Abstarct: Implementing lean production principles in industrial processing units has a direct and significant impact on improving their competitive position and profitability. By reducing production time, achieved through minimizing hidden and apparent losses and streamlining workflows, these units gain valuable time and resources while indirectly lowering product costs. This study aims to identify opportunities for process improvement and optimization in the Advancing, Development and Exploitation and Transportation sections in underground coal mines using the Value Stream Mapping (VSM) method in Eastern Alborz Coal Mines Company. This research was developed to define the subject of the thesis on the topic of "Improving productivity in coal mines using lean management strategy" and focusing on the application of lean management in coal mines. This quantitative research collected data through field measurements, recording the time required for each action from start to finish within the sections. Through brainstorming sessions and group discussions with relevant experts, a process map was created and analyzed, and waste sources were identified. After identifying the waste sources, appropriate solutions were proposed. In advancing section, Post-implementation of Kaizen bursts, a noteworthy reduction in total cycle time from 462 to 350 minutes is observed, alongside a decrease in the time between drilling and blasting processes from 390 to 90 minutes. Consequently, the total lead time is diminished from 852 to 440 minutes. The result in this section, was that the total process duration was reduced from 2 shifts to 1 shift. In development and exploitation section, Post-implementation of Kaizen bursts, a noteworthy reduction in total cycle time from 10224 to 8120 minutes is observed, alongside a decrease in the time between wood supporting and discharge processes from 245 to 86 minutes. Consequently, the total lead time is diminished from 10469 to 8206 minutes. The result in this section, was that the total process duration was reduced from 22 shifts to 17 shift. In transportation section, Post-implementation of Kaizen bursts, a noteworthy reduction in total cycle time from 3401 to 2520 minutes is observed, alongside a decrease in the time between coal mine transportation and discharge in coal washing plant processes from 2342 to 1130 minutes. Consequently, the total lead time is diminished from 5743 to 3650 minutes. The result in this section, was that the total process duration was reduced from 12 shifts to 7.5 shift. In total sections, Post-implementation of Kaizen bursts, a noteworthy reduction in total cycle time from 14087 to 10990 minutes is observed, alongside a decrease in the time between processes from 2977 to 1306 minutes. Consequently, the total lead time is diminished from 17064 to 12296 minutes. The result in this section, was that the total process duration was reduced from 36 shifts to 25.5 shift. This means that the equivalent of a 30 percent improvement was achieved. The study concludes that lean production is a practical approach for analyzing processes, enhancing efficiency, reducing waiting times, and maximizing value to improve process flow.