In terms of companies with complex organizational structure focused on the functioning of various business verticals and interaction of multiple crosscutting processes, a correct approach to the organization of production is particularly important. Every company that cares about the future of its activities and attraction of revenues, provides continuous control of overhead costs and looks for ways to eliminate them. Among many approaches to improve the production organization the theory of lean production has taken its place in recent years. The concept of lean production requires the involvement of all employees to search for and eliminate losses. In Russia, the concept of lean production is used by such large companies as JSC «KAMAZ», holding company «GAZ», JSC «Sberbank», JSC «Mosenergo» and others. But the tools were developed primarily for typical industrial processes, so they need to be adapted to the implementation at the enterprises where main activities focus on services, e. g. regarding transportation system. The project of lean production in JSC «Russian Railways» is deemed to identify and reduce losses in the implementation of cooperation within the holding company between various departments, as well as external customers. One of the most important instruments of lean production is mapping of production and technological processes. The objective of the authors is to investigate mapping of the processes particularly with regard to JSC «Russian railways», using special mapping technique, comparative method, and general scientific methods. The article describes stages of planning and implementation of mapping and its special transport-related features. The main conclusion is that while implementing mapping to transportation company it ultimately should not be seen as a way to reflect the technological sequence of operations, but as a look at the technology of manufacturing processes from the perspective of the customer, that is, from the point of view of the consumer (internal or external).