Wood Industry Fall 2024 by MediaEdge

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HELLO INDUSTRY PARTNERS,

Welcome to the Fall 2024 issue of Wood Industry Magazine, where we explore the crucial intersections of innovation, resilience, and growth within our industry. This edition brings together a wealth of expertise to help businesses navigate an increasingly challenging market while embracing technological advancements that are shaping the future of woodworking.

In this issue, we delve into the art of balancing tradition with innovation. In “Building Brand Trust in a Post-Trust World,” Bob Lennon of ThermalWood Canada shares his journey of turning a local business into its own media company. Through the Northern Heat Report, Lennon shows how storytelling and community engagement can drive not just brand awareness but meaningful, long-term customer relationships.

Larry Coté, founder of Lean Advisors Inc., takes us through the intricate differences between Lean and Six Sigma in “Lean vs Six Sigma—What’s the Difference?” Coté’s insights offer a clear explanation for companies looking to streamline their operations and integrate quality improvement strategies that go beyond the surface level, ensuring sustainable transformation.

On the technology front, Leitz Tooling Systems showcases how advanced communication tools and media can revolutionize machining and tooling performance in Their exploration into RFID-enabled tools and AI-driven processes highlights the technological innovations that will keep Canadian manufacturers at the forefront of efficiency and sustainability.

This issue also addresses the economic realities we face. Yohaan Thommy of MNP provides a sobering analysis in “The Looming Liquidity Problem in the Woodworking Industry.” Thommy discusses the strategies businesses need to adopt to manage their cash flows, increase EBITDA, and remain resilient in a volatile market.

In “Past Learning, Forward Thinking,” Sandra Wood from the CKCA spotlights Troico, a company that has successfully adapted to market demands by diversifying its offerings and leveraging technology. Troico’s story of growth and adaptation serves as a model for businesses looking to thrive despite industry headwinds.

Whether it’s embracing new technologies, honing operational strategies, or deepening community engagement, the companies featured in this edition remind us that success in the woodworking industry requires both agility and foresight.

Thank you for being a part of the Wood Industry Magazine community. Your experiences, insights, and continued support are what keep this industry strong and forward-thinking. As always, we encourage you to share your stories with us and join in the conversation that drives our shared pursuit of excellence.

Until next time, stay resilient, stay innovative.

ART DIRECTOR

PUBLISHER

Mike Neeb miken@mediaedge.ca

EDITOR Tyler Holt tylerh@mediaedge.ca

PRESIDENT Kevin Brown kevinb@mediaedge.ca

PRODUCTION MANAGER

Ines Louis Inesl@mediaedge.ca

Published by

Annette Carlucci annettec@mediaedge.ca

GRAPHIC DESIGNER

Roxy Huynh-Guinane roxyh@mediaedge.ca

CIRCULATION circulation@mediaedge.ca

Wood Industry is published four times an nually, Spring, Summer, Fall, Winter, for the secondary wood products manufacturing and marketing industries in Canada. Subscriptions are free to qualified participants in Canada’s secondary wood processing industry. Subscribe at www.woodindustry.ca. Paid subscriptions rates: $40 to Cana dian addresses, $60 U.S. and foreign, $20 student rate. Please mail payment to Wood Industry, 2001 Sheppard Avenue East, Suite 500, Toronto, Ontario M2J 4Z8 For subscription inquiries, e-mail circulation@mediaedge.ca

All rights reserved. MediaEdge Communications and Wood Industry disclaim any warranty as to the accuracy, completeness or currency of the contents of this publication and disclaims all liability in respect to the results of any action taken or not taken in reliance upon information in this publication. The opinions of the columnists and writers are their own and are in no way influenced by or representative of the opinions of Wood Industry or MediaEdge Communications

Tyler Holt

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Akhurst Machinery

Honors Former VP Bruce Akhurst

Bruce Akhurst, former Vice President and owner of Akhurst Machinery, passed away on August 16, 2024, after battling dementia. Bruce joined the family business in 1970, helping to establish Akhurst as a leading woodworking machinery distributor in North America. He introduced major brands, like Reform knife grinders, and forged significant relationship such as Akhurst’s partnership with Leadermac. His legacy lives on through his sons, Graham and Ryan, and his nephew Brent, who now co-own the company. Bruce’s impact on the industry will be felt for generations.

Amrita Bhogal Becomes CKCA President

On June 20, 2024, the Canadian Kitchen Cabinet Association (CKCA) held its annual meeting, electing the 2024/2025 Board of Directors. Amrita Bhogal of Sunrise Kitchens was named President, succeeding Pete Fournier of Triangle Kitchen, who became Past-President. Other key appointments include Luke Elias as VicePresident and James Dewinetz as Treasurer. The CKCA thanked outgoing board members and emphasized their ongoing commitment to supporting the Canadian kitchen cabinet industry. The CKCA National Forum will take place from October 2-4, 2024, in Winnipeg, Manitoba.

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WMCO Welcomes New President Chacko P. John

The Wood Manufacturing Cluster of Ontario (WMCO) is undergoing a leadership change as Chris Martin steps down after four years as Chair. Chris, known for his leadership at Horizon Coatings, guided WMCO through significant growth and innovation. The new President, Chacko P. John, brings extensive industry experience from Future Kitchens & Bath Inc. Chacko plans to continue WMCO’s strategic growth, focusing on innovation and collaboration. The WMCO community expresses gratitude to Chris and looks forward to the future under Chacko’s leadership.

AWMAC Elects New Board for 2024/2025

The Architectural Woodwork Manufacturers Association of Canada (AWMAC) held its 2024 Annual General Meeting on May 30, 2024, in Montreal, Quebec, with both in-person and virtual participation. The meeting introduced the new National Board of Directors for the 2024/2025 term, marking a significant step for the organization. Mark Whitman was appointed as National Board President, with Jeff Clermont transitioning to Past President. The event highlighted AWMAC’s continued dedication to advancing the architectural woodwork industry across its eight chapters.

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WMC Expands Board to Enhance Workforce Initiatives

At the June 25, 2024 Spring Board Meeting, the Wood Manufacturing Council (WMC) expanded its board and reinforced its mission to lead human resources efforts in wood manufacturing. New board members Mike Baker, Audra Denny, and Gilles Pelletier join to support the WMC’s focus on diversity, education, skill development, and workforce advancement. The council aims to streamline collaboration and influence government policies to address HR challenges in the sector, ensuring the long-term growth of Canada’s wood manufacturing industry.

Darren Foster to Lead Randek Product Line for SCM North America

SCM North America and Randek of Sweden have promoted Darren Foster to Randek Product Manager for North America. Darren brings over 14 years of experience in machinery sales and customer relations at SCM, specializing in off-site construction technology. He will oversee the Randek product line, focusing on innovative solutions for the prefabricated housing sector in the U.S. and Canada. This appointment is part of a broader strategic partnership between SCM and Randek to expand integrated solutions for timber construction worldwide.

Matt Fleming Appointed Head of SCM Canada

SCM has appointed Matt Fleming as the new Country Manager for SCM Canada. With over 20 years of experience in the woodworking industry, Fleming brings a strong management background and crossCanada sales expertise. He previously managed a multiline dealer in the metal cutting industry and now aims to drive continued growth for SCM Canada. Recent achievements under SCM Canada include a new West Coast office, a Mississauga showroom, and expanded sales partnerships. Fleming looks forward to contributing to the company’s ongoing success across the country.

Monika Patel Named New President and CEO of FSC Canada

Monika Patel has been appointed as the new President and CEO of FSC Canada, effective January 1, 2025. Currently serving as the Director of Communications and Marketing, Patel will transition into her role as Deputy President on July 1, 2024. With 16 years of experience in non-profits and a strong background in international projects, Patel is set to lead FSC Canada in promoting responsible forest management. Outgoing President François Dufresne will continue as a special advisor throughout 2025.

nounced the appointment of Catherine Courage to its Board of Directors, effective June 6, 2024. Currently a Vice President at Google, Courage brings extensive experience in technology and user experience to MasterBrand’s ongoing tech-enabled initiatives. Her background includes leadership roles at Google, DocuSign, Citrix, and Salesforce. She also serves on other boards, contributing to her broad expertise in enterprise technology and user-centered design.

Akhurst Becomes Exclusive North American Distributor

for

Marinus

Akhurst Machinery Group has been named the exclusive North American distributor for Marinus Machinebouw, a Dutch company specializing in flooring and lumber machinery. Known for their Powermax defect optimizing saw and other innovations, Marinus’s cuttingedge technology will now be available across North America through Akhurst. This partnership strengthens Akhurst’s commitment to providing advanced manufacturing solutions and exceptional customer service, further solidifying their industry leadership.

MasterBrand Adds Tech Leader Catherine Courage to Board

MasterBrand, North America’s largest residential cabinet manufacturer, an-

CNC Automation Becomes Exclusive Nanxing Dealer in Canada

CNC Automation has announced an exclusive dealer partnership with Nanxing Machinery, a global leader in woodworking equipment. This collaboration enables CNC Automation to offer Nanxing’s advanced panel furniture produc-

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tion lines and automated solutions in Canada, enhancing manufacturers’ capabilities across the region. CNC Automation’s President, Andrew Legault, emphasized that this partnership strengthens their portfolio with innovative, reliable solutions. Nanxing, known for its CNC routers, edgebanders, and drilling machines, complements CNC Automation’s existing offerings. This partnership reinforces CNC Automation’s position as Canada’s premier woodworking solutions provider.

CNC Automation Partners with Diamond CNC for Automation Milestone

Diamond CNC has announced a massive, multi-million dollar partnership with CNC Automation, installing advanced Nanxing machinery to become Canada’s first fully automated woodworking facility. This automation will allow Diamond CNC to process materials with no physical interaction, enhancing efficiency and precision. The installation will occur in two phases, finishing by July 2025. Diamond CNC’s investment in cutting-edge technology reflects their commitment to innovation, setting a new standard in the industry. The company continues to grow and welcomes new dealers across Canada and the USA.

Richelieu and Jeco Launch Trade-Up Challenge for Charity

Richelieu Hardware Calgary and Jeco Custom Wood Finishing have launched the “Trade up/Barter Challenge” from July 1, 2024, to January 10, 2025. Partici-

pants will start with a 1-gallon kit of SIVAM Acrylic, trading items of increasing value until reaching a minimum cumulative value of $20,000. The final items will be auctioned in January 2025, with proceeds going to various charities. The winning team’s proceeds will go to their chosen charity, and runner-up teams will split their proceeds between their selected charities and the winning team’s charity.

Weinig Holz-Her Canada Shifts to Direct Sales in Ontario

Weinig Holz-Her Canada (WHHCA) has transitioned to a direct sales model in Ontario, moving away from dealership sales. This change aims to streamline customer interactions, offering direct access to sales, parts, and service. Paul Eilender has been appointed as the first direct account manager focusing on the Holz-Her product line. Additionally, WHHCA will open a new facility in the Greater Toronto Area this fall, enhancing operations with a central hub for sales and demonstrations. The Laval, Quebec facility will continue serving the Canadian market.

AWMAC Publishes Edition 3.0 of GIS Policy Manual

The Architectural Woodwork Manufacturers Association of Canada (AWMAC) has released Edition 3.0 of the GIS Policy & Procedures Manual, effective October 1, 2024. This latest edition incorporates

member feedback, featuring updates to format, numbering, temperature and humidity guidelines, Chapter Hubs, Tier Infractions, and an expanded appeal process. AWMAC urges industry professionals to familiarize themselves with the changes ahead of the implementation date to stay informed and compliant.

Metrie Boosts U.S. Presence with New Maryland Hub

Metrie, a leading millwork manufacturer and distributor, has opened a new distribution center in Frederick, Maryland, replacing its Columbia location. This stateof-the-art facility enhances logistics and customer service, reflecting Metrie’s commitment to efficiency and innovation. The Frederick center is part of Metrie’s expansion in the U.S., following the opening of a distribution hub in Louisville, Kentucky. Metrie continues to strengthen its partnership with Lowe’s and remains a top performer in North America’s wood products industry.

Kitchen + Bath Canada Expo to Feature 150+ Exhibitors]

The Kitchen + Bath Canada (KBC) Expo will take place from October 22-24, 2024, at the International Centre in Mississauga, Ontario. This event is Canada’s only dedicated trade show for the kitchen and bath industry, gathering more than 150 exhibitors and over 2,500 attendees. It will feature educational seminars, product demonstrations, and networking opportunities, bringing together industry professionals, buyers, and suppliers from Canada and beyond. Co-located with StoneTech Canada, the event will showcase innovations in materials, lighting, and technology.

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WOODWORKING TECHNOLOGY DAYS A Showcase of Innovation and Industry Progress

By Tyler Holt, Editor of Wood Industry Magazine

As the Woodworking Technology Days (WTD) prepares to celebrate its fifth edition, the event has grown into a cornerstone for the woodworking industry in Canada. What began as a modest gathering during the pandemic has since evolved into a well-recognized platform that highlights the latest in woodworking technology. However, despite its growth, there is still work to be done in raising the event’s profile. According to Murat Dogan, President of the Canadian Woodworking Machinery Distributors Association (CWMDA), the full potential of WTD is yet to be realized.

EVOLUTION OF WOODWORKING TECHNOLOGY DAYS

The growth of WTD over its five editions has been notable, evolving from a pandemic-restricted gathering to a pivotal event in the woodworking calendar. Initially constrained by public health measures, WTD has progres -

sively expanded, not only in scale but in its importance as a venue for showcasing cutting-edge technology in the woodworking industry.

“Our WTD 2024 showcase will be unveiled in the coming weeks”, Said Dogan. “We expect high-level automated solutions, machines, and

systems that were introduced during recent international shows,”. This signals a forward-looking approach to innovation, catering to the needs of an industry undergoing significant transformation.

Beyond just displaying new technologies, WTD has managed to dis -

tinguish itself through its unique format. Unlike traditional trade shows, which often housed in exhibition halls, WTD takes a more focused and personal approach by hosting visitors at across each of their company locations. “Our formula, with members greeting visitors in their well-equipped showrooms, provides a more professional and personalized approach compared to generalist shows,” Dogan explains. “We believe this is more suitable for investigating production machinery.”

This approach allows attendees to interact more closely with the technology on display, ask in-depth questions, and gain a deeper understanding of the equipment they may be investing in.

DEMONSTRATING TECHNOLOGY IN ACTION

One of the key draws of WTD is the live demonstrations of machinery and systems, which are a core part of the event. These demonstrations allow attendees to see cutting-edge technology in action, providing valuable insights into how new machines and systems operate in real-world conditions.

“The fact that we present these demos in our dedicated showrooms gives visitors more flexibility and time to ask all their questions,” Dogan said. “Investigating machinery and systems is a long process and involves major capital investment;

Above: Murat Dogan demonstrating the offerings at Ima Schelling Below: Biesse Canada, WTD 2023

attending the WTD gives decisionmakers a window on the future and helps them plan.”

With the participation of industry leaders such as Akhurst Machinery, Taurus Craco, SCM, Ima Schelling, Biesse Canada, and HOMAG Canada, WTD 2024 is set to feature technologies that address some of the most pressing challenges facing the woodworking industry today.

Dogan highlights that much of the technology on display will cater to these needs. “Much of the featured technology addresses the need for flexible production and the reality of labor shortages and qualified operators,” he says. These are issues that many companies across Canada are grappling with, and WTD provides a platform for exploring potential solutions.

NETWORKING AND ACCESS TO EXPERTISE

In addition to the technological showcases, WTD also provides invaluable networking opportunities. For first-time attendees, the event offers a wealth of resources to help them explore new machinery and make connections with industry experts.

“First-time attendees will find all the resources they need to develop and investigate their next machinery investments,” Dogan assures. Technical representatives, engineers, and industry professionals from leading companies in tooling, software, and adhesives will be on hand to answer questions and provide insights.

Whether a company is looking to upgrade a single machine or overhaul its entire production line, WTD provides the expertise and knowledge needed to make informed decisions. Dogan emphasizes the inclusivity of the event: “Visitors realize that there are affordable technological solutions for just about any size company, not only for the major players.”

A UNIQUE, MULTI-LOCATION EXPERIENCE

One of the most distinctive aspects of WTD is its multi-location format, with nine showrooms spread across Mississauga, Brampton, and Cambridge. This setup enhances the experience by offering attendees a diverse range of environments in which to explore new technology. However, it also presents logistical challenges

for those looking to attend multiple locations in a single day.

To help attendees plan their visits effectively, WTD offers tools such as a detailed location map on their website. “There is a lot to see… actually, one should make their priorities,” Dogan advises. “A good way to do that is to visit our WTD website and check the machinery showcase page.” This allows attendees to prioritize the technologies they are most interested in and create an itinerary that makes the most of their time at the event. Dogan points out that most of the showrooms are located within a 15 to 20-minute drive of one another, making it feasible to visit multiple locations in a single day with proper planning.

BUILDING A REPUTATION FOR QUALITY

As WTD continues to grow, so too does its reputation within the industry. The event has garnered support from major industry associations such as the Canadian Kitchen Cabinet Association (CKCA), the Association of Furniture and Woodworking Industries of Quebec (AFDICQ), the Wood Manufacturing Council of Ontario (WMCO), and the Architectural Woodwork Manufacturers Association of Canada (AWMAC). This backing from key organizations is a testament to the quality and value of WTD as a professional event.

Dogan stresses that for the CWMDA, success is not measured by the number of visitors alone but by the quality of the event and its impact on the industry. “For us, this is not about the number of visitors; this is about offering the Canadian woodworking industry a worthwhile and professional event that gives visitors a very good overview of the latest developments,” he says.

This focus on quality over quantity ensures that WTD remains a valuable resource for those in the woodworking industry, providing a platform for meaningful engagement and discovery.

Homag Canada, WTD 2023

Experience the seamless blend of tradition and innovation as we showcase a diverse range of woodworking tools and equipment.

SCM’s top-of-the-line showroom boasts a hands-on approach with a curated selection of woodworking machinery, from practical tools to versatile workstations, all designed to meet the needs of today’s woodworkers.

Our updated lineup includes machinery as well as integrated systems to enhance your woodworking experience while improving efficiency and ease of use. Take in live demonstrations of our latest products, and see firsthand how they can transform your workflow.

Join us for the ﬁfth annual Woodworking Technology Days open house from October 22nd-25th. Discover the latest advancements in woodworking technology, connect with our team, and learn about our new customer-focusedafter-sales and support programs aimed at enhancing your overall experience.

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TAURUS CRACO CELEBRATES 30 YEARS

New Facilities, New Beginnings, a Renewed Commitment to the Industry

By Tyler Holt, Editor of Wood Industry Magazine

Growing up in Durham, Ontario, Wes Love was no stranger to the world of wood., Love’s father dedicated 50 years to the manufacturing of solid wood bedroom furniture, exposing Wes to industrial machinery from an early age.

adult life working for a Canadian furni ture manufacturer, I knew nothing different until I went off to university.”

Through a connection his father made with Taurus Craco Machinery, Love found a job at the company over the summers, unaware that this would be the start of a lifelong career.

Upon graduating from Wilfrid Laurier University, Love transitioned into a full-time sales role at Taurus Craco. His natural aptitude for business and sales led to increased responsibilities, and eventually, the opportunity arose for him to purchase the company. Love

provider of woodworking machinery in Canada.

NEW FACILITIES AND NEW BEGINNINGS

As Taurus Craco reaches its 30-year milestone, the company is celebrating more than just longevity. The anniversary coincides with the completion of major upgrades to its facilities—a move that signals a new chapter in the company’s history. Three years ago, when the building next to Taurus Craco’s headquarters became available for purchase, Love saw an opportunity to

Wes Love in front of the new Taurus Craco Logo

“TAURUS CRACO’S TRAINING PROGRAMS ARE DEVELOPED IN COLLABORATION WITH MANUFACTURERS, LOCAL EDUCATIONAL INSTITUTIONS, AND THE COMPANY’S EXTENSIVE INDUSTRY EXPERIENCE.”

expand the company’s operations. This new facility, slated for a grand opening in October 2024, represents more than just additional square footage. The new building is a testament to the company’s commitment to its customers, offering enhanced services and new features that will allow Taurus Craco to better serve the woodworking industry.

DEDICATED TRAINING AREAS: INVESTING IN EDUCATION AND EXPERTISE

One of the key features of Taurus Craco’s new facilities is its dedicated training space, Taurus Craco Academy, which reflects the company’s commitment to customer education. Training has always been a cornerstone of Taurus Craco’s service offering, and the new facility elevates this aspect of their business to new heights. The permanent full-time training center will offer a variety of courses, starting in early 2025, that cater to different aspects of woodworking machinery operation.

Love explained that Taurus Craco has seen great success in providing operator and safety training in areas that are often neglected by others. He highlighted that their molder and profile grinder school course, which has been in operation for over 26 years, continues to be a fundamental part of their training program.

The new facility will expand Taurus Craco’s training offerings to include edge bander training, wide belt sander training, and CNC software training. By making these courses easily acces -

sible, the company eliminates the need for customers to send their employees abroad for training, saving time and money. Moreover, training that is conducted on Canadian soil allows companies to take advantage of government programs that subsidize these costs— a benefit that is harder to access when training is conducted internationally.

Taurus Craco’s training programs are developed in collaboration with manufacturers, local educational institutions, and the company’s extensive industry experience. This combination ensures that the courses are comprehensive and tailored to the specific needs of Canadian woodworking professionals. With its new facilities, Taurus Craco is not only selling machinery but also empowering its customers with the knowledge and expertise needed to operate that machinery efficiently and safely.

HIGHLIGHTING THE DISTINCTIVENESS OF EACH BRAND

Another highlight of Taurus Craco’s new facility is its innovative showroom, designed to showcase the distinctive elements of each brand the company represents. The showroom is more than just a display area; it is a carefully curated space that allows each manufacturer to shine, highlighting their unique qualities and the specific needs they meet for woodworking professionals.

Much like a modern automotive dealership, the showroom is organized into sections that emphasize different specialties. This approach ensures that

clients can see each brand in a way that best reflects its identity and strengths. For example, a brand specializing in advanced CNC machinery will have a dedicated space that showcases not only the machinery itself but also the technology and innovation behind it. Similarly, a brand known for its precision sanding equipment will have its own section that highlights the benefits of its products in achieving high-quality finishes.

This methodical organization of the showroom allows customers to engage with each brand on a deeper level, understanding the nuances that make them stand out in the market. By creating an environment where customers can see, touch, and experience the machinery, Taurus Craco helps them make informed decisions that align with their specific needs. The showroom is not just a sales space; it is a place where ideas are exchanged, and solutions are crafted, reinforcing Taurus Craco’s role as a partner to its customers.

A NEW LOGO FOR A NEW ERA

In addition to its physical expansion, Taurus Craco is also marking its 30th anniversary with a rebranding effort, including the unveiling of a new logo. This new visual identity is more than just a cosmetic change—it represents the company’s evolution and its readiness to take on the challenges of the future.

The new logo retains elements of Taurus Craco’s heritage while introducing a modern and aggressive de -

An industry event with leading distributors

sign that signals strength and growth. As Love explains, the logo reflects the company’s journey and its commitment to continue moving forward. The Taurus Craco bull, a symbol of power and resilience, has been reimagined to project confidence and assertiveness in the competitive machinery market.

This rebranding effort is part of a broader strategy to ensure that Taurus Craco remains relevant and recognizable in an industry that is constantly changing. By refreshing its image, the company is sending a clear message to its customers and partners: Taurus Craco is here to stay, and it is stronger than ever.

Taurus Craco’s Role as a Portal: Connecting Machine Manufacturers with Woodworking Professionals

While Taurus Craco is best known for selling machinery, its role in the woodworking industry goes far beyond that. At its core, Taurus Craco serves as a portal that connects machine manufacturers with the manufacturers of wood products, facilitating relationships that are mutually beneficial and long-lasting.

BRIDGING THE GAP BETWEEN MANUFACTURERS AND CUSTOMERS

from other machinery distributors and reinforces its reputation as a trusted partner in the woodworking industry.

For example, when a customer purchases a molder from Taurus Craco, the company doesn’t just deliver the machine and leave the customer to figure it out on their own. Instead, Taurus Craco provides a full range of services, including operator training, profile knife grinding, and ongoing technical support. If a customer isn’t ready to invest in all the necessary tools upfront, Taurus Craco can provide temporary solutions until the customer is ready to make the full investment. This flexibility ensures that customers can get up and running quickly while also allowing them to grow their capabilities over time.

Taurus Craco’s commitment to supporting the entire process is evident in its inventory as well. The company stocks a wide range of consumables, parts, and accessories, ensuring that customers have everything they need to keep their machinery running smoothly. Whether it’s a dust collector, piping, or specialized tooling, Taurus Craco has it on hand, ready to meet the needs of its customers.

One of the ways Taurus Craco supports its clients is by acting as an intermediary between machine manufacturers and woodworking professionals. The company has a deep understanding of both sides of the equation: it knows what woodworking businesses need to succeed, and it understands the strengths and capabilities of the machinery it represents. This unique position allows Taurus Craco to act as a bridge, ensuring that the machinery it sells is well-suited to the specific needs of its customers.

This customer-centric approach is also evident in Taurus Craco’s aftersales support. The company doesn’t just sell machinery and walk away; it remains involved throughout the lifecycle of the machine, offering training, maintenance, and technical support to ensure that the equipment operates at peak performance. This holistic support model sets Taurus Craco apart

A FUTURE BUILT ON PARTNERSHIP AND INNOVATION

As Taurus Craco celebrates its 30th anniversary, the company is looking ahead with a renewed sense of purpose and optimism. The new facilities, expanded training programs, and rebranding efforts are all part of a broader strategy to ensure that Taurus Craco remains at the forefront of the woodworking machinery industry. But beyond the physical upgrades and new logos, what truly sets Taurus Craco apart is its unwavering commitment to partnership.

Taurus Craco’s role as a portal—connecting machine manufacturers with woodworking professionals and supporting them throughout the entire process—is central to its identity. This customer-centric approach, combined with a deep understanding of the industry and a focus on innovation, ensures that Taurus Craco will continue to thrive for many years to come.

BUILDING SUCCESS THROUGH COMMUNICATION

How Cabico Connects Employees, Customers, and Dealers for Long-Term Growth

By Tyler Holt, Editor of Wood Industry Magazine

SUCCESS COMMUNICATION

Photo

Cabico

For Alain Ouzilleau, president of Cabico, success in the custom cabinet industry isn’t just about craftsmanship—it’s about communication. At Cabico, fostering strong connections with employees, customers, and dealers has been instrumental in transforming the company from a small local business into a North American leader. Through a commitment to transparent communication and building deep relationships, Cabico has navigated crises, grown its market share, and cultivated a loyal network of employees and partners. This article explores how Cabico’s journey exemplifies the power of communication in driving business success and provides actionable insights for other companies in the secondary wood manufacturing industry.

CABICO’S HISTORY: FROM HUMBLE BEGINNINGS TO INDUSTRY LEADER

Cabico’s story begins in 1986 in the Eastern Townships of Quebec, where entrepreneur Mark Roy started the business in a garage, much like many other small manufacturing ventures. Initially, the company operated on a modest scale, but a unique opportunity with a U.S. customer proved to be a turning point. A relative in New Hampshire, struggling with local manufacturers, reached out to Roy for help. Roy quickly delivered custom cabinets that met the customer’s specifications perfectly. The

U.S. market, with its much larger scale than Canada, opened doors for Cabico’s rapid expansion.

“Cabico started very small in a garage, but what really put it on the map was the opportunity with a relative in the U.S. who needed cabinets urgently. That was the turning point for the company,” recalls Alain Ouzilleau.

Cabico’s success continued as it gained traction in the American market. By the early 2000s, the company had grown to achieve $20-$25 million in sales. This growth caught the attention of Republic Industries, a U.S. manufac-

Cabico works tirelessly to streamline the communication between automated and manual processes.

turer, which acquired Cabico in 2001. Roy stayed on for a few years, but by 2003, new leadership was sought, and Ouzilleau was brought in to lead the company.

Ouzilleau’s experience was primarily in taking established businesses and optimizing their potential. Under his guidance, Cabico underwent significant strategic changes. One of the earliest challenges he faced was dealing with a U.S. private equity buyout shortly after his arrival. The new ownership had different priorities, and Ouzilleau quickly realized that he needed to assert his vision for Cabico’s future. He negotiated with the owners, promising to treat the company as his own and delivering on growth objectives despite limited financial backing.

The first major test of Ouzilleau’s leadership came in 2005, when a devastating fire destroyed one of Cabico’s main plants. The plant had produced 80% of the company’s cabinet doors and 40% of its cabinets. With much of the company’s operations centralized in this facility, the fire could have crippled the business. But instead of succumbing to the disaster, Cabico rallied.

The team worked around the clock to find temporary solutions, and within five days, the company was back up and running in makeshift office spaces, with new computers and furniture procured at lightning speed. By the end of the year, Cabico had regained its prefire sales numbers, a testament to the company’s resilience and determination.

“We are very resilient and we never quit. Five days after the fire, we were back up and running. That’s the spirit of Cabico,” Ouzilleau emphasizes.

This tenacity extended beyond crisis management. Cabico’s long-term success required a strategic repositioning. Recognizing that the company’s flexibility and ability to produce custom cabinets were its core strengths, Ouzilleau led a shift toward higher-end, bespoke products. This realignment wasn’t just about branding; it required improving engineering, design, and quality con-

Photo Credit: Cabico

trol to meet the standards of a discerning market. These changes allowed Cabico to weather the 2008 financial crisis, which hit the construction and real estate sectors hard.

“We embarked on a journey to reposition our products not just through marketing but by enhancing engineering and design. That alignment allowed us to raise our prices, reflecting the true value we deliver,” Ouzilleau explains.

By the time Ouzilleau completed the buyout of the company in 2011, Cabico was well-positioned to continue its growth, focusing on custom, high-end cabinetry that set it apart from competitors.

“When I bought Cabico in 2011, I was finally able to fully invest in the company and drive the growth strategy that I had always envisioned,” says Ouzilleau.

THE ROLE OF COMMUNICATION IN CABICO’S SUCCESS

While Cabico’s history is marked by growth, resilience, and strategic pivots, it is the company’s communication practices that have truly set it apart. Ouzilleau has made communication a cornerstone of Cabico’s operational philosophy, ensuring that employees, customers, and dealers are all aligned with the company’s vision and goals.

Photo Credit: Cabico

“I WANTED OUR CUSTOMERS TO FEEL LIKE OUR PLANT WAS THEIRS. YOU NEED ANYTHING? WE’LL MAKE IT HAPPEN. IT’S YOUR PLANT.”

INTERNAL COMMUNICATION:

CONNECTING EMPLOYEES TO THE COMPANY VISION

Effective internal communication is at the heart of Cabico’s success. Ouzilleau recognized early on that to achieve the company’s objectives, every employee needed to feel connected to the mission. This meant implementing a rigorous communication schedule, with weekly, monthly, and quarterly updates to keep everyone informed about the business’s performance, challenges, and successes.

“We want every single employee to feel part of this journey... You cannot play a game in an exciting way if you don’t know the score,” says Ouzilleau.

This transparency helps employees understand their role in the larger picture. By sharing key performance indicators, customer feedback, and market conditions, Cabico fosters a sense of responsibility among its workforce. Employees aren’t just completing tasks— they are contributing to the company’s success.

Communication isn’t just about keeping employees informed; it’s about involving them in the decision-making process. Ouzilleau stresses the importance of feedback loops, where employees are encouraged to provide input and suggest improvements. This approach has built a culture of engagement and accountability.

“Communication is part of our management philosophy. It’s about making people believe they are responsible, involved, and truly part of the company’s success,” Ouzilleau explains.

This strategy proved invaluable during Cabico’s more challenging mo -

ments, such as the 2005 fire and the more recent backorder crisis caused by a technology transition. In both instances, clear and transparent communication helped rally the workforce and find solutions.

CUSTOMER COMMUNICATION: BUILDING INTIMATE RELATIONSHIPS

For Cabico, communication with customers is just as critical as internal communication. Ouzilleau identified customer intimacy as the strategic axis that would differentiate Cabico from its competitors. Rather than focusing solely on product innovation or operational efficiency, Cabico has built its brand on the strength of its relationships with customers and dealers.

“We never see our customers as clients. To us, they’re partners. That’s the foundation of our business,” says Ouzilleau.

This philosophy is embedded in Cabico’s approach to customer service. The company goes beyond simply fulfilling orders—it strives to understand the unique needs of each customer and delivers solutions tailored to their specific requirements. Ouzilleau’s leadership has fostered a culture where customers feel like they have a direct line to the company’s manufacturing floor. This level of trust and partnership has been critical in building long-term loyalty among Cabico’s dealer network.

“I wanted our customers to feel like our plant was theirs. You need anything? We’ll make it happen. It’s your plant,” Ouzilleau adds.

This customer-first approach has also been instrumental in navigating crises. During the fire recovery and the

backorder crisis, Cabico maintained open lines of communication with its customers, ensuring that they were kept informed of developments and involved in finding solutions. This transparency helped preserve trust during difficult times and reinforced the strength of Cabico’s partnerships.

CRISIS COMMUNICATION: THE 2005 FIRE AND THE BACKORDER CRISIS

Cabico’s ability to navigate crises has been directly linked to its communication strategy. The 2005 fire is a prime example of how effective communication can turn a potentially devastating event into a moment of resilience. From the moment the fire broke out, Ouzilleau prioritized keeping his team informed and involved. The quick turnaround—from total destruction to operational recovery in just five days— was a direct result of clear, consistent communication across all levels of the organization.

“When we shared the backorder situation with our employees, it wasn’t to scare them—it was to involve them in the solution. Everyone collaborated to make it happen,” Ouzilleau recalls.

Similarly, during a recent crisis caused by a transition to new technology systems, Cabico faced a spike in backorders, which created challenges in meeting delivery deadlines. Instead of withholding information, Ouzilleau and his team communicated the situation clearly to their employees, involving them in the solution-finding process. This openness not only resolved the issue but also reinforced the company’s culture of collaboration and shared responsibility.

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DEALER COMMUNICATION: STRENGTHENING THE DISTRIBUTION NETWORK

Dealers play a critical role in Cabico’s success, and communication with them is treated with the same importance as communication with customers. Ouzilleau has built a loyal network of dealers by fostering strong relationships based on trust, transparency, and consistent support.

“Our dealers are incredibly loyal. It’s about maintaining that relationship and ensuring they have the support they need to succeed,” Ouzilleau emphasizes. “It’s not just about selling cabinets—it’s about creating a partnership with our dealers that helps both of us grow,”

Alain Ouzilleau emphasizes that Cabico’s shop is not just a manufacturing facility; it’s a collaborative space where solutions are crafted together. Ouzilleau’s approach is deeply rooted in the idea that the shop belongs as much to the customers and dealers as it does to Cabico itself.

“I want our customers to feel like our plant is theirs. You need anything? Just turn around and we’ll make it happen. It’s your plant,” says Ouzilleau.

This philosophy has been instrumental in building long-term partnerships with dealers and clients, creating an environment where they feel involved and valued.

Cabico’s dealer communication strategy involves regular check-ins, collaborative problem-solving, and a commitment to listening to dealer feedback. This has helped the company build a distribution network that is not only loyal but also actively engaged in Cabico’s growth.

LESSONS FOR THE INDUSTRY: COMMUNICATION AS A COMPETITIVE ADVANTAGE

Cabico’s journey offers several key takeaways for leaders in the secondary wood manufacturing industry. First and foremost, fostering strong communication channels within a company can drive employee engagement and improve operational efficiency. Cabico’s regular communication cadence—weekly, monthly, and quarterly updates—ensures that employees are informed, involved, and aligned with the company’s goals.

Second, building long-term relationships with customers and dealers through consistent, honest communication is critical to differentiating a business in a competitive market. Cabico’s focus on customer intimacy has created a loyal customer base that sees the company as a trusted partner, not just a supplier.

Finally, communication is a vital tool for crisis management. Cabico’s experience with the 2005 fire and the backorder crisis demonstrates that transparency during difficult times builds resilience and helps teams navigate challenges more effectively.

At Cabico, communication isn’t just a tool—it’s a philosophy. Under Alain Ouzilleau’s leadership, the company has turned transparent communication into a competitive advantage, driving growth, resilience, and long-term success. Whether it’s engaging employees, building partnerships with customers, or navigating crises, Cabico has shown that clear, consistent communication is the key to creating a thriving business. For other companies in the secondary wood manufacturing industry, Cabico’s example offers a blueprint for success built on the foundation of strong relationships and open dialogue.

Photo Credit: Cabico

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TROICO

Past Learning, Forward Thinking

By Sandra Wood, Executive Director of the CKCA

Many businesses in our industry have operated for years and it can sometimes be unexpected circumstances that lead a company into kitchen cabinet manufacturing. Such was the case for Troico who started out as a general contractor working next door to a cabinet company that eventually closed its doors. Clients came to Troico looking for work to be completed on their projects and so was the birth of Troico kitchen cabinet manufacturing.

While the company may have had to detract from their general contracting business, Troico found the cabinet business to be hugely helpful to their general contracting work being in house. With all their investment and effort, the cabinet side of their business has now overtaken the contracting division in sales.

Fast forward 13 years and today Troico is a 15,000 sq. ft. space complete with CNC beam saw, flat bed router and 4axis vertical for cutting. Their secondary machining and processing is done via numeric controlled dowel and they still utilize one of the original shapers and tools for tasks that don’t make sense on the CNCs. The company’s core business has been in full-home builder packages, but recently they have ventured into more retail work where they have capacity to do 12 to 15 kitchens per month. They are currently deploying an MRP system in the shop and looking at more multi-family and international shipping. Troico’s clientele is primarily builders and design firms, but they are seeing more retail with the reopening of their showroom.

The biggest part of their business that is expanding is the builder sales. They are seeing more homeowner-direct and less full home builder work. Troico thinks a lot of this can be attributed to the lengthy permit and associated build costs in the market. Troico sees how expensive it’s getting to build in Vancouver and that more and more renovations make sense. A “Love it or list it” scenario.

We sat down with Michael Richter, Owner of Troico to learn more about Troico.

CKCA: Tell us a bit about some of the unique projects you’ve done.

MICHAEL: One of the things we inherited from the previous company was their full face frame methods and equipment. While it’s not as popular as it once was, we still do a fair amount of heritage and traditional millwork. Recently we completed a 5,000 sq. ft. home in our Inset face frame construction, which is always a nice change in the shop from the standard cut and tape products. Although we all hate to hear the planer running, it’s good to see solid wood in our shop. We still employ staff that like to make that and not just run the CNCs.

CKCA: What sets you apart from your competitors?

MICHAEL: Definitely our finishing and use of solid wood. We see more and more shops moving away from it and solely working on the cut and tape product. We finish nearly 90% of our projects at a very top level (given our skilled staff and bake system). So, I think it’s the draw for a customer that wants something unique.

CKCA: What are some of the lessons learned as your business has evolved?

MICHAEL: I think the biggest one we’ve learned in this journey is that we need to constantly innovate. There are 100 plus cabinet shops in our province alone, and we need to have products that excite people. We see it with our face frame as that’s unique, but doing that in the euro case construction is more challenging. So we try to be out front of the market with trends. We work with a lot of great designers, and so they are helping us in what they bring in from inspiration photos to ideas.

CKCA: How does the evolution of technology play into your business?

MICHAEL: This is an area we excel. My background is from the software industry. I ran a company for 15 years prior in the mechanical engineering space specializing in CNC integration. This has been an old hat for me, and I enjoy that part of the business most. We are using software and tech to enable us to compete, and we are putting a lot of our investment there.

CKCA: What are some of the trends, and how is your company responding?

MICHAEL: We are seeing the closet/ storage attach rate go way up. People seem to want a little nicer than the white melamine organizers we all know. We are doing things in closets now that are

Michael Richter, Photo Credit: Troico

often as nice as the kitchen and baths. Master WIC and mudrooms are the talking points in a lot of our jobs, more sometimes than the kitchen. Laundry is also getting all sorts of attention. With urban intensification, we are seeing some interesting spaces. We recently did a project of four units in one previously single-family home. Vancouver is rezoning numerous neighborhoods for multi-family, and so 4 - 500 sq. ft. apartments make sense financially in a previously zoned 2,000 sq. ft. home. Now they just need to figure out parking!

CKCA: With the current market downturn, how are you navigating through it?

MICHAEL: This is a much bigger problem than we have previously seen. Part of our goals to offset this is to pick up the lost volume in areas we normally didn’t work, like closets, storage, garage cabinets, etc. Our investment in our latest CNC was primarily to address the closet game. We are able to put closets and pantry storage in our projects where we previously couldn’t compete. So while we will see fewer job starts this year, the hope is to increase the sales volume in the ones we do take on. Time will tell, but it seems to be working well as builders are liking the idea of one company to handle kitchen, bath, closets, storage, etc.

CKCA: Where do you want to take the company in the future?

MICHAEL: Our goal is to grow into some of the US markets, and we are timing that with a likely move in 4 or 5 years. We can start the process here, but with our goals, we will likely need to double or triple capacity inside of 5 years.

CKCA: What do you think the future looks like for the kitchen cabinet industry? Michael: I think a big part of our strategy is to be able to compete in the multi-family pricing model. More and more, as the boomers downsize in these neighborhoods, their home is swallowed up into a land assembly for multi-family. It’s just the only way a lot of people can afford housing now. So we see less of a need for full home millwork packages and more for smaller spaces in volume.

CKCA: For those entering the industry or struggling in the industry, what’s the message?

MICHAEL: I would say it’s a trade, and we are getting to a place where that will

be valued as it should. Even for my own kids (3 boys), working with your hands and building something you’re proud of is rewarding work. My hope is that these people are paid appropriately. We need incentives to draw people to the trades at better than just living wages. There was a time when a skilled plumber, electrical, or cabinet maker was living well. We need to make that appealing again. I would love to see the industry get back to a place where wood shop class was cool again, and there was some real interest in producing some beautiful products. It’s getting rare to find any younger hires. Seems like the high schools would be a good place to start.

CKCA: You recently hosted a CKCA local meetup at your shop. What was the motivation?

MICHAEL: The meetup went really well and was great to connect with others in the industry in our area. We want to be involved with our industry to help navigate through some of the issues we are all facing. I think starting conversations at a local level is a great start.

Sandra Wood is the Secretary and Executive Director for the CKCA. She enjoys “connecting the dots” and facilitating strong networking opportunities to engage members. She believes associations are about fostering strong business relationships fueled by an empathic and sound business approach.

Photo Credit: Troico

WOOD DESIGN SHOW 2024 BRINGS THE INDUSTRY TOGETHER FOR

Leading Design, Architecture, Woodworking, and Manufacturing Tradeshow

The Wood Design Show, (WDS) a leading design, architecture, woodworking, and manufacturing tradeshow produced by Design Spec Rep (DSR), is pleased to announce that its 9th edition will be held in Montréal at the Palais des congrès de Montréal on October 9 and 10, 2024.

Created to cater to designers, architects, and woodworkers seeking an event dedicated to interior design materials, this must-attend tradeshow offers unique seminars, educational presentations, and industry leading exhibitors. Conference speakers, exhibitors, and attendees include the who’s who of the industry.

The 2024 edition features an expanded show floor space with three conference stages, multiple lounges and will see the return of its VIP networking cocktail on October 9 and include the addition of a closing event cocktail on October 10. New this year is bus transportation that is being offered to attendees from regions outside of the greater Montréal area including Québec City, Ottawa, and Trois-Rivières.

“This year’s show will feature nearly 80,000 ft2 of floor space, over 50 exhibitors, and three conference stages, including one with conferences produced in

collaboration with INDEX-DESIGN, leaders in Québec’s design community. This edition promises to surpass the expectations of show attendees, which include architects, designers, cabinetmakers, woodworkers, manufacturers, key associations, and other industry professionals. The WDS is THE tradeshow to network with clients, prospects, and suppliers all under one roof,” said Johanne Munger, DSR and Events Manager at Design Spec Rep.

EXHIBITORS

The diverse list of exhibitors includes industry-leading companies from renown material and equipment manufacturers and distributors to digital technology providers, trade associations, and builders/ promoters.

CONFERENCES

Visitors can participate in eight free con-

ferences produced in collaboration with INDEX-DESIGN. The conferences will be led by professionals with extensive expertise in architecture, design, and trend research representing some of the most recognized firms in Québec. Returning this year are the two highly popular additional conference rooms dedicated to product presentations, training, and networking sessions hosted by exhibitors. These sessions provide show visitors with insider knowledge about the latest products and solutions in the industry.

VISITOR REGISTRATION is free of charge and is now open: https:// wooddesignshow.com/

THE LOOMING LIQUIDITY PROBLEM IN THE WOODWORKING INDUSTRY

By Yohaan Thommy, Partner at MNP

The woodworking and manufacturing industries are facing significant economic challenges. With lower demand, increased interest rates, and slowed growth, some manufacturers have cut their expenses and are looking for a new balance of operations and profitability.

Many woodworking company owners are worried about volatility, reduced cashflow, inflation, and a slowing economy, and with good reason. These businesses could be impacted by market downturn in several adverse ways:

1. Lower consumer spending, which equates to lower overall revenue.

2. Slower payments, resulting in squeezed cash flows.

3. Increased inflation rates, which can quickly erode margins, even for previously healthy companies.

4. Increased interest rates, which adds pressure to the many businesses using debt financing for their operations.

5. Reduced credit, due to tighter financing policies.

6. Economic uncertainty, causing many businesses to rethink their operational plans.

Moreover, business insolvency has increased by 31% from 2019 to 2023. The increase was even more extreme between 2022 to 2023 at 41.4%, a record high in the past 36 years.1 Bankruptcies, consumer proposals, and

1 https://cairp.ca/cgi/page.cgi/_media_releases.html/Media_Releases/CAIRP_2023_Annual_Q4_Canadian_Insolvency_Statistics#:~:text=TORONTO%20 %E2%80%93%20February%202%2C%202024%20%E2%80%93,Superintendent%20of%20Bankruptcy%20(OSB).

1 https://ised-isde.canada.ca/site/office-superintendent-bankruptcy/en/statistics-and-research/insolvency-statistics-canada-first-quarter-2024-part-1

3 https://www.avisonyoung.ca/documents/56635302/56647756/GTA_Industrial_Market_Report-Q3_2023.pdf?_gl=1*jwdfv*_up*MQ..*_ga*ODUwMjQ1Mjg3LjE2OTg3 NTg0NzU.*_ga_NB1T86YXFD*MTY5ODc1ODQ3NS4xLjAuMTY5ODc1ODQ3NS4wLjAuMA..#:~:text=The%20average%20asking%20net%20rental,GTA%20North%20 at%20%2419.36%20psf.d

CCAA filings have followed suit and grown over 50% from 2023 to 2024. 2

It’s clear that companies have been struggling in the current market. To understand why this is, let’s start by looking at one cost category for most cabinet shops- RENT. From 2019 to 2023, the cost of rent in the Greater Toronto Area (GTA) skyrocketed 53%, putting additional stress on business owners. 3 During that time, banks also began being more conservative with their lending rations and offering less leverage. If a company maintained the same revenue through those years, the rent increase alone would lower both EBITDA and net profit. The bank would then lend the company less money due to both a lower EBITDA and a lower lending EBITDA multiple as most banks generally lend based on the ability to service debt and cashflow. This is all without including other potential increases in costs:

• interest costs (from 2.5% in 2021 to 8% in 2023),

• wage inflation (over 5%),

• increased costs of goods sold (over 5%), and

• increased gas/travel expenses (over 10%).

This kind of intense pressure can leave businesses poorly prepared for a few adverse situations:

1. An owner is looking to sell their business.

If costs from rent, wage inflation, cost of goods sold, and other expenses are high, then profitability is reduced, and substantial dollar amounts can be lost from enterprise value, meaning that the business is worth less

2. The bank re-examines lending. With stagnant or declining sales, the company now receives less financing to perform the same activities, resulting in fewer days of funding. This lost time could be critical for a business and could result in insolvency despite demand for their product or service.

3. A company’s largest customer is in financial trouble.

With less cash on hand and slower cash flow cycles, a major customer that is unable to pay could cause serious financial trouble for the company. This is a reality as many real estate companies, developers and builders are also facing similar challenges and insolvencies in this sector has steeply risen.

Fortunately, there are many ways to mitigate the risks of a downturned market and support your business during strenuous times. The crucial element is to think critically about your company’s operations. Which products or services are consuming too much cash for too little gain? Are there ways to lower your operational expenditure? Are you keeping track of your receivables? The fol-

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Building Trust. Creating Together.

lowing are ten strategies to sustain your business through economic hardship:

1. Increase EBITDA.

It’s important to be proactive when handling margin, both before and during downturn. What avenues are available for you to increase EBITDA? Where is EBITDA most at risk? Put your focus into your product lines that provide the best margins and shortest cash conversion. Secondly, be willing to compromise on those with high overhead and low returns. Divesting from these products can release cashflow pressure from the company and provide opportunity to pivot and re-invest in channels that reflect the revised economic outlook.

2. Reduce cash conversion cycle. Are there products that are extending your cash conversion cycle? Are you producing custom products that, despite potentially high margins, have long procurement and manufacturing times? These items tie up your company’s

cash, which can be detrimental during a slowed economy.

Additionally, the pandemic moved businesses away from “just-in-time” manufacturing to a “just-in-case” model, but this could create greater risk in a slow market. A supply chain evaluation can help identify opportunities to shorten procure-to-sale times, which will improve your ability to convert cash quickly, carry less inventory, maximize margins, and ultimately minimize risk.

3. Increase deposit percent or renegotiate agreements with your customers / builders. By increasing your deposit percent, you can secure more funds in advance and reduce risk. Renegotiation could involve adjusting payment terms, project scope, timelines, or other contractual details to better align with your financial situation or project needs.

4. Product/service rationalization. A rationalization analysis can provide

you with specific, targeted detail on your offerings. By improving visibility in this way, you can focus efforts on more cash advantageous products and services.

5. Customer rationalization. Do you have a customer that is taking up a lot of space (cashflow room / real estate / storage space) relative to their cash contribution? Whether they take up valuable time or their products take up physical space on the assembly line, these types of customers take opportunity away from orders with faster cash realization times. It’s critical to find the right customers for your business to support the pace of operations.

6. Improve cash management. Being proactive, meeting with your bank, and closely watching your receivables are all meaningful ways to understand the cash in your business. Investigate your company’s financials before the bank reaches out.

STRENGTH IN NUMBERS

Our cluster thrives on the collaborative model of sharing best practices, gathering new ideas, and working together.

Join us and become part of a dynamic and supportive community dedicated to helping each other succeed.

7. Improve operational efficiency. Are you getting the most out of your invested capital? Is your human capital performing to standards? What are key productivity drivers and where are they falling short? Can you achieve higher output per unit of labour without capital investment? Begin by conducting an analysis of your current business operations and determine where value and opportunity lie. Find where you can simplify processes, strip out waste, improve quality, and reduce cost without making significant personnel or equipment changes. Pinpoint key areas of influence where untapped efficiencies can be leveraged into bottom line improvements and margin gain.

8. Operating cash conversion analysis. Investing in an analysis of your cash cycles to identify opportunity and quantify risk can provide great clarity in planning and optimizing your business operations. Understanding how long it

takes to go from cash to product and back to cash again, and which customers speed up or lengthen that cycle, is immensely valuable information, even in a thriving market.

9. Inventory optimization analysis. An inventory optimization analysis can be conducted to improve the rate of order fulfillment, including inventory turns and management of product to reduce the order-to-cash cycle. It’s important to make inventory choices that make sense for your company’s position and source the right purchasing terms from suppliers.

10. Build a war chest. Accumulate cash where possible. This

allows you to mitigate a cash crunch, keep operations moving, and put your business in a position to take advantage of market opportunities.

In summary, it is much more imperative to strategize about how you can reduce your cash conversion cycle, increase EBITDA, and hold on to extra cash for the future. Be proactive in your approach, as it can help shore up your defenses and position your business to take advantage of market opportunities that may exist through the economic cycle. The woodworking industry isn’t going anywhere; there are still millions of homes to be built. Right now, it’s about weathering the storm and ensuring your company lasts through harder times.

Yohaan Thommy is a Partner at MNP with over 15 years of consulting experience, primarily assisting privately held businesses in various industries, including woodworking, manufacturing, and services. He specializes in financial improvement, revenue growth, merger integration, and business turnarounds. Yohaan holds certifications as a Project Management Professional and Lean Six Sigma Black Belt and is deeply involved in community development.

BUILDING BRAND TRUST IN A POST-TRUST WORLD

How ThermalWood Canada Became Its Own Media Company

By Eric Johnson, Brand Strategist at ThermalWood Canada

Although marketing strategies differ from company to company, one constant remains: the need to build brand trust. From giants like Wal-Mart and Pepsi to the small mom-and-pop shop on the corner, that truth is universal. Without trust, the wheels of commerce grind to a halt.

Before committing to any marketing strategy, Bob Lennon built community trust through decades in the mining industry, organizing local events, and serving as a past president of the Chamber of Commerce. So, when Brunswick Mines shut down operations, the opportunity arose for Bob and his brother-in-law to start their own business—ThermalWood Canada. Naturally, one of their top priorities was answering a key question: “How will you develop a marketing strategy?”

CREATING YOUR OWN MEDIA BRAND

Bob, who was never one to embrace aggressive product advertising, sought an alternative route. With the help of marketing expert and best-selling author of BIG LITTLE LEGENDS - How Everyday Leaders Build Irresistible Brands, Gair Maxwell, they devised The Northern Heat Report. This weekly video series features different guests in each segment, highlighting positive influences in the community. It became the perfect avenue for Bob to market his brand—not by pitching his product, but by showcasing other people, telling their stories, and fostering broader discussions centered on community impact.

“After the mines shut down, people thought this place would become a ghost town,” says Bob Lennon. “People were really looking at things with a glass-half-empty mentality, and I wanted to showcase all the positivity happening in the region.”

One of Gair’s key lessons for building a distinctive brand is to become a media company first. He often cites examples like Red Bull, Casey Neistat, and minor-league baseball sensations the Savannah Bananas.

Following this advice, Bob picked up a microphone while his son, Jonathan, handled the camera, and the interviews began. It’s been six years of weekly segments, consistently posted every Friday across ThermalWood Canada’s social media platforms. Even during the pandemic,

TOP: Dinner plates and bowls can be very heavy which is why they should be stored in full extension drawers below the counter. As people get older, they develop restricted range of motion and loss of muscle mass which makes reaching up for them in uppers difficult. The plate holders allow you to carry up to 12 plates right to the dinner table with very little effort. BOTTOM: Lift systems in upper cabinets give you full visibility from all sides with no doors as obstructions. It also allows you to leave them open while cooking or unloading the dishwasher. Because they are up and out of the way, you can put your cups and glasses away in one fluid motion saving you time and energy!

The Northern Heat Report adapted by incorporating virtual Zoom interviews.

PERSISTENCE, PATIENCE, AND EXPANSION

Initially focused on showcasing local leaders, the series has gradually expanded to include guests beyond the Chaleur Region. Notable guests have

included Michael Landsberg from TSN, Al Connelly from Canadian rock group Glass Tiger, former Premier and Canadian Ambassador to the U.S. Frank McKenna, and Tony Levin from King Crimson and Peter Gabriel, among many others.

If you’re looking for something easy and instantly gratifying, creating your own media company isn’t for you. Bob

and the team at ThermalWood Canada have spent years refining this strategy to achieve their desired results. As Gair Maxwell explains in his Leaders & Legends series, “How Bob Is Bringing the Heat,” building your own media company requires understanding a few crucial points:

• Saying no to instant gratification

• Rolling up your storytelling sleeves

• Planning, scripting, and learning a new craft

• Making mistakes

• Making more mistakes

• Learning, growing, and polishing

The Northern Heat Report has certainly been a journey of learning, growing, and polishing. From their very first episode—filmed at a trade show in Boston, where Bob humorously compared the junk in the back of their truck to the Beverly Hillbillies—to the studio and high-end equipment they’re using now, it’s clear that Bob and Jonathan have put in the work.

THE CUSTOMER JOURNEY IS LIKE PLAYING BASEBALL

Now, the videos have reached nearly 2 million people worldwide. Rogers TV picked up the series, and it recently expanded into a written edition. People now approach Bob on the street to tell him they watch the show on TV, and it’s not uncommon for ThermalWood Canada to receive orders from customers who resonate with the company’s values.

“THE NORTHERN HEAT REPORT HAS CERTAINLY BEEN A JOURNEY OF LEARNING, GROWING, AND POLISHING... NOW, THE VIDEOS HAVE REACHED NEARLY 2 MILLION PEOPLE WORLDWIDE.”

Photo Credit: ThermalWood Canada

This is the type of marketing Bob was born to do.

“It always goes back to the baseball diamond analogy,” says Bob. The analogy focuses on the customer journey and how, through that journey, relationships are built.

First base is getting someone to notice your business. By utilizing different social media platforms, consistently posting high-quality content, and properly optimizing your keywords, you’ll grab consumers’ attention.

Second base is catching their interest, prompting them to seek more information through email, social media messaging, or filling out the website contact form. From there, third base to home is all about building that relationship.

GLASS-HALF-FULL MENTALITY

The media landscape today is far from what it used to be. In a market saturated

with sensational news that garners the most clicks (e.g., celebrity gossip, deaths, war), it’s difficult to stand out with local success stories. Even small-town newspapers have lost their local flavor and seem less interested in covering the stories that give local communities their heartbeat. Yet, in Bob’s ever-present glass-half-full mentality, he saw an opportunity. The Northern Heat Report tells the stories of local leaders who might not otherwise get a chance to share their stories. The demand to be a guest on the show has become staggering.

This prompted the expansion of the program to its written form, which has proven beneficial in multiple ways. First, it provides an additional outlet, ensuring that everyone who wants to

be on the show can get their chance without a long wait. Additionally, not everyone feels comfortable in a one-onone video interview, and now those individuals have a chance to promote their business in a written format.

The Northern Heat Report has a proven track record that, with time and patience, you can create a trusted media brand where everyone wins. As Bob says at the conclusion of each segment, “This is where you come to listen to the stories that have not yet been discovered.”

There’s no telling what story sparks will ignite and spread. There’s no telling what will happen to your organization when you believe in possibilities and turn up the heat.

Eric Johnson is the Brand Strategist for ThermalWood Canada. He has an arts degree in Journalism and Communications and is also a published author. His aim is to promote the sustainable and innovative practices employed by ThermalWood Canada and reach the widest audience possible.

LEAN VS SIX SIGMA - WHAT’S THE DIFFERENCE?

By Larry Coté, Managing Director and founder of Lean Advisors Inc

Arecurring theme in the hundreds of companies/organizations we have worked with is that they are very often unsure of how to differentiate between Lean, Six Sigma and Lean Six Sigma. Its imperative to understand the differences to integrate them effectively.

Let’s establish a simple basic difference between Lean and Six Sigma and then determine an effective way to utilize both concepts.

WHAT IS LEAN?

Lean is an approach – a way of thinking - about how you should run your business. While it is not a tool, Lean does require many tools both for analysis and implementation of change to execute on the vision and direction created by Lean thinking. Lean focuses most of the attention on the customer and what

the customer feels is “value”. Value is defined by an activity that transforms the product or service requested by your customer. Essentially, it is any activity the customer would be willing to pay for.

To determine what is value to the customer, you would apply a tool called Value Stream Mapping (VSM). This analytical tool is not Process Mapping (we will explain the difference in an upcoming article). VSM is a graphical representation of the process from end-toend, highlighting all the activities that

are both Value and Non-Value. From this Current State you are able to create the ideal Future State (FS) - the ideal FS which is the FS with most of the waste/ non-value identified becomes the vision and direction of the organization. The next step is to create an initial 3-month FS (typical length) which moves the company in the direction of the ideal FS.

The initial 3-month FS is a tactical strategy which is displayed on a detailed Implementation Plan outlining the improvement activities (Kaizens),

the tools required for specific improvements, the people required to complete the improvement tasks and the expected results at the end of the Implementation Plan. The goal being to remove, or at least minimize, the non-value effectively and have a positive impact/result on the end-to-end process.

As mentioned, the FS Implementation Plan will also identify any tools you will require to take you to the next level of efficiency and quality. One of these tools may very well be Six Sigma.

SO WHERE DOES SIX SIGMA FIT IN?

Six Sigma is a data-driven methodology aimed at reducing process variation and eliminating defects to improve overall quality. Developed by Motorola in the 1980s, it uses statistical analysis to identify the root causes of inefficiencies and focuses on achieving near-perfection in processes. The core of Six Sigma lies in the DMAIC framework: Define, Measure, Analyze, Improve, and Control, which helps teams systematically approach problem-solving and quality enhancement.

Unlike Lean, which focuses on eliminating waste and maximizing value from the customer’s perspective, Six Sigma is centered around reducing variation in processes to enhance consistency. For example, in a manufacturing environment, Lean might address wasted motion or excess inventory, while Six Sigma would tackle issues related to inconsistencies in product quality, such as dimensional tolerances or material defects.

While both Lean and Six Sigma aim to improve processes, their approaches differ. Lean focuses on streamlining workflows and eliminating waste, such as unnecessary steps or delays, by emphasizing continuous improvement and flow. On the other hand, Six Sigma zeroes in on reducing variation and improving accuracy, utilizing statistical tools to minimize defects and standardize processes.

For example, imagine a cabinet manufacturing company facing issues with inconsistent finish quality on their cabinets. By applying the DMAIC (De -

fine, Measure, Analyze, Improve, Control) process, they would first define the problem and measure the current level of defects in the finishing process. Analysis might reveal that the inconsistencies are primarily due to variations in the spray application process and differences in drying times. The team could improve the process by standardizing the spray techniques and introducing controlled drying environments. Finally, they would control the process by setting up regular maintenance checks on the spray equipment and training employees on the new standardized procedures. As a result, the finish quality could become consistent, leading to a smoother production flow and higher customer satisfaction.

To successfully apply Six Sigma, there must be a well-defined Current State analysis and Future State Implementation Plan. Without this Plan, you won’t have a clear path for improvement. Considering that Lean principles often identify many activities in your current end-to-end process as non-value-added, attempting to apply Six Sigma effectively without conducting a Current State analysis may be a waste of time. When you assign a Six Sigma expert to “fix” a problem and reduce the variation, you want to make sure you are asking them to work on an area that supports the transformation to the new FS process.

COMBINING THE TWO CONCEPTS

There is a simple solution to effectively using both Lean and Six Sigma. First, use the thinking and analytical approach of Lean and establish a Future State Implementation Plan. Once you have this plan, it will determine the tools that are required and where they are needed. This includes where the tool Six Sigma is required, and the Six Sigma experts should focus their attention. The Six Sigma specialist become an integral part of the strategy/direction of the company and team, while

recognizing their essential role in the Lean transformation. These specialists are no longer working in isolation and “wasting” time on problems that would be eliminated or changed in the Future State.

IN SUMMARY

Lean is a way of thinking and has an effective structured methodology for developing a sustainable transformation of a business or any organization. Lean identifies the critical tools needed to take your company to the next level of excellence, competitiveness and profitability while improving the culture within the company. Lean thinking and methodology impact both culture/sustainability and operations/processes. Lean leadership then has a constant mandate and that is to maximize the ’value’ to the client. As they, and their staff, wander about their facility (in the office and on the floor) they will constantly ask themselves, ‘would the client be willing to pay for that activity in the process if they knew you were doing it?’. This is true continuous improvement thinking.

Six Sigma is one of the possible tools that will be required as the organization moves from Current State to Future State. It focuses on analyzing variation and determining the root cause of the variation. Most companies we deal with are not close to Six Sigma level of quality (perfection) and will find they need to start with other less intense quality tools and approaches. Six Sigma is critical in industries where safety is key – aerospace, healthcare, food processing etc.

Knowing how to adapt and apply Lean and Six Sigma properly to get the most out of these concepts, you are able to accomplish true success - reducing costs, while improving quality and service to your customer by maximizing the utilization of your resources (people, space and equipment/technology).

Larry D. Coté, Managing Director and founder of Lean Advisors Inc. in 1999, has pioneered Lean methodologies across various sectors, including healthcare, education, and government. Now leading the newly merged Lean Advisors and Lean Practice Group, Larry brings unparalleled expertise in Lean consulting worldwide.

HOW ADVANCED TECHNOLOGY, COMMUNICATION & MEDIA CAN

Improve Machining And Tooling Performance

By Ben Mitchell, Marketing Manager, Leitz Tooling Systems LP Canada

Leitz Tooling Systems, a global leader in the woodworking industry, has been at the forefront of technological advancements for over 145+ years. Founded in Germany in 1919 as a drill manufacturer1, Leitz has established a reputation for producing high-quality tooling solutions that cater to the diverse needs of woodworkers worldwide. The company’s commitment to innovation, precision, and sustainability has enabled it to play a pivotal role in shaping the evolution of the woodworking industry. During this time, Leitz has developed many innovative communication & technological solutions that are used commonly throughout the Canadian woodworking market.

Leitz offers a comprehensive range of products and services, including cutting tools, tool management systems, and software solutions. The company’s product portfolio encompasses a wide variety of tools, such as router bits, saw blades, and profiling cutters, designed to meet the specific requirements of different woodworking applications. In addition to providing high-quality tools, Leitz also offers expert technical support and training to help customers optimize their machining processes.

HOW AUTOMATED COMMUNICATIONS CAN IMPROVE

EFFICIENCY, PRODUCTIVITY AND REDUCE WASTAGE WHEN MACHINING TIMBER

Leitz’s long history of technological leadership has been instrumental in driving innovation within the woodworking industry. Leitz has consistently introduced groundbreaking products that have revolutionized the way many woodworkers work. Since their inception, these solutions have become commonplace in the industry at large and are growing in popularity in the Canadian market. One such innovation is RFID microchipped tools 2 , which feature embedded microchips that enable them to communicate with machinery and tool management systems. This technology allows for real-time tracking of tool usage, condition, and performance, providing valuable insights into the machining process 3 . It also allows more advanced CNC machinery to scan the tool’s RFID chip and immediately select the appropriate programme to run. This has multiple advantages for timber manufacturers such as reduced downtime, lower labour costs and reduction of waste thanks to removal of human error. This data can then be periodically reviewed so that improvements can be made to the tool pathing or recommended machining specifications. Finally, the use of tool tracking chips also helps larger manufactur -

ers, such as some of Canada’s largest furniture producers, to manage their tooling inventory and prepare for end of life tooling. A system can be implemented to notify machinists that their tools are nearing to end of life or require sharpening to maintain performance – resulting in improved productivity thanks to avoiding unexpected downtime from tool changes or breakages.

Tool management systems are an often automated communication method between tooling suppliers and manufacturers that offer a powerful solution for optimizing tool performance and reducing downtime.

Combining tool management systems with data from RFID-enabled tools offers customers detailed insights into tool wear, usage patterns, and machining efficiency. Credit Leitz Machinery.

There are many systems available to manufacturers for tool management that can range from complex CRM integrated solutions to simple excel spreadsheets or grid style designs. Leitz Tooling, for example, operate multiple tool management system depending on the complexity and needs of each manufacturer they work with. These systems can provide valuable insights into tool wear, usage patterns, and overall machining efficiency. This data can then be analysed by institutions like Leitz who can offer machining recommendations based on tool wear. If the management system indicated tools were breaking faster then at a previous time, manufacturers can analyse their process to find out what

changes impacted the tool performance and durability negatively and reverse these changes. Additionally excessive damage or wear to the tools can indicate that they are being run at the wrong specifications or that the materials being machined is of inferior quality. Many suppliers offer burns tests for materials like MDF or Chipboard that allow them to measure the density and volumes of impurities in the material4 . When tool management systems are combined with collecting and analysing data from RFID-enabled tools, these tool management systems can provide customers with extremely detailed insights into tool wear, usage patterns, and overall machining efficiency.

1. Leitz Tooling. (2024). Company History. Available at: https://www.leitz.org/en-gb/company/history

HOW CAN INNOVATIVE TECHNOLOGY MEDIA HELP MANUFACTURERS MAXIMISE PRODUCTIVITY

Machining calculations are another aspect of the woodworking industry that has been revolutionised my technological developments in the media space. Traditionally, tooling has been supplied with catalogue style information for machining specifications. With industry 4.0, tooling manufacturers are moving towards digitalisation and looking at ways to implement AI into the machining process, to provide actionable recommendations that improve productivity. Soori et al (2023)5 argue that “Machine learning systems can be applied to the cutting forces and cutting tool wear prediction in CNC machine tools in order to increase cutting tool life during machining operations”. Although digitised technical specifications via websites are commonplace, Leitz Tooling recently became the first tool supplier to release an app for machining calculations titled “Leitz Xpert”. In addition to storing the technical data for over 8,000+ Leitz tools, the application also allows users to calculate measurements like cutting speeds, PRM speed and unit conversions for sawing and milting tools from any tool manufacturer. As AI capabilities develop in the coming years, early adopters are likely to benefit from a streamlined process and less wastage.

Tool coatings are another aspect of the Canadian woodworking industry where technological development has vastly improved the manufacturing pro-

2. Hochmann. (2024). Tool Information Management. Available at: https://wtp.hoechsmann.com/en/lexikon/19393/tim_tool_information_management

3. Link Labs. (2024), How Tool Tracking Improves Productivity. Available at: https://www.link-labs.com/blog/how-tool-tracking-improves-productivity

4. Robin MDF. (2016). Flame retardant Class 1 MDF. Available at: https://www.robinmdf.com/_files/ugd/acb67a_e2fef514209c43bcb5a686243a68abfc. pdf

5. Soori.M, Arezoo. B, Dastres. R. (04-2024). Machine learning and artificial intelligence in CNC machine tools, A review. Sustainable Manufacturing and Service Economics. 2.Available at https://www.sciencedirect.com/journal/sustainable-manufacturing-and-service-economics/vol/2/suppl/C

6. Bouzakis.K.D, Michailidis.N, Skordaris.G, Bouzakis.E, Biermann.D, M’Saoubi.R. (2012) Cutting with coated tools: Coating technologies, characterization methods and performance optimization. CRIP Annals. 61. (2)

7. Market Research Pulse. (2024). New Tool Coating Materials Market. Available online at: https://marketresearchpulse.com/report/22161/new-toolcoating-materials-market

8. Woodworking Network. (2014). Marathon And Diamond Coated Knives. Available at: https://www.woodworkingnetwork.com/product/cutting-toolsand-grinders-cutting-tools-and-grinders-cutting-tools-and-grinders/marathon

9. Government of Canada. (2024). Canada And The Sustainable Development Goals. Available online at: https://www.canada.ca/en/employmentsocial-development/programs/agenda-2030.html

10.Boston Consulting Group. (2023). No Longer Niche: Climate-Conscious Purchasing In Canada. Available online at: https://www.bcg.com/ publications/2023/climate-and-the-canadian-consumer

cess for companies that deploy coated tools. Coated tools can tackle a wide variety of manufacturing challenges such as increasing machining speeds and reducing cycle times, improving the life of the tool and the finish quality of the workpiece.6 Recent research from Market Intel Insight argues that the “Tool Coating Materials market is set to witness significant expansion from 2024 to 2031… Innovations in technology and rising consumer demand are key growth drivers”.7 To remain competitive and especially profitable against rising material and energy costs, companies must embrace the technology of coated tooling. Coatings, such as Leitz Marathon coating, can improve tool life by up to 3-6 times the tool life depending on the tool. It also reduces friction generated when machining; allowing manufacturers to reduce cycle times and manufacture higher volumes within the same time frame.8

Sustainability has been a key issue for many years in all areas of industry, as government across the globe try to reach sustainability targets such as carbon neutrality or Canada’s sustainable development goals.9 Manufacturers across the globe are being asked to join pilots for software that rates their businesses sustainability. This software considers procedures, policies and actions taken by companies to improve their sustainability and covers areas like environmental protection, carbon mitigation or modern slavery. As this software becomes publicly accessible and in line with growing consumer trends on sustainability, Canadian manufacturers must look to implement this as a communication channel. Boston Consulting Group found that 26% of Canadian consumers paid more for products with lower climate impact.10 Arguably, including sustainability efforts in communications and media can significantly enhance a company’s reputation and attract environmentally conscious consumers. By showcasing their commitment to sustainability, manufacturers can differentiate themselves from competitors and build trust with their target audience.

FINAL WORDS

In conclusion, the Canadian woodworking industry will benefit greatly from innovations in technology, communications and media thanks to continuous development within the market. With smart tool management systems, easy machining calculations and implementation of data sharing to provide machinists with recommendations & improvements.

Canadian woodworkers should begin to prepare their factory or workshops for new technology, tooling developments and communication channels if they wish to grow in a very saturated and competitive market. Working closely with manufacturers, companies like Leitz tooling can help Canadian manufacturers improve their efficiency, productivity and reduce waste and environmental impact.

RESTEZ À L’ÉCOUTE DU MARCHÉ CANADIEN GRÂCE AU

BULLETIN ÉLECTRONIQUE HEBDOMADAIRE

Des nouvelles de l’industrie canadienne, des articles en vedette, des profils de produits, des mises à jour sur la conception et la technologie, livrés dans votre boîte de réception chaque semaine.

Leadermac 623 Compact Moulder

The Leadermac 623 Compact Moulder offers precision and efficiency in a robust, compact design. Built with a heavy-duty cast iron frame, it delivers superior vibration damping for high-quality finished parts. This model features 6000 RPM spindles, pneumatic pressure systems, and fully driven infeed and outfeed bed rolls, ensuring consistent and smooth material processing. The 623 is ideal for a wide range of moulding applications with adjustable spindle configurations, making it versatile and reliable for various production needs. The moulder also includes automated features for fast changeovers and increased productivity.

SPRINT 1329 Edgebander

Sugatsune MFU1200 Flush Sliding Door System

The Sugatsune MFU1200 Flush Sliding Door System offers a sleek, modern solution for concealed door applications. Designed for doors weighing up to 70kg, this system features a two-way damper for soft opening and closing. The top-hanging design eliminates the need for floor grooves, maintaining a clean and seamless look. Ideal for walk-in closets and hidden rooms, the MFU1200 ensures flush alignment with walls when closed, enhancing both aesthetics and functionality. With easy installation and adjustable settings, this innovative door system is perfect for creating discreet, elegant entrances.

The SPRINT 1329 Edgebander by HOLZ-HER is engineered for precision and efficiency in edge processing. With its compact footprint and robust design, the SPRINT 1329 excels in demanding production environments. It features a gluing unit for PUR and EVA adhesives, ensuring strong and durable edge bonding. The machine’s highspeed servo motors facilitate rapid adjustments, enhancing throughput. Additionally, the SPRINT 1329 boasts an intuitive control system with a touchscreen interface for seamless operation. It supports a variety of edge materials, including PVC, ABS, melamine, and wood veneer, making it versatile for different manufacturing needs. The precision trimming, corner rounding, and scraping units ensure a flawless finish on every piece. With an emphasis on user-friendly maintenance and minimal setup times, the SPRINT 1329 is an optimal choice for businesses seeking reliability and high performance in edge banding technology.

Dinamico Cabinet Accessories from Berenson Introducing Dinamico Cabinet Accessories from Berenson. Dinamico is a versatile and innovative cabinet accessory, designed in collaboration with Italian experts renowned for their forward-thinking approach. These pullouts combine Grass Nova Pro undermount slides with a solid metal chassis for seamless form and function. Available in a range of sizes, Dinamico optimizes cabinet storage, offering soft-close, full-extension motion and modern European aesthetics. With configurations of up to 86 liters per pullout, they efficiently organize waste, recycling, and compost. Complementary finishes in Orion and Grey ensure a perfect match for any kitchen design.

The

Venjakob VEN Coat with VEN DRY Surround UV is an innovative roller coating line combined with advanced UV drying technology. Designed for high-quality flat profile finishing, it delivers exceptional transfer efficiency. The cutting-edge VEN DRY Surround UV technology features specialized reflectors that prevent direct UV irradiation of workpieces, reducing energy consumption by over 20% compared to traditional systems. This makes it ideal for environmentally conscious operations seeking superior surface finishing while optimizing energy use. Venjakob’s technology ensures precision and efficiency, setting new standards in the coating and drying industry.

Rev-A-Lock RL Series Cabinet Security Lock

The Rev-A-Lock RL Series Cabinet Security Lock delivers advanced protection for your cabinets with a robust magnetic lock system. Ideal for childproofing and securing valuable items, this versatile lock can be installed on wood, glass, metal, and particleboard cabinets. It features an unlocking function, allowing the lock to be disabled when access is needed, offering both convenience and security. Easy to install with a sleek, low-profile design, the Rev-A-Lock RL Series is perfect for homes, offices, and other environments where safety and security are a priority.

Venjakob VEN Coat with VEN DRY Surround UV

Boss CSD 650 Circle Sawn Distressing Machine

The Boss CSD 650 Circle Sawn Distressing Machine is a specialized woodworking tool designed to replicate the authentic appearance of circle-sawn marks typically produced at sawmills. This machine automatically creates curved sawtooth patterns on wood surfaces, simulating the random, hand-done texturizing effects popular in high-end flooring and paneling. It supports a wood thickness range of 8 to 80 mm and widths up to 650 mm, operating at speeds up to 12 meters per minute. The CSD 650 can process approximately 16,145 square feet of wood per 8-hour shift. Features include adjustable blade angles, heights, and speeds, a heavy-duty construction, conveyor speed adjustment, and emergency stop functions for enhanced safety and control.

SPEEDLINER 920-350 HYBRID – State of the Art

The SPEEDLINER 920-350 HYBRID high-performance finecutting band saw is the heart of Fill’s solid wood systems. It combines maximum precision with maximum performance and flexibility in the production of wood strips for parquet flooring and three-layer panels. Its sturdy design delivers consistently high performance with constant precision, with the option of using precision saw blades from various manufacturers for wet and dry cutting. A kerf as narrow as 1.3 millimeters keeps efficiency high. Depending on requirements, Fill SPEEDLINER HYBRID band saws can be operated as a single machine or as a multi-head system, connecting several modules in series with automation.

The Mito by Cefla Finishing

The Mito by Cefla Finishing is a versatile oscillating spray machine designed for both small and large-scale production. With its innovative features, it ensures consistent, highquality coating results across various substrates, including wood, glass, and composite materials. Equipped with advanced spraying technology, Mito optimizes material usage while minimizing waste. Its modular design allows for easy customization to meet specific production needs, and the intuitive control system ensures user-friendly operation. Ideal for businesses seeking efficient, automated finishing solutions, the Mito delivers reliability, precision, and flexibility in one compact machine, making it a key asset in any modern finishing operation.

ACMOS 100-5030

ACMOS 100-5030 is the ultimate water-based release agent for edge bander spraying systems, eliminating the need for alcohol or silicone. It forms a thin, nearly invisible separating film that prevents hot-melt adhesive residues from adhering to surfaces and equipment. Non-flammable, non-hazardous, and safe for transport, ACMOS 100-5030 simplifies handling and storage. Silicone-free and versatile, it can be diluted with water and is suitable for automatic feeders with edge-banding machines. Protecting pressure rollers, conveyor belts, and plastic surfaces, it is featured in OEM manuals and warranties, making it a cost-effective solution for efficient inventory management.

Alpha-Brush Extreme CCBBDD

The Alpha-Brush Brush Sander Extreme CCBBDD 1350, part of the Perfection series, is engineered for highperformance industrial sanding across a wide range of applications. Featuring multiple sanding heads, including cross brushes, discs, and texturing brushes, this versatile machine accommodates widths up to 2500mm. With brushes on the top, bottom, and sides, as well as vertical sanders for hanging lines, the Extreme CCBBDD offers unparalleled flexibility and precision. Designed for durability and efficiency, it excels in diverse brush sanding tasks, making it an essential tool for manufacturers seeking superior surface finishing in various industries.

Nederman S-Series Enclosureless Indoor Dust Collector

The Nederman S-Series Enclosureless Indoor Dust Collector offers a cost-effective solution for woodworking and similar industries where compliance with combustible dust regulations is essential. Designed to handle less demanding applications, it delivers reliable dust collection while adhering to NFPA standards, including limitations on airflow and dust accumulation. The S-Series collectors are ideal for operations requiring up to 5,000 CFM and are equipped with safety features to ensure compliance with fire prevention regulations. With over 10,000 installations globally, the S-Series is a trusted choice for safe and efficient dust collection.

$30.9 Billion

Canada’s secondary wood products market size reached $30.9 billion in 2023, with a projected CAGR of 1.8% through 2032.

Source: IMARC Group

2.9 Million

The Government of Canada invested $2.9 million in 2023 to help SMEs in Ontario’s wood manufacturing sector adopt digital strategies.

Source: Government of Canada.

60%

$7 Billion

Canada’s secondary wood manufacturing industry generates over $7 billion in annual revenue.

Source: Government of Canada.

35,000

The secondary wood manufacturing sector in Canada employs approximately 35,000 workers.

Source: Government of Canada.

An estimated 60% of Canadian secondary wood manufacturing companies have integrated sustainable practices by using reclaimed wood.

Source: Research and Markets.

7.2% $45,000$60,000

The Canadian wood manufacturing sector yields an average profit margin of 7.2%.

Source: CKCA.

Government support in 2023 is enabling 50 SMEs in southern Ontario to undergo digital adoption projects, including the creation of 50 new products and 50 new jobs.

Source: Government of Canada.

Average annual wages in Canada’s secondary wood manufacturing sector range between $45,000 and $60,000.

Source: Woodworking Network.

TIOMOS HIDDEN HINGE SYSTEM

The new er a for fur niture door s. Hinge comfor t becomes vir tually invisible. Intelligent. Elegant. Hidden.

Tiomos Hidden – the perfectly integrated hinge inside the cabinet.

With Tiomos Hidden, GRASS presents a hinge system that is entirely milled into the cabinet. Slender in design, this hinge plays to its multifaceted functional strengths behind the scenes. Amongst others, these include the perfectly integrated comfort system for gentle closing. In the colour option Night, Tiomos Hidden also impresses in combination with the latest design trends favouring dark surface finishes.

Discreet shape. Clever functionality. With a 105-degree opening angle, the slender o a