At UNLV Libraries, the practices for gathering and mending damaged materials had created an amorphous backlog which negatively impacted users’ access and the Libraries’ return on investment (ROI). An initial-state review of the process revealed (a) no apparent process owner existed; (b) an unwieldy backlog developed; (c) no value-adding actions were developed for determining what should be mended, or setting turn-around times; (d) no standardized methods of evaluation were created to link procedures to stakeholder goals. After review of the initial state, value-streams were identified based on users’ needs and workflows—a central gathering place was created with daily pickups, as well as an evaluation process—which then transformed flow into various value-streams based on collection criteria and ROI. A future state was then set to embrace both users’ value and ROI outcomes. Value-adding actions of the future state include (a) eliminating backlog and sustain one-piece flow; (b) deliver 24-48 hour turn-around times; (c) provide more time for highly trained staff to pursue divisional initiatives and key workflow within Special Collections; (d) establish the Preservation Laboratory as a focal point for preservation outreach and education.