This report documents the assembly of residential kitchens by a Swedish development company based in Stockholm using value stream mapping. . The study covers the process of receiving and transporting building material and components from the delivery location at the construction site to the apartment and the subsequent assembly of the kitchen, on four different projects. The supply of materials for three kitchens is delivered to the site every four days, hence this dictates a production tact time of a completed kitchen every 1.33 days. Furthermore, the company has set aside a total resource time of 17 hours per completed kitchen including the transportation of building material and components. Potential improvements to the kitchen building process have been identified based on the theory of lean management using observations and interviews. Three out of the four studied projects met the company targets regarding cycle time of 1.33 days/kitchen and resource time of 17 hours/kitchen. Despite meeting the companies mandate construction time frame, there remains great potential to improve the current state. Process inefficiencies associated with the current practices are largely due to the logistics the on-site logistics concerning access to material and equipment in the right place at the right time and disturbances from other activities and material transports on-site. It is important to have the kitchen material in the right place at the right time and that the process isn’t disturbed by other building activities and material on the site. However, work practices of the fitters can also affect the amount of non-productive labor. It's not only the question of how fast the fitters can assemble the kitchens, but also how they spend the rest of the working hours during the day. Difference in experience between the fitters also plays a role in process efficiency. An inexperienced and/or sloppy installer leaves several tools lying around and does not work in any clear order, hampering the work flow of the installation. With the improvements suggested in the study, the tact time and the resource time necessary to produce a kitchen can be greatly reduced. The timely production of kitchens in the future state results in time available for the fitters to complete other tasks while still maintaining the same tact time on kitchens. The future state of the company’s assembly process of kitchens only differs by way of waste reduction. The value adding activities is not considered to be the decisive factor in this study, since the waste time is so extensive. The study shows that the total resource time required in the future will be half as much as the average of the studies considered in this report, reducing resource time from 2010 to 1084 minutes. Since the value time is unchanged, 926 minutes of waste time have been identified in the present average. The project that performed most poorly had a total resource time of 3965 minutes, in which case, resource time in future production would be approximately one quarter of the time utilized on this project.