Lean value stream mapping is used to identify customer desired outcomes, deliver value to the product through the use of the value stream, end to end, through the analysis of all entities used in building the product. Lean means creating more value for customers with just enough resources, thus optimizing the entire process cycle and increasing customer success. Lean principles respond to changing customer desires and also provide high quality, low costs and faster production times. Lean principles eliminate waste along entire value streams thereby creating processes that require less human investment, time and effort to produce products and services at much lower cost and with far fewer defects than conventional business systems.[1]A value stream includes both value-added and non-value-added actions necessary to bring a product through the main streams essential to the product itself. The value stream mapping perspective works on the big picture of the production cycle, not just the individual process, thus improving the process at the micro and macro level. Value stream mapping (VSM) can be defined as a special type of flowchart that uses symbols known as “the Lean language” to represent and improve the flow of inventory and information[1].2. History and Evolution of Lean Manufacturing In the 15th century, "lean thinking" was introduced at the Venetian Arsenal, but Henry Ford was the first person to integrate a complete manufacturing process. In 1913 Michigan introduced interchangeable parts with standard work to create a production flow. The company used special machines to assemble and produce components directly on the line. The first model produced by Ford was limited to a co...... means of paper...... use of a technique called autonomy (or jidoka). Implementing cellular manufacturing requires the worker to shift his or her responsibilities from working on a single machine, to managing and managing multiple machines simultaneously in the production area of ​​the shop floor. The worker can also be freed from the loading and unloading process and the focus shifts to implementing productive maintenance and process improvements. The system requires companies to manufacture products based on expected customer demand, rather than actual demand. This is due to the lag time associated with producing products using the batch and queue technique. In many cases the system is very inefficient and wasteful. This is primarily due to substantial WIP, which is put on hold as other functional teams prepare their units. The following figure captures the production flow in a batch and a queue