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Quest Training

Value Stream Mapping (VSM) Training Course

Teaches how to build current-state and future-state value stream maps, measure lead and takt times and remove waste from the flow of materials and information.

BPI · Business Process Improvement & ReengineeringAll Levels#2722ClassroomEnglish , Arabic
Duration
5 Days
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Free substitution at any time · 30+ days' notice: full refund minus 10%. Cancellation policy

Sectors:Quality Management & Operational ExcellenceCategories:Business Process Improvement & Reengineering

Course Overview

The Value Stream Mapping (VSM) Training Course provides a practical understanding of how to visualize, analyze, and improve the flow of materials, information, and activities across operational processes. Based on Lean principles, the course helps participants identify waste, reduce delays, improve process efficiency, and create greater value for customers. Participants will learn how to develop current-state and future-state value stream maps, measure process performance, identify bottlenecks, and distinguish value-adding activities from non-value-adding activities. The programme covers essential concepts such as cycle time, lead time, takt time, work in progress, process flow, and information flow. Through practical exercises and case studies, participants will apply VSM techniques to identify improvement opportunities, prioritize Lean initiatives, and develop actionable implementation plans. The course is suitable for manufacturing, maintenance, supply chain, service delivery, and other operational environments seeking measurable process improvements.

Learning Objectives

  • Explain the principles of Value Stream Mapping and its role in Lean management.
  • Identify value streams and define process boundaries from the customer’s perspective.
  • Develop current-state value stream maps using relevant operational data.
  • Analyze cycle time, lead time, takt time, and work in progress.
  • Identify waste, bottlenecks, waiting time, and unnecessary process steps.
  • Evaluate material flow and information flow across operational activities.
  • Design future-state value stream maps aligned with Lean principles.
  • Prioritize improvement opportunities based on operational impact and feasibility.
  • Develop implementation plans for process improvement initiatives.
  • Establish performance indicators to monitor and sustain improvements.

Who Should Attend

This course is designed for operations managers, production managers, industrial engineers, process improvement specialists, Lean practitioners, quality professionals, maintenance managers, supply chain specialists, and business process owners involved in improving operational performance. It is also suitable for professionals in manufacturing, oil and gas, engineering, logistics, warehousing, healthcare, financial services, and government organizations who want to reduce waste, improve workflow efficiency, shorten process lead times, and strengthen service delivery.

Learning Outcomes

  • By the end of the course, participants will be able to:
  • Define value streams and identify their key process components.
  • Collect and interpret data required for value stream analysis.
  • Construct current-state maps that represent actual process performance.
  • Calculate and interpret cycle time, lead time, and takt time.
  • Identify the eight common forms of waste in Lean operations.
  • Analyze material and information flow to locate process constraints.
  • Develop future-state maps that support smoother and more efficient workflows.
  • Recommend targeted improvements based on measurable operational evidence.
  • Prepare a prioritized action plan for implementing Lean improvements.
  • Monitor results using relevant process performance indicators.

Course Outline

Day 1

Fundamentals of Value Stream Mapping

  • Introduction to Lean management and continuous improvement.
  • Value Stream Mapping concepts, purpose, and business benefits.
  • Understanding customer value and value streams.
  • Identifying process boundaries, suppliers, customers, and key activities.
  • Distinguishing value-adding, necessary non-value-adding, and wasteful activities.
  • Overview of the eight wastes in Lean operations.
  • Practical exercise: Identifying a value stream and its improvement objectives.
Day 2

Developing the Current-State Value Stream Map

  • Preparing for a value stream mapping exercise.
  • Conducting process observation and collecting operational data.
  • Mapping process steps, material movement, and information flow.
  • Understanding process data boxes and standard VSM symbols.
  • Measuring cycle time, changeover time, uptime, and work in progress.
  • Calculating lead time and identifying waiting periods.
  • Practical exercise: Developing a current-state value stream map using a sample process.
Day 3

Analyzing Waste and Identifying Improvement Opportunities

  • Interpreting current-state maps and identifying process inefficiencies.
  • Detecting bottlenecks, queues, excessive inventory, and unnecessary movement.
  • Understanding takt time and its relationship to customer demand.
  • Analyzing push and pull systems and opportunities for improved flow.
  • Evaluating process synchronization and workload balance.
  • Applying root cause analysis to recurring operational problems.
  • Practical exercise: Analyzing a current-state map and prioritizing improvement opportunities.
Day 4

Designing the Future-State Value Stream Map

  • Principles and objectives of future-state mapping.
  • Designing continuous flow and reducing unnecessary handoffs.
  • Applying pull systems, supermarket concepts, and Kanban where appropriate.
  • Identifying opportunities to reduce lead time and work in progress.
  • Improving information flow, production planning, and process coordination.
  • Defining future-state performance targets and improvement measures.
  • Practical exercise: Designing a future-state map for a selected operational process.
Day 5

Implementation Planning and Practical Workshop

  • Translating future-state maps into actionable improvement initiatives.
  • Prioritizing actions based on impact, effort, cost, and feasibility.
  • Developing implementation roadmaps, responsibilities, and milestones.
  • Establishing KPIs for cycle time, lead time, waste reduction, and workflow performance.
  • Managing implementation challenges and sustaining Lean improvements.
  • Final workshop: Completing a current-state and future-state VSM for a selected process.
  • Presentation of findings, recommended improvements, and implementation action plans.

Upcoming Dates

Selected date

Munich · 19 – 23 Apr 2027 · Classroom

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16 – 20 Nov 2026€6,700—
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23 – 27 Nov 2026€4,700€4,230until 2 Nov
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30 Nov – 4 Dec 2026€5,700€5,130until 9 Nov
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14 – 18 Dec 2026€4,800€4,320until 23 Nov
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21 – 25 Dec 2026€5,400€4,860until 30 Nov
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28 Dec 2026 – 1 Jan 2027€3,300€2,970until 7 Dec
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11 – 15 Jan 2027€4,200€3,780until 21 Dec
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18 – 22 Jan 2027€4,400€3,960until 28 Dec
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22 – 26 Feb 2027€5,400€4,860until 1 Feb
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