How to Prepare for a Value Stream Mapping (VSM) Workshop

A Value Stream Mapping (VSM) workshop is one of the most powerful activities in a Lean practitioner’s toolkit. It brings teams together to visually map the flow of materials and information across a process—from start to finish—allowing organizations to pinpoint waste, delays, bottlenecks, and non-value-added activities.

But like any structured improvement initiative, its success depends heavily on how well it is planned. A poorly prepared VSM session can lead to confusion, scope creep, or lack of actionable insights. A well-prepared one, however, aligns stakeholders, clarifies goals, and unlocks real transformation.

In this blog, we break down how to prepare effectively for a VSM workshop to ensure you get the most value from the session.

1. Define the Purpose and Scope

Start by identifying why you are doing the VSM and what part of the process you want to improve. Are you addressing customer complaints, long lead times, low productivity, or excessive rework?

Clarify the scope:

• Is the map focused on an end-to-end customer journey or a single function (e.g., order to invoice)?

• What are the start and end points?

• What’s in scope, and what’s not?

A clearly defined scope keeps the team focused and prevents the session from ballooning into an unmanageable brainstorming marathon.

2. Assemble the Right Team

A good VSM workshop involves a cross-functional team that represents every part of the process you’re mapping. This often includes:

• Process owners

• Frontline employees

• Supervisors or team leads

• Representatives from support functions (e.g., IT, HR, Quality)

• A facilitator (often a Lean or Continuous Improvement professional)

Why it matters: People closest to the work offer valuable insights you won’t find in documentation. Their involvement also ensures buy-in and smoother implementation of improvements later.

3. Plan for Gemba Walks

If your process is physical (manufacturing, warehousing, service desk), schedule Gemba walks beforehand. Gemba walks should preferably be done before the workshop. Observing the actual process in action can reveal discrepancies between how people think work flows and how it actually flows.

4. Gather Data in Advance

Don’t wait until the workshop to start from scratch. Collect relevant baseline data ahead of time to save time and support decision-making during the session. This may include:

• Cycle times

• Lead times

• Takt time

• Error rates

• Inventory levels

• Rework percentages

• Process steps or SOPs

Tools like time studies, ERP system extracts, or recent performance dashboards can be very helpful.

5. Schedule the Workshop and Secure a Space

Value Stream Mapping sessions can take 4 to 8 hours, or even span 2 full days for complex processes. Book a quiet room with:

• Plenty of wall space or whiteboards

• Tables that allow for collaboration

• Projector or screen (if needed)

• Refreshments or breaks (especially for long sessions)

  Secure post-its and stationary needed

If it’s a remote workshop, test the virtual platform, audio/video quality, and access to shared digital boards in advance.

6. Create a Structured Agenda

Structure the session to ensure flow and productivity. A typical agenda includes:

• Introduction and Objectives (15–30 mins)

• Process Walkthrough or SIPOC Review (45–60 mins)

• Current State Mapping (1.5–2 hours)

• Data Analysis and Metrics Review (30–60 mins)

• Identifying Waste and Opportunities (45–60 mins)

• Future State Brainstorming (1.5–2 hours)

• Next Steps and Action Planning (30–45 mins)

Build in time for breaks and unstructured discussion—valuable insights often surface informally.

A Lean Awareness session is very useful for the VSM workshop participants prior to the start of the value stream mapping exercise.

7. Set Expectations for Follow-Through

A VSM workshop isn’t just about drawing a map. It’s about enabling change. Before the session, make sure leadership is ready to support improvement initiatives that emerge from the workshop.

Discuss:

• How decisions will be made

• Who will own implementation

• What resources will be available

• How progress will be tracked

8. Prep Communication Before and After

Let participants know what to expect from the workshop:

• Purpose and agenda

• What data or materials they should bring

• How their input will shape improvement

After the session, send a recap with the current/future state maps, prioritized actions, and owners for next steps. Visibility drives momentum.

Final Thoughts

A Value Stream Mapping workshop is not just a technical exercise—it’s a strategic opportunity to align teams, expose inefficiencies, and create momentum for Lean transformation. Preparing thoughtfully ensures your workshop runs smoothly, respects participants’ time, and leads to real process improvements.

As Lean expert John Shook once said, “It’s not the map that matters—it’s the conversation.” Prepare well, and your VSM will spark the right conversations to drive change.