Operational Transformation
at Westbridge Furniture (Belfield Group)
Client: Westbridge Furniture, UK
Led by: Lee Bellis, GEMBEX Founding Consultant
Lee drove Operational Excellence across multiple departments at Westbridge Furniture by implementing Lean methodologies, optimising process flows, and introducing branded systems that elevate productivity, reduce waste, and align with strategic growth.
To redesign the process flow for the SNUG product line to eliminate inefficiencies and improve throughput.
To streamline the cushion filling process from cover preparation through to the upholstery (UPH) lines.
To project manage the launch of a new bed manufacturing facility within a strict 12-week timeframe.
To introduce a Kanban system for foam parts—an area previously unmanaged—to improve inventory control and flow.
To establish takt times and rebalance labour across fabrication booths, aiming to eliminate labour deficits and achieve full productivity.
To implement a dedicated layout and process for the FRIHETEN sofa bed in the foam department, incorporating Lean tools such as Kanban, takt time, and cost tracking.
SNUG Line Reconfiguration: Mapped the existing process, identified bottlenecks, and implemented a new flow with optimised workstations and visual controls.
Cushion Filling Flow: Developed a continuous flow model from covers to UPH lines, standardising work content and introducing ergonomic improvements.
New Bed Factory Delivery: Led the end-to-end project management of a new facility—covering layout design, equipment procurement, staffing, and operational readiness—delivered in just 12 weeks.
Foam Kanban System: Designed and implemented a visual Kanban system for foam components, including bin sizing, replenishment triggers, and flow paths.
Fabrication Booth Takt Time: Conducted detailed time studies, calculated takt times, and restructured labour allocation to eliminate underperformance and align output with demand.
FRIHETEN Sofa Bed Implementation: Created a dedicated foam department layout for the FRIHETEN model, integrating Kanban loops, takt-based scheduling, and cost visibility.
SNUG Line: Lead time reduced by 35%; improved flow and line balance
Cushion Filling: 25% reduction in rework; smoother handoffs and improved ergonomics
Bed Factory Launch: Fully operational within 12 weeks; Lean principles embedded from day one
Foam Kanban: 100% stock visibility; elimination of shortages and overproduction
Fabrication Booths: Labour deficit reduced to 0%; productivity increased to 100%
FRIHETEN Sofa Bed: 50% increase in throughput; improved cost control and layout efficiency
This project reinforced several key principles that now form part of Westbridge Furniture’s operational DNA:
Lean is scalable: From individual product lines to entire factories, Lean tools can be tailored to any scope.
Visual management drives ownership: The introduction of Kanban and takt time boards empowered teams to self-manage and sustain improvements.
Speed and structure are not mutually exclusive: The 12-week bed factory launch proved that rapid delivery can coexist with robust planning and execution.
Cross-functional collaboration is critical: Success was driven by close engagement between Gembex, production teams, and leadership—ensuring solutions were both technically sound and culturally embedded.
Gembex’s work has left a lasting legacy at Westbridge: a more agile, efficient, and empowered operation—ready to scale and adapt to future challenges.