Most organisations can describe what a process is supposed to do — far fewer can show, on paper, what it's actually doing right now. That gap between the assumed process and the real one is where waste, delays, and quality problems quietly live. The From As-Is to To-Be: A Process Mapping and Improvement Training Course, delivered by the Arab British Fellowship Training Academy, closes that gap by teaching participants to see, measure, and redesign their processes with precision.

The course builds capability in layers: it starts by establishing why process maps matter and how they connect to international quality standards, then works through a practical toolkit — from a simple flowchart to a full value stream map — that participants can apply at any level, from enterprise architecture down to a single workflow. From there, it moves into lean thinking, root-cause analysis, and structured problem-solving, and finishes with the measurement and benchmarking skills needed to prove that a redesigned "to be" process actually outperforms the "as is" one it replaced.

What You'll Be Able to Do

• Define processes clearly, including with BPMN notation, and read what a process map is really telling you about customers, value, and efficiency.
• Apply the right mapping tool for the job — from flowcharts and swim lanes to SIPOC and value stream maps — at any level from enterprise to workflow.
• Use lean thinking, 5S, FMEA, and root-cause techniques to diagnose a process and redesign it based on evidence, not assumptions.
• Set KPIs and benchmarks that prove whether an improved process actually performs better than the one it replaced.

Who Should Attend?

• Professionals in operations, quality management, and business analysis.
• Anyone leading or contributing to process improvement initiatives inside their organisation.

Module 1: Why Map a Process at All?

• What a process actually is, and the elements that make one up.
• Reading a process map through its key attributes: the customer, what matters to them, and where performance data comes from.
• Understanding a process's place in the value chain, and running a basic stakeholder analysis.

Module 2: Aligning Process Thinking with Quality Standards

• Core process characteristics and the Plan-Do-Check-Act (PDCA) approach.
• Spotting opportunities to reduce cycle time, defects, and non-value-added activity.
• How international quality standards expect processes to be approached.

Module 3: The Mapping Toolkit

• Simple flowcharts, spaghetti diagrams, and swim-lane (deployment) flowcharts.
• SIPOC charts for Six Sigma projects, and value-added / non-value-added analysis.
• Value stream maps, cycle time maps, process hierarchy, symbols, and IDEF0 mapping.

Module 4: From Lean Thinking to Root-Cause Fixes

• Lean thinking, the eight types of waste, and 5S for organising the workplace.
• Failure Mode and Effects Analysis (FMEA), and diagnosing customer, support, and management processes with tools like the turtle diagram.
• Using process maps and the 12 cornerstone tools to trace root causes, solve problems, and audit processes for continuous improvement.

Module 5: Measuring What Matters and Proving Improvement

• Why measurement matters, and how to set realistic targets.
• Defining and tracking process KPIs.
• Benchmarking performance and using the balanced scorecard to prove real improvement.