Developing a culture of continuous improvement

About the company

Sheraton manufactures many household textile products for major upper-end retailers in a G20 country, as well as bedding for major hotel and hospitality groups. It specialises in high thread count linens, both of 100% cotton and hotel standard polycotton percale, which it has specially woven to demanding standards.

Besides textiles and linen, Sheraton also produces the widest range of “whites” (duvet inners and pillows), containing both natural (feather and down) and synthetic (anti-allergenic) fillers. Sheraton also produces a limited range of high thread count printed and embroidered products in its Signature™ range, as well as an internationally acknowledged range of scatter cushions and throws under its Skatterz™ and Thro’z™ label.


Introduction of lean to Executive, Senior and Middle Management teams

Aligned focus amongst leadership team towards developing a culture of continuous improvement

Reorganisation of skills to facilitate implementation of lean improvement journey

Executive summary

A company focused on developing all levels of management, supervisors and team leaders aligned to the restructuring and reorganisation of skills to ensure a World Class Manufacturing facility is realised.


Moving from a traditional approach to manufacturing to newer, more efficient approaches to manufacturing.

How TRACE helped

Sheraton Textiles was faced with a number of internal challenges (and opportunities). The participation in the TRACE Training programme provided a platform for the Executive, Senior and Middle Management (team leaders) to:

1) Better understand quick-win improvements (such as the implementation of 5s on the shopfloor).

2) Prioritise key skill development areas to address performance upgrading requirements at the plant.

Results and future plans

Restructuring of the traditional management approach at Sheraton to better service the implementation of a continuous improvement culture.

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