Continued On Page 34 - Miller Publishing Corporation

More documents

Recommendations

Info

Page 32The Softwood Forest Products BuyerDIPRIZIO -Continued from page 31(SEDC), and a federal grant from theUnited States Department of Agriculture.Although such an undertaking startedout as a mission, it grew into a vision ofwhat the lumber industry can contributeto slowing the tide of global warming.With a responsible use of renewableresources, DiPrizio has reduced itsdemand for oil by 390,500 gallons andits SO2 emissions by 18.6 percent.DiPrizio Pine Sales also meets orexceeds all Hazardous Air Pollutant(HAP) regulations.According to the company’s estimates,7,500 gallons of No. 2 fuel oil arerequired each week to process 600,000board feet of lumber. DiPrizio hasreplaced fossil fuel with 41.5 tons of byproductsuch as sawdust, woodchips,and whole-wood chips. The turbine producesapproximately 60 percent ofDiPrizio’s electrical needs, and thesteam from the boiler is used to heatseveral buildings. The resource stewardshipcontinues further down the lineas loggers attend annual felling andhandling clinics, and customers purchasebark mulch, sawdust, and woodchips.NELMA-certified DiPrizio Pine Sales isan active member of the NortheasternLumbermen’s Association (NELMA), acharter member of the North AmericanWholesale Lumber Association(NAWLA) Trader’s Market, as well as amember of the New HampshireTimberland Owners Association(NHTOA) and the Northeast RetailLumber Association (NRLA).DiPrizio Pine Sales is grateful to thecommitment and dedication of itspeople, and to the communities inwhich the company operates andserves. Without them, DiPrizio Pinewould not be where it is today.At DiPrizio Pine Sales, we listen, wecare, and we understand your needs.We look forward to the opportunityto learn your business and to tellyou more about ours! Visit us on theweb, www.dipriziopine.com, andwww.lavalleys.com, or call 1-800-647-8989.SWANSON -Continued from page 17•results from the lay up line.“To do a lathe project is really complicated.Veneer is moving at such highspeeds, from 1,300 up to 1,350 feet perminute all while controlling accuracy,” heexplained. “We are less than 1-1/2 thousandsof variation within two standarddeviations. Our people work hard to getthe results we need to remain competitive.”An inventory tag system was implementedthat ensures the veneer iswatched until the final stages of shipment.“When we peel veneer, the unitsget squeezed and we calculate howmuch volume is in that unit. The unitthen gets identified by the date it wasmanufactured and the thickness,”Andrews clarified. “Further downstreamthe veneer goes through the processand the dryers and gets re-tagged, reinventoriedand goes on to the layup linewhere another tag is created. When it’smade into a panel from the rough panelto a finished panel another tag is addedbetween the saw and the sander. Soperpetually we watch our veneer as itgoes through the entire system to thefinal stages of shipment. It’s a very accurateway of inventorying.”Primary panel items offered by the companyinclude: MDO and HDO overlaypanels, CCPTS Industrial panels, sturdifloor,sanded and sidings. “Most of theveneer we produce is used internally tomake our own plywood,” addedMarketing Director Bob Maurer.“Although, we do buy and sell veneer tobalance out our needs and to move offthose items we don’t need for production.”Swanson Group’s plywood carries theAPA stamp and along with their othersawmills is a Union Pacific origin shipper.With history that dates back to 1951,Swanson Group began with a small mill,Superior Lumber Co. in Glendale, Ore.From this small company with 35employees, Swanson Group has developedinto an extensive operation.Their stud mill operation in Roseburg,Ore. manufactures kiln-dried Hem-Firand White-Fir studs in 2x4 and 2x6 andin 8-, 9-, and 10-foot trims. This mill hasthe capability to produce kiln-driedDoug-Fir and also cuts Incense Cedar in2x4 and 4x4 for post and rail applications.The original Glendale sawmill, locatedin southern Douglas county about 45miles south of Roseburg, producesGreen Douglas Fir in 2x4 and 2x6, 8-feet to 20-feet in length and some 2x8and 2x10 with some developing 1x4s,1x6s and 2x3s. A second plywood andveneer operation is also located inGlendale as is the company’s headquartersbuilding for all divisions. The companyalso operates another dimensionmill in Noti, Ore., near Eugene that alsoproduces Green Douglas Fir dimension.Combined the two dimension mills havea capacity to produce 350-million boardfeet annually.Along with Joe Andrews and BobMaurer, key employees of the SwansonGroup are: Steve Swanson, presidentand CEO; Chuck Wert, chief operatingofficer; John Stembridge, vice presidentsales and distribution; Rick Bernheisel,chief financial officer; Carson Johnson,vice president of aviation services; TimHennessey, vice president of humanresources; Don Hardwick, vice presidentof timber resources; Rob Landau, vicepresident of operations; and CameronKrauss, vice president of legal affairs.Member of both the APA and WWPA,Swanson Group Manufacturing is certifiedunder the Sustainable ForestryInitiative (SFI). The sales department isa member of NAWLA, LACN and theLAT, wholesale and dealer associations.For more information about SwansonGroup Manufacturing and its productsand services, visit them online atwww.swansongroupinc.com.BCWLA -Continued from page 18•ing up, via an Austrian refugee camp,indentured to a Canadian farmer inSaskatchewan.After three years on the prairies heheaded west and started logging inAlberta and British Columbia where hesystematically started to get a sister andfour brothers out of Slovenia and thefamily business in their new country ofCanada began. And, as they say, therest is history.Already successful loggers, they nowwanted to invest more in sawmilling. So,in 1977, Tony, Joe and Henry Novakbought Dunkley Lumber. And like theirlogging operations, through long-termvision and old-fashioned hard work,turned Dunkley into the class of theindustry it is today. The Brothers Novakare not only pillars of industry, but pillarsof their community. Their unofficial familymotto is: “We shake the trees, yourake the leaves.”Their generosity is also the stuff of legend,both professionally and socially, aswas evident by the array of high profilepolitical dignitaries, including CabinetMinisters, who also attended the awardbanquet wanting to pay tribute to theNovaks.Government luminaries roasting TheThree Amigos included B.C.’s AttorneyGeneral, the Hon. Mike de Jong,Minister of Forests, the Hon. Pat Bell,and the Mayor of the City of PrinceGeorge, Dan Rogers.Continued on page 33
July/August 2009 Page 33BCWLA -Continued from page 32Other head table roasters includedFather Nick Forde (Novak family priestin charge of all Novak “hatches, matches,and dispatches”), Jim Klimek(Olympic Ind., North Vancouver, B.C.)and Jos van Hage (Art Knapp’sPlantland, Prince George, B.C.).BCWLA President Steve Parkinson(South Beach Trading, Coquitlam, B.C.)made the award presentations followingthe formal roasting. One feature of thegala evening was that while Tony, Joeand Henry are indeed The ThreeAmigos, Brother Joe passed away lastDecember after battling cancer andreceived his Lumberman Of The YearAward posthumously. His son RobNovak, President of Dunkley LumberLtd., accepted the award on his father’sbehalf.In the words of Roastmaster JackHetherington (Evergreen Empire Mills,Burnaby, B.C.), “There are three exemplarycategories that describe the positivelycultivated human condition: firstthere’s Class, then there’s First Class,and then way up there above the firsttwo there’s The Novak Brothers.”The annual BCWLA Lumberman OfThe Year Award Roast is a major eventon the Association’s social calendar. Asociety registered in the province ofBritish Columbia with roots going backto 1946, the BCWLA endeavors to foster,maintain and develop communicationand cooperation among lumberwholesalers and other branches andlevels of the lumber industry, governmentalagencies and the public in general.Comprised of 30 full members and 18associate members, the BCWLA, inaddition to philanthropic initiatives,strives to promote high standards ofbusiness conduct, integrity, and camaraderiein the wholesale lumber industry.And it is to that end that the BCWLAsponsors four major social eventsthroughout the year: a “Family Night”barbeque with the Oakland A’s affiliateVancouver Canadians ProfessionalBaseball Club in July; a major golf tournamentin August; a “Smoker” inDecember, where high profile speakersrally the troops in a social setting; andthe famous Lumberman Of The YearRoast in June when the BCWLA honorssomeone whose exemplary conduct andcareer has benefited in a positive manner,not only themselves but the lumberindustry in general and society as awhole.RICHARDSON TIMBERS -Continued from page 19•celebration included a catered lunch,tours of the facility and door prizes.Approximately 50 people were in attendanceat a buffet style lunch with hors d’oeuvres, chicken and fruit was servedfollowed by a tour of the facilities. Doorprizes included hand-crafted woodsculptures, a $100 gift card to Houston’sSteakhouse, four tickets and a parkingpass for a Texas Ranger baseball game,and a 42-inch high definition flat screentelevision.The event ended at 6 p.m. and eachperson in attendance received a 60thAnniversary wood grained travel coffeemug.When asked what he attributedRichardson’s 60 years of success to,General Manager Bobby Crowley said,“I believe the success of our companyover the last 60 years is due to our abilityto manufacture quality products, toprovide good customer service and tooffer competitive pricing. Our companyemployees pride themselves on thededication we have to our customers.Without them there would have been nocelebration.”Richardson Timbers specializes in thecutting and milling of wood timbers andthe production of custom millwork products.The company stocks and cuts timbersfrom Western Red Cedar, DouglasFir and oak. Custom millwork capabilitiesinclude the manufacturing of decorativebrackets, corbels and rafter tails.Standard and custom patterns alongwith rip, re-saw and precision end trimservices are also available.For more information about RichardsonTimbers and their products andservices visit them at www.richardsontimbers.comor call 214-358-2314.•OTIF -Continued from page 23full. Filling 95% of an order does notequal a 95% in-full performance. Thereare no percentages of ‘in-full’ on individualorders. This is an all or nothingproposition: there are no errors, substitutionsor backorders.Now consider your OTIF performance.If you’re not currently measuring andmanaging your performance I’d beshocked to see your OTIF in the 90’s. In15 years of working with lumberyardsand sawmills in the U.S. and internationally,we’ve never seen OTIF numbersthat high in companies that weren’tintentionally managing their business tothat level. 95%? It never just happensor occurs at companies with informalsystems and processes in place.In our experience, we’ve found that initially,sawmill operations generally havehigher OTIF performances than retaillumberyards. A couple of facts drive thisdifference. Sawmills generally have asmaller number of total customers. Veryoften, the vast majority of their productionis going to a small percentage oftheir customer base. The ParetoPrinciple or 80/20 rule where 80% ofproduction goes to 20% of customers iscommon. In this environment, communicationwith those customers is generallyvery good. Also, they often representlong-standing relationships andthere’s a high level of organizationalknowledge about what that customerprefers, buys and expects.Retail lumber operations have morecomplexity to deal with in terms of numbersof customers, number of deliverylocations they ship to and additionalproducts that are combined in eachorder. Perhaps the key differencebetween sawmills and retail lumberoperations is the expected and acceptedlead time. “Our lead times at the sawmillare significantly greater than in thelumberyards,” comments Kevin Hynes,COO at Hancock Lumber Company inMaine. “Sawmills benefit from longerlead times and I believe this is a big driverin their OTIF performance being generallyhigher (initially) than a retail lumberoperation.”Nonetheless, any organization candrive an OTIF performance in the 90’s.If they hit the mid-to-high 90’s they’ll bedriving a competitive advantage. A competitiveadvantage drives profitability.AND that’s the goal.Not WHAT but WHYWhen asked what his first three ‘go to’metrics are Joost Douwes, VicePresident and General Manager ofChinook Lumber in Snohomish, Wash.,replied, “Sales, margin and OTIF. It’svery important to know your OTIF performance.”I agree. But what I reallywant to know is WHY. I’m not nearly asconcerned with the actual OTIF numberas I am with the drivers behind it.THAT’s the value of OTIF.In order to understand the ‘why’ it’simportant to assign reason codes toeach OTIF failure. Why wasn’t that particularorder on-time or in-full? As eachorder is sent out and the OTIF data iscaptured, the reason behind it is alsocaptured. Usually we divide this up into4 categories: Customer; Internal;Vendor; Other. Within each category webreak out some common sub-categories.For example under Internal reasonsfor OTIF failure it may have beenan order entry error by Sales, the wrongmaterial may have been loaded byOperations or the items may have beenout-of-stock.Tracking the reason behind the failurequickly highlights your biggest areas forimprovement. The majority of OTIF failuresare driven by internal issues. TheyContinued on page 34
Page 1 and 2: July/August 2009 Page 25Annual Batt
Page 3 and 4: SMJuly/August 2009 Page 27Ontario/Q
Page 7: July/August 2009 Page 31TRI-PRO TM
Page 11 and 12: July/August 2009 Page 35softwood fo
Page 13 and 14: July/August 2009 Page 37softwood fo
Page 15 and 16: July/August 2009 Page 39TRADE TALKC
Page 17 and 18: July/August 2009 Page 41TRADE TALKC
Page 19 and 20: July/August 2009 Page 43WEST COAST
Page 21 and 22: July/August 2009 Page 45Classified
Page 23 and 24: July/August 2009 Page 47SPECIFICALL

Continued On Page 34 - Miller Publishing Corporation

Create successful ePaper yourself

Delete template?

Save as template?