Process Mapping and Improvement Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Operational Managers, Process Improvement Specialists and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-QP-050

Before you join: Participants should have experience working within, supervising or supporting business processes such as service delivery, operations, finance, procurement, projects or quality management.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Poorly understood processes create avoidable delay, rework, inconsistent service, compliance failures and excess operating cost. Teams often respond by adding approvals, reports or staff without establishing where work actually waits, loops, fails or loses customer value. Effective process improvement begins with a factual current-state map, measurable performance baseline and disciplined analysis of root causes, constraints and risks.

This course equips participants to map, measure, analyse and redesign business processes using recognised process-management and continuous-improvement methods. Participants use SIPOC to define scope, cross-functional maps and BPMN 2.0 to document workflow, and value stream maps to expose waiting time and work in progress. They assess performance through cycle time, lead time, yield, Pareto analysis and run charts; identify waste and bottlenecks; investigate causes with Five Whys and fishbone diagrams; and design improved processes using standard work, error-proofing, RACI and control plans.

Instruction combines concise technical briefings with facilitator-led case work, mapping workshops, group analysis and structured application planning. Cases reflect operational settings such as customer onboarding, claims handling, procurement, payment processing, public-service approvals and service delivery. Each participant develops a reusable process-improvement pack containing a current-state map, performance measures, root-cause analysis, future-state design, risk controls and an implementation roadmap. A certificate of completion is issued to participants who complete the course.

The course suits professionals responsible for improving operational performance, service quality, project delivery or controlled processes. It is particularly relevant where work passes across several functions and where leaders need evidence before approving changes to systems, roles, controls or capacity.

What you will be able to do

  • Define process scope and customer requirements using SIPOC and critical-to-quality measures
  • Construct current-state process maps using swimlanes and BPMN 2.0 notation
  • Measure process performance using cycle time, lead time, yield and baseline data
  • Analyse waste, bottlenecks and variation using value stream mapping and Pareto analysis
  • Diagnose root causes using Five Whys, fishbone diagrams and process evidence
  • Design future-state processes using standard work, RACI, pull controls and error-proofing
  • Develop risk controls using failure mode and effects analysis and control plans
  • Prepare a documented process-improvement roadmap with benefits, ownership and review measures

Benefits of attending

For you

  • Produce clear current-state and future-state process maps for stakeholder review
  • Identify measurable causes of delay, rework, defects and excess work
  • Lead structured improvement discussions using recognised analysis methods
  • Build credible improvement proposals supported by data, controls and ownership
  • Apply a 30-60-90 day plan to a workplace process

For your organisation

  • Shorter processing times through removal of queues, rework loops and unnecessary handoffs
  • More consistent customer and employee service through documented standard work
  • Better investment decisions based on mapped workflows, baselines and quantified benefits
  • Reduced operational risk through defined controls, escalation rules and process ownership
  • Stronger cross-functional accountability for process performance and improvement actions

Course modules

10 modules over 5 days

Participants can define a process-improvement opportunity, its boundaries, customers and performance requirements.

  • SIPOC diagrams define suppliers, inputs, process boundaries, outputs and customers
  • Voice-of-customer requirements translated into clear critical-to-quality process measures
  • Operational definitions distinguish defects, rework, delays, exceptions and handoffs
  • Process scope statements set start points, end points and exclusions
  • Customer segments and service promises establish process performance expectations
  • Project charters specify problem statements, targets, sponsors and constraints

Participants can document an accurate current-state process map that shows workflow, decisions and ownership.

  • Cross-functional swimlane maps show roles, decisions, handoffs and queues
  • BPMN 2.0 events, tasks, gateways and flows represent workflow logic
  • Documenting the current state captures actual work rather than procedures
  • Decision diamonds expose approval paths, exception routes and rework loops
  • Walk the process to validate map accuracy with frontline staff
  • Layered maps connect end-to-end flow with detailed task instructions

Participants can define process measures and establish a reliable baseline for improvement decisions.

  • Data collection plans define measures, sources, sampling and ownership
  • Cycle time, lead time and takt time distinguished precisely
  • First-pass yield and rolled throughput yield quantify quality losses
  • Operational baselines separate common-cause variation from special-cause signals
  • Run charts display performance trends before formal statistical analysis
  • Pareto charts prioritise defect categories by frequency, cost or risk

Participants can analyse end-to-end flow and identify delays, queues and work-in-progress constraints.

  • Value stream maps trace material, information and customer-demand flows
  • Process time and waiting time reveal total lead-time composition
  • Little's Law links work in progress, throughput and flow time
  • Identifying queues, batch sizes and constraints exposes flow interruptions
  • Pull systems, FIFO lanes and WIP limits control work release
  • Future-state maps specify flow, staffing, triggers and information changes

Participants can identify the sources of non-value-added work and test root-cause hypotheses.

  • TIMWOODS categories identify transportation, inventory, motion, waiting, overproduction, overprocessing, defects and skills
  • Constraint analysis locates the resource limiting system throughput
  • Five Whys traces symptom chains to testable root causes
  • Fishbone diagrams structure causes under people, methods, machines and materials
  • Spaghetti diagrams quantify travel, movement and layout-related delay
  • Impact-effort matrices rank improvement ideas before detailed design

Participants can design improved workflows with clear roles, controls and resource assumptions.

  • Standard work defines sequence, timing, quality criteria and expected output
  • Error-proofing uses prevention, detection and shutdown poka-yoke controls
  • RACI matrices clarify decision rights, task ownership and escalation paths
  • Workload balancing redistributes tasks against takt time and capacity
  • Service blueprints align frontstage actions, backstage work and support processes
  • Future-state design tests assumptions, dependencies, risks and resource requirements

Participants can assess process failure risks and specify practical monitoring and response controls.

  • Failure mode and effects analysis scores severity, occurrence and detection
  • Risk priority numbers focus controls on consequential process failures
  • Control plans assign measures, limits, response actions and owners
  • Visual management makes status, abnormalities and standard conditions visible
  • Escalation rules specify triggers, authority levels and response times
  • Audit checklists verify adherence to redesigned process controls

Participants can structure, test and assess process changes before wider implementation.

  • A3 reports frame problems, analysis, countermeasures, follow-up and ownership
  • PDCA cycles test changes using defined hypotheses and measures
  • Kaizen events organise rapid improvements within a bounded process scope
  • Pilot plans define participants, duration, safeguards and success criteria
  • Benefits registers quantify capacity, quality, cost and service gains
  • Change impact assessments identify affected roles, systems and procedures

Participants can establish ownership, standardisation and review routines for sustained process control.

  • Standard operating procedures convert redesigned work into controlled instructions
  • Training matrices identify competence requirements, assess gaps and record completion
  • Process ownership assigns accountability for performance and periodic review
  • Dashboard design pairs leading indicators with outcome measures
  • Statistical process control distinguishes stable performance from assignable causes
  • Management review routines address trends, actions, risks and opportunities

Participants can prepare a practical roadmap for applying course methods to a priority process.

  • Improvement roadmaps sequence initiatives, dependencies, milestones and decision gates
  • Business cases calculate benefit assumptions, implementation costs and payback
  • Stakeholder maps identify sponsors, process owners, users and resisters
  • Communication plans specify messages, channels, timing and accountable senders
  • 30-60-90 day plans convert findings into managed implementation actions
  • Personal application plans commit one process-mapping improvement after training

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. SIPOC and process charter template
  2. Cross-functional current-state mapping template
  3. Process measurement and baseline worksheet
  4. Value stream and bottleneck analysis model
  5. Future-state process and control plan template
  6. 30-60-90 day improvement roadmap

Who should attend

  • Operational Managers — improve service, cost, quality and throughput across daily workflows
  • Process Improvement Specialists — apply structured mapping and analysis methods to improvement initiatives
  • Project Managers — define affected processes, handoffs, risks and implementation actions
  • Quality Managers — strengthen process controls, corrective actions and performance monitoring
  • Business Analysts — document requirements, workflow logic and future-state operating models
  • Team Leaders and Supervisors — remove recurring delays, rework and unclear task ownership

Skills and tools covered

Process mappingValue stream analysisRoot-cause analysisWorkflow redesignProcess risk controlImprovement implementation

Tools and standards

SIPOC, BPMN 2.0, Value Stream Mapping, Failure Mode and Effects Analysis

How the course runs

Training methodology

The course uses short instructor briefings to introduce each method, followed by facilitated case analysis, mapping work, group discussion and improvement-design activities. Participants interpret process data, document current-state workflows, identify bottlenecks and develop future-state controls using realistic operational scenarios. Simulations demonstrate how queues, variation, handoffs and capacity constraints affect performance. Facilitators provide feedback on map clarity, measurement choices, root-cause logic and implementation priorities. The final sessions focus on transferring methods to a participant-selected workplace process.

Requirements and prerequisites

Participants should have experience working within, supervising or supporting business processes such as service delivery, operations, finance, procurement, projects or quality management. They should be comfortable discussing workflow steps, performance measures and workplace problems with colleagues. No previous training in Lean, Six Sigma, BPMN, statistical process control or formal quality standards is required. Advanced mathematics, coding and specialist process-modelling software experience are not required. Participants will benefit most if they can identify one real process they may wish to improve after the course.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

Participants should understand how work is completed within their team, department or service area. Previous Lean, Six Sigma, BPMN or quality-management training is not required.

Bring details of one process that causes delays, rework, quality issues or customer complaints. Useful information includes existing procedures, sample performance data, service targets and examples of recurring exceptions.

The course is designed for managers, analysts, quality professionals, project staff and team leaders involved in improving operational processes. It suits both service and transactional environments, including banking, government, healthcare, NGOs, manufacturing and shared services.

This course concentrates on process mapping, workflow analysis, redesign and practical controls. It uses selected Lean and quality methods but does not focus on advanced statistical methods, formal belt certification or large-scale Six Sigma projects.

Participants can map a priority process, collect a baseline, identify failure points and propose targeted changes. The course materials support conversations with process owners, frontline teams, risk functions and senior decision-makers.

Training runs from 08:30 to 16:30 each day, providing approximately 6.5 contact hours daily. Time is divided across ten modules covering process definition, mapping, measurement, analysis, redesign, control and implementation planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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