A high-growth manufacturing organization was preparing for a line extension that would add new production areas, parallel workstreams, and more movement of materials, containers, lots, and subassemblies. The operation was already capable, but the future state would require stronger controls: fewer handoffs, clearer ownership, faster exception resolution, and better traceability across reagent preparation, flow-cell work, instrument assembly, quality checks, and release.

The team did not want to simply automate the current process inside Siemens Opcenter. They wanted to understand the actual value stream first, remove waste, and then configure Opcenter around a cleaner, more scalable workflow.

Before VSM

• Cross-functional ownership: manufacturing, supply chain, quality, engineering, and digital operations worked from one map.
• Gemba-first thinking: the team validated the actual flow instead of assuming the procedure or system record told the full story.
• No solution jumping: kaizen bursts captured issues first; the impact matrix then separated quick wins from larger design work.
• Digital workflow discipline: Opcenter requirements were tied to the future-state map, action plan, owners, and measurable benefits.

The team aligned on a short list of metrics to monitor after implementation:

• Material transfer accuracy and unresolved transaction aging.
• Lot/container genealogy completeness at release.
• Queue time before QA review and disposition.
• First-pass execution through critical Opcenter workflow steps.
• Schedule adherence for the line-extension value stream.