Abstract: Managing the process of continual improvement is a difficult challenge for any business. When training management is viewed as a business centre, managers must also continuously balance the available resources and budget while meeting training requirements. Typical process reengineering allows for the process to be reorganised to meet new technologies or efficiencies. Training cycles though, may not allow for re-engineering of the process due to fixed criteria and parallel training programs; yet process modelling can help optimise this "business centre" as well. The key for using Process Modelling is the overall effort's orientation and the scope or macro view of the contributing factors and constraints. With the emergence of alternative training delivery methods, the effective analysis of the impact to the overall training cycle is crucial to making effective decisions about equipment, facilities, instructional materials and trainers. The impact of taking students from their jobs must also be assessed given other alternatives. Often, quick fixes simply move the problem around. Process Modelling oriented at the training resource issue can effectively provide information on student throughput, required resources, cost analysis and projected economic data to help justify the change. Sensitivity analysis allows for the overall process to be examined for "what-if" scenarios. Ultimately, the acceptance and use of Training Resource Allocation Modelling (TRAM) in support of Business Process Reengineering (BPR) techniques will leave a continuous improvement legacy process for future training managers.