Value stream mapping and work standardization are productivity improving and process optimizing tools, which play significant role in enhancing the process efficiency by identifying severely wastes on a process. The main goal of this study is to improve productivity through value stream mapping and work standardization. Bearing in mind this, nowadays ayat furniture factory is not competitive in both local and global market. The company faced different problems in the production of their core business or products, high lead time, inappropriate shop layout, high set up time (26409 second) and poor resource utilization (time, space and materials). Manufacturing wastes such as, unnecessary inventory in both way (raw material and work in process), high waiting time (17584 second), transportation (1469 m) and unnecessary material and workers movements (due to poor work shop layout) were discovered. To achieve the objective the study, use mixed research approach and data collection method a literature survey has been conducted to get an empirical knowledge and questioner to identify the relationship between value stream mapping and work standardization. Furthermore, the time taken for each activity in the production process of the selected door product was recorded by using stopwatch in order to find out time wastes on the process. The result show that value stream mapping and work standardizations are positively related to wards productivity improvement. The non- valueadded activity reduced from 9.26hrs (72%) to 4014hrs (58%). Pressing operation, sanding operation and painting operations were identified as the main cause of bottleneck process/area. The major wastes are found to be transportation, inventory, higher changeover time and motion. More over the production lead-time was 24.336 hours, spanning from 44.4 hours to 24.336 hours; work in process time is also reduced from 12.93 hours to 7.095 hours, total distance traveled by the object material and operator is 1467.5 meters, it also drops to 234 meters. The efficiency of the process cycle is 41.578%, which has also improved (28.38% -41.578%). Finally, the researcher proposed continuous productivity improvement model for the case company. Key words: value stream mapping, productivity improvement, time standard