Sleep Train Mattress Centers gained 98% additional space in the distribution center delivery office by applying process improvement 7S techniques taught by Sierra College CACT instructor Jes Vargas at a class sponsored by the Continuous Improvement Network. Founded in 1985, Sleep Train is ranked the number one mattress retailer on the west coast with more than 90 California locations.

First, several Sleep Train employees visited RobbJack in Lincoln, a premium rotary cutting tool manufacturer known in the region for successfully boosting productivity by applying lean manufacturing methods, explained Frank Rapolla, Sacramento Distribution Center Warehouse Manager. “Seeing what RobbJack had done convinced us that 7S could make a difference at Sleep Train,” said Rapolla.

According to Rapolla, the team chose the delivery office at the distribution center as a homework assignment for the class. “We wanted to start with a manageable sized space that was visible to everyone,” said Rapolla. Next, they engaged two vice presidents to participate in the exercise so they could see firsthand how the 7S process improvement tool worked.

Focused on the area below and next to the delivery window, the team of four broke the space, which included shelves and cubbies, into horizontal zones. They removed everything from the area and placed it on tables. The most humorous finding was a pink and purple princess toy make-up table previously kept below the shelf.

Using the 7S tool of red tagging, 31 items were red tagged and held for five days before recycling or discarding. Visitor and temporary employee logs with pens were immediately put back in place as were two first aid kits. The team checked the kits and replaced missing items so that they were fully stocked. Red tape marked the location were the first aid kits belonged.

Then Sleep Train staff established guidelines for the cubbies – no food or personal items. Then to prevent mail meant for the corporate office from stacking up, arrangements were made to send it all each Friday. Finally yellow tape was put on the floor below the shelves designating it as a clear area to prevent boxes and other unexpected items such as princess tables from stacking up. The team spent one day on this project.

As a result, the majority of what had been kept in the area was removed, and the work related items where easy to find and use. “Staff has shown an interest in this project, the first step to getting buy-in,” said Rapolla. “In addition, by engaging corporate managers in the process, they saw the potential of deploying 7S and other process improvement tools throughout the organization.”

Based on their experience, the Sleep Train team highly recommends starting with a small area. “We underestimated the amount time it would take,” said Rapolla. “Start with a visible area that everyone uses or walks by so they can see the transformation. People are creatures of habit and change takes time but once they see the results of getting organized they want to participate.”