculating takt time and conducting Gemba observation
  • Creating accurate current-state value stream maps
  • Identifying bottlenecks, waste, delays and process inefficiencies
  • Designing future states using pull systems, Kanban and load levelling
  • Developing implementation plans, KPIs and lean leadership practices
Why Choose Strategic Value Stream Mapping and Lean Process Improvement
Course Goals

What are the Goals?

The Value Stream Mapping (VSM) Course aims to build comprehensive VSM capability, progressing from lean fundamentals and current-state mapping to waste analysis, future-state design, sustainable implementation, and continuous improvement.

Upon completing this course, participants will be able to:

  • Describe lean principles, customer value, waste categories (TIMWOODS), flow, and pull concepts, and use them when preparing VSM projects
  • Establish process boundaries, choose product families, and understand material and information flows when defining the VSM scope
  • Carry out Gemba observations and gather process data, including cycle times, lead times, and inventory levels
  • Create a complete current-state value stream map covering supplier-to-customer flow, information flow, process data boxes, and takt time calculations
  • Recognise bottlenecks and value-added and non-value-added activities, and calculate process efficiency and flow efficiency measures
  • Use root cause analysis, waste removal strategies, and lean improvement opportunities when analysing the current-state VSM
  • Design future-state value streams using continuous flow, pull systems, Kanban, load levelling, and reduced process variation
  • Conduct a gap analysis between the current and future states and produce future-state VSM documentation
  • Create prioritised implementation plans that incorporate resource allocation strategies, change management principles, and risk assessment
  • Use KPI development, visual management, lean leadership, and continuous improvement frameworks to maintain VSM-led operational excellence

Who is this Training Course for?

This Strategic Value Stream Mapping and Lean Process Improvement training course is designed for:

  • Lean Managers
  • Continuous Improvement Managers
  • Operational Excellence Managers
  • Process Improvement Managers
  • Operations Managers
  • Production Managers
  • Quality Managers
  • Supply Chain Managers
  • Process Engineers
  • Business Process Analysts
Learning Approach

How will this Training Course be Presented?

The Value Stream Mapping (VSM) Course uses a structured, practical learning approach that reflects the actual VSM project lifecycle, establishing lean foundations before moving through current-state mapping, waste analysis, future-state design, and implementation planning. Each day focuses on a separate VSM phase, ensuring delegates build both the conceptual knowledge and the practical mapping capabilities required by real VSM projects.

Exercises in current-state mapping, Gemba observation methods, waste identification analysis, future-state design activities, and implementation planning workshops are incorporated throughout, ensuring delegates finish with genuine VSM competence they can apply.

Delivery methods comprise:

  • Instructor-led sessions addressing lean principles, VSM methodology, waste taxonomy, and continuous improvement frameworks
  • Workshops on VSM symbols and terminology that develop the standardised mapping language required for consistent VSM documentation
  • Gemba observation and data collection exercises that apply process data gathering, cycle time measurement, and lead time analysis
  • Current-state mapping exercises that create complete supplier-to-customer VSMs, including information flow and takt time calculations
  • Gap analysis and implementation planning sessions that develop prioritised improvement roadmaps incorporating KPIs, change management, and risk assessment

 

The Course Content

Foundations of Lean and Value Stream Mapping

Understanding Lean Thinking

  • Lean principles and philosophy
  • Customer value and value creation
  • Types of waste (TIMWOODS)
  • Flow and pull concepts
  • Continuous improvement culture
  • Lean transformation fundamentals
  • Introduction to Value Stream Mapping

Value Stream Mapping Fundamentals

  • Purpose and benefits of VSM
  • VSM symbols and terminology
  • Process boundaries and scope definition
  • Product family selection
  • Understanding information flow
  • Understanding material flow
  • Preparing for a VSM project

Creating the Current-State Value Stream Map

Data Collection and Process Analysis

  • Mapping process steps
  • Conducting Gemba observations
  • Gathering process data
  • Measuring cycle times
  • Measuring lead times
  • Inventory and work-in-process analysis
  • Identifying process constraints
  • Developing the Current-State Map

Developing the Current-State Map

  • Mapping supplier-to-customer flow
  • Capturing information flow
  • Mapping material movement
  • Creating process data boxes
  • Calculating takt time
  • Identifying bottlenecks
  • Building a complete current-state VSM

Waste Identification and Performance Analysis

Analyzing the Current State

  • Identifying value-added activities
  • Identifying non-value-added activities
  • Process efficiency calculations
  • Lead time analysis
  • Cycle time analysis
  • Flow efficiency assessment
  • Bottleneck identification techniques

Lean Improvement Opportunities

  • Root cause analysis
  • Waste elimination strategies
  • Inventory reduction opportunities
  • Setup reduction concepts
  • Standardization opportunities
  • Quality improvement opportunities
  • Process flow optimization

Designing the Future-State Value Stream

Future-State Mapping Principles

  • Characteristics of a Lean value stream
  • Creating continuous flow
  • Pull systems and Kanban
  • Load leveling concepts
  • Reducing process variation
  • Improving information flow
  • Synchronizing operations

Developing the Future-State Map

  • Designing future-state processes
  • Eliminating non-value-added activities
  • Balancing workloads
  • Reducing lead times
  • Improving resource utilization
  • Future-state VSM creation
  • Gap analysis between current and future states

Implementation and Continuous Improvement

Implementing Value Stream Improvements

  • Developing implementation plans
  • Prioritizing improvement initiatives
  • Resource allocation strategies
  • Change management principles
  • Performance monitoring systems
  • Risk assessment and mitigation
  • Stakeholder engagement

Sustaining Operational Excellence

  • Continuous improvement frameworks
  • KPI development and monitoring
  • Auditing value stream performance
  • Visual management techniques
  • Lean leadership responsibilities
  • Building a culture of improvement
Recognition

Certificate

  • • Wallstreet Development Academy Certificate of Completion for delegates who attend and complete the training course.

Frequently Asked Questions

You will learn the foundations of Lean value stream mapping and how it supports process improvement. The course covers current-state mapping, waste identification and future-state design. It also addresses how to implement continuous improvement based on the insights gained from value stream analysis.
The course covers how to create a current-state view of a value stream. This mapping provides a structured representation of how a process currently operates. It serves as the starting point for identifying waste and designing an improved future state.
You will learn how future-state design fits into strategic value stream mapping. The future state represents an improved process informed by current-state analysis and waste identification. It provides direction for continuous improvement implementation.
The course builds skills in mapping current processes, recognising waste and designing improved future states. It also develops an understanding of how Lean value stream mapping can guide continuous improvement. Together, these skills support a structured approach to process improvement.
The course introduces the foundational concepts of Lean value stream mapping. It establishes a basis for examining processes through current-state and future-state maps. These foundations support the broader goals of identifying waste and improving process value.
Yes, waste identification is a core topic in this training. The course connects waste identification with analysis of the current-state value stream. This helps establish where Lean process improvement efforts should be directed.
The course presents value stream mapping as a foundation for continuous improvement implementation. Current-state mapping and waste identification reveal improvement needs, while future-state design defines the intended direction. These elements connect process analysis with practical improvement planning.
The course takes a strategic view by linking process mapping to future-state design and continuous improvement implementation. It goes beyond documenting the current state by using waste identification to inform improvement direction. This creates a connected path from understanding a process to planning how it should improve.

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