August 22 - 25, 2018

Georgia World Congress Center | Atlanta, GA| USA

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Don’t Let Behavior Fool You

by Editor 11. May 2018 12:07

By: John Bruer: In2Great

A person’s behavior can be a real mystery.  They show up at an interview with a strong resume and appear in a way that seems to suggest they would be a great fit with the organization.  Then a few months later it seems like we are dealing with a complete stranger. Behavior can be misleading because it can be modified to fit the situation and, let’s face it, people are getting good at interviewing and presenting themselves in a way that can make them attractive as a potential employee.  On the other hand, if you know the origin of behavior, you can more accurately predict what this person will be like as part of your organization.

At their most basic level, behaviors are a result of a person’s needs and those needs originate from a person’s natural drives.  Scientifically, we identify those drives as Dominance, Extraversion, Patience, and Formality and by uncovering those drives and understanding what they tell us, we can make more informed decisions about talent management.  There are a number of variables that go into the selection of new employees or the promotion of existing ones, but unless we let these drives inform our decisions, we are likely to put someone in a place that is not well suited for their natural abilities nor beneficial to the organization.  They get frustrated, we get frustrated - and no one wins.

Using a reliable and validated diagnostic tool helps tremendously.  Our work has been based on the validated science of The Predictive Index which has been around since the 1950’s.  One of the most validated platforms available, the PI measures a person’s natural drives and therefore informs us as to their needs that will show up as their behaviors.  For example, someone with a very low Extraversion drive will be more introspective and private in nature. Recruiting them for a position that demands that they make frequent public appearances and give many speeches is likely to wear them out faster than someone with a high Extraversion drive.  It’s not that they couldn’t do it, the point is that their drive would not suggest that they would be drawn to that activity and be energized and motivated by it which is what we want in an employee. When we are able to put people in a position and can leverage their natural drives, they will be happier and in all practicality, more productive.

Learn more about this topic during the Countertops and Architectural Surfaces Symposium at IWF 2018 Education Conference.




by Editor 11. May 2018 12:03

By: Bill Boxer, Modern Finishing Products, Inc.

Previously I positioned HVLP technology in today's marketplace. In this article I would like to explain more about the turbine/turbospray technology.

There are two pieces of knowledge necessary to understand the range and variables of HVLP turbine/turbospray technology. The technology itself and an understanding of the coatings and finishes one intends to access.

The basic system has three components. The air supply, the air hose and the spray gun. Each plays an important role in performance success. The air supply is electric driven. It incorporates an impeller/blower type motor that produces a high volume of air (CFM) similar to the output of a common vacuum. These motors come in a range of sizes or as I like to call them power levels. The more powerful the motor the higher the available atomizing pressure. Pressure relates to the ability to atomize or break up a fluid (coating) into small even particles which in turn gives you a fine finish with a smooth surface. Higher pressure gives you access to the widest range of coatings and viscosities.

Unlike an air compressor where you can regulate the pressure up and down, most HVLP turbine/turbospray systems are one fixed pressure. Today there are a few exceptions where you can regulate or adjust the pressure or even visibly see the pressure on an LCD screen for fine adjustment if desired.

The air hose should be rugged, crush proof and have a smooth interior lining to achieve maximum efficiency. Hose length is important to allow for flexibility and movement around a substrate. The average air hose length for an HVLP turbine/turbospray system is generally between 20' - 30'. (6.1m - 9.1m).

The third component of an HVLP turbine/turbospray system is the spray gun. This is probably the most critical part of the system. It requires design precision, versatility, a range of nozzles, needles and air caps while being light weight and balanced. The finer one’s desired results increases the importance of the spray gun.

Before moving ahead let me interject one additional component which I personally feel is extremely important in understanding what is available in the marketplace. Given the versatility of HVLP turbine/turbospray technology, the consumer range is wide. You can find equipment available for the occasional craftsman right through professional applications. It is critical that one looks at equipment based on need, desired results and most important the coatings one intends to use with HVLP turbine/turbospray equipment.

Let us talk about coatings, finishes, paints and viscosity. This is an ever-changing variable in the world of finishing. We have solvent based coatings, waterborne and waterbased coatings. Paint manufacturers are constantly formulating their products to offer the consumer the best results while complying with VOC codes. Using the best available products are critical to achieving desired results with HVLP turbine/turbospray products. This means fine ground resins and pigments and variables to adjust viscosity, dry times and enhanced flow out of the product.

Knowing product performance features, recommended viscosity and pairing it with the right HVLP turbine/turbospray system will ensure the perfect finish every time.

 Learn more about this subject during the "HVLP Turbospray Technology, Past-Present-Future" session at the IWF 2018 Education Conference.









Effective Estimating that leads to Bullet Proof Proposals

by Editor 10. May 2018 13:12

By: Bobbo Buckley, Software Developer: Cabinotch Innovative Solutions

Effective Estimating that leads to Bullet Proof Proposals - BMG10

In addition to what we discussed in Part 1 of this series, we will be spending some time working on a couple models in Excel (it's not rocket science, but there is a learning curve) so we can learn to not only take our costs and build bullet proof Estimates and Proposals, but also be able to play incredibly valuable 'What If' scenarios.

What if we use this wood specie instead of that wood specie?

What if we use this door instead of that door?

What if we use this drawer type instead of that drawer type?

What if I outsource my doors and drawer fronts?

What if I outsource my cabinet components?

What are the financial implications of Outsourcing in general?

Your Estimating system must be bi-lingual, it must speak two languages equally well. It must speak cost and selling price. There must never be a discrepancy between what you tell a client an item will cost, and the reduction made if they opt to not purchase that item.

Seeing IF statements used in Excel models is the first step in learning to use these incredibly useful tools (it's always easier to learn a new thing when it is used in the same context you want to use it in). My life experience tells me that the primary objective of an Estimate is to sell a project, but the secondary objective is absolutely no less important, and that is to Create Right Expectations.

Managing expectations just might be the second hardest thing about cabinetmaking (managing employees claiming the top position for most cabinetmakers). Since there are no second chances at first impressions, then I'm thinking we should put our very best foot forward when it comes to the systems we use to produce our Estimates and Proposals, and let these two instruments of communication be our primary method for managing those expectations. Verbal communications are subject to forgetfulness and/or misinterpretation, so they need to be our last resort for managing expectations.

In this session, we will look at the mechanics of making just such a system a reality.





Exposed: The Truth about Nonflammable Adhesives and How to Verify a Compliant Product

by Editor 10. May 2018 13:06

Increased Health, Safety, and Environmental restrictions by OSHA, Fire Marshals, insurance companies, and other regulatory commissions, especially concerning products used in areas such as healthcare and education environments, has led to a vital need for nonflammable canister adhesives to be used in millwork projects.

Although there are a variety of nonflammable canister contact adhesives on the market; there’s more to the “nonflammable” label than first meets the eye. In fact, there are two key requirements for a product to be considered a nonflammable canister adhesive; it must contain a nonflammable, solvent-based adhesive and a nonflammable propellant. Combined, the nonflammable adhesive and nonflammable propellant creates a canister adhesive that will not burn or catch fire.

Solvent-based Adhesives: The current technology for nonflammable, solvent-based adhesives center on Methylene Chloride (commonly disguised as Dichloroethane) and n-Propyl Bromide (nPB). While these solvents are common in the adhesive industry, they have recently come under heavy scrutiny. The ugly truth is that OSHA considers both Methylene Chloride and nPB to be a potential occupational carcinogen and have extremely low permissible exposure limits. Both chemicals have been listed to be potentially banded by the Environmental Protection Agency’s Toxic Substances Control Act (TSCA).

Propellants: Some nonflammable canisters are being misrepresented as completely nonflammable despite containing a flammable propellant like butane or propane. The easiest way to determine if a product contains a flammable propellant is to examine the DOT label required on all canister adhesives. If the bright red, “UN3501 Chemical under pressure, flammable n.o.s” label is present, this IS NOT a completely nonflammable product. The flammable propellant will catch fire if exposed to an open flame. If a green, “UN3500 Chemical under pressure, non-flammable gas” label is present, this is a completely nonflammable canister adhesive.

After many years of development, Wilsonart Engineered Surfaces has launched a U.S. patent-pending formula for a Nonflammable Canister Adhesive that no other company currently offers. This new, revolutionary canister contact adhesive is a true nonflammable product. Unlike its counterparts, the Wilsonart Nonflammable Series – NF 702/703 and NF 742/743 – is entirely nonflammable and does not contain Methylene Chloride or nPB.

Interested in learning more about the benefits of Nonflammable Canister Adhesives and what to look for when purchasing a verified product? Join us at the “Techniques and Time-Savers for Engineered Surfacing Products” on Tuesday, August 21st.


Your Email Should Have Just One Job

by Editor 10. May 2018 10:29

By: Ralph Bagnall, Woodworking Consultant, Author and TV Host

Emails often fail to deliver the results you are looking for simply because the message is unfocused. In an effective email campaign, your reader should immediately know what your message is about.

Each email you send should have one well-defined goal and one goal only. That’s because if you present your reader with too many choices, your message becomes unclear and your audience won’t understand what you want them to do. Worse, if they have too many options, they may become overwhelmed and take no action at all.

Some best practices to consider when creating your email message include:

  • Define the purpose of the email and set one clear action you wish your reader to take
  • Make sure you are sending the right message for this audience
  • Create a short, clear call to action (CTA) that grabs attention. Use clear, descriptive words and start with a verb “Download white paper”, “Join us today”, Register for the webinar”, “Buy now”, etc.
  • Don’t make your reader have to hunt for the call to action. Make it prominent by using a button or create a text link that is a contrasting color
  • Keep your content as brief and focused on your goal as possible. Any additional text should reinforce the main message

If your goal is to get people to sign up for an upcoming webinar, focus the email on that one task. Create a compelling message with links or buttons that lead only to the landing page for the webinar sign up.  You may also consider removing other links like your homepage and social media links as they may divert the reader’s focus.

Keep it short and to the point. Help your audience to understand what you want them to do and make it easy for them to take action. This will go a long way toward boosting the effectiveness of all your email campaigns.

Learn more about this during Ralph's session "Effective Email for Small Businesses" at the IWF 2018 Education Conference.


WCA Skill Standards Can Develop Your In-house Training Program and Grow Your Skilled Workforce

by Editor 10. May 2018 10:15

By: Scott Nelson, Woodwork Career Alliance of North America

The Woodwork Career Alliance (WCA) has developed industry based woodworking machine standards for the majority of the machines used in the secondary wood processing industry.   When paired with the manufacturers processes and production floor equipment the development of an in-house training and employee skill level evaluation program is a straight forward exercise.

WCA has training resources to compliment the Skill Standards and to assist companies with the development of their own training programs. Enrolling a company and its employees into the WCA credentialing process, will identify a true Career Path for existing and future employees.

Management must first determine what skills and product knowledge a new employee must obtain in the first 30 days, 60 days and 90 days.  This is extremely important to determine if the new hire has the skills to invest further training before that employee becomes permanent with full benefits.  “This sounds simple enough, but when asked the question most owners really do not have a definite answer nor do they have a written procedure to move the new employee forward,” says Scott Nelson, President of WCA.  

To learn more about this, check out the "Growing Your Skilled Workforce" session at the IWF 2018 Education Conference




Hardwood Edging

by Editor 9. May 2018 10:29

By Michael Fortune (Excerpt from Hardwood Edging and Inlay for Curved Tables by Scott Grove)

I’ve known and worked with Scott Grove for many years; he is a talented craftsman and teacher.

His ability to see, break down and describe complex operations into understandable steps is remarkable, and his students come away with new skills that allow them to create higher levels of work—impeccable craftsmanship, learned at a fast pace.

With this curved joinery and inlay demonstration, Scott has transformed the sometimes difficult task of adding a curved hardwood edge into easy to follow steps. He describes many nuances and alternate methods in detail along the way, as well as adding homemade jigs and low budget solutions for many of the processes. The crushed Mother of pearl from Easy Inlay he uses can replicate a wide variety of gem stones and solve many inlay problems.

The illustrated summary handout is a great map and reference guide. He uses many visual aids from photographs, drawings and 3D renderings, to depict each step clearly.

This class is a must for professionals and hobbyist woodworkers alike; he reveals many secrets and clears up all the grey areas for how to apply a hardwood edge and inlay to any type of curved table edge.

Join Scott to learn more at the IWF 2018 Education Conference: "Curved Joinery, Edges and Inlays" on Friday, August 24th from 1:00 PM - 2:30 PM


Business Succession Planning Insights: Tales from the Trenches

by Editor 9. May 2018 09:48

By:  Terrance K. Resnick and Leon B. Resnick: Resnick Associates

(Part 2 of 6)

Inadvertently Disinheriting Your Children from Business Ownership

Yes, it happens – more often than business owners realize. Worse yet, is this trap snares many business owners that have actually implemented succession planning! There are many reasons how a business owner can disinherit his or her own child. Think it can’t happen to you? Think again.

A common example is a business that has two or more owners that happen to have their children actively working in the business with the intent of continuing the business well into the future. The problem arises when a succession plan doesn’t get updated. 

Many years ago siblings, Larry, Harry and Mary started a single lumberyard, as equal owners. The single lumberyard grew to five and the business was thriving. The siblings had the good foresight of establishing a funded buy-sell agreement that would make certain if one of the owners departed the business for any reason that there would be mechanisms in place for the owner’s business interest to be bought and the remaining owners would own the company 50/50. There were many components of the plan; however, the overriding objective was for the company to buy back the stock of an owner that departed the company for any reason. Sounds fairly straightforward, right? It was straightforward when the plan was implemented; however, as time went by Larry, Harry and Mary each had a son come into the business with the intention that their own sons would acquire their own parent’s shares. Again, a very common intention for many business owners. So what’s the problem? Harry unexpectedly passed away and the dream of having his son own his shares passed away as well. Remember, each of the owners’ business interest was structured to be bought by the company at their passing.  In this particular situation, Harry’s shares at his passing were purchased by the company. Harry’s son’s business ownership future – over and done.

 Learn more about this topic at the "Survive and Thrive - Assuring the Long-Term Success of Your Company" session at the IWF 2018 Education Conference.


Replacing the Annual Employee Evaluation

by Editor 7. May 2018 11:25

By: Mike Hill, Michael W. Hill Company

Recently I’ve read a couple articles, and I’ve even had some friends and business acquaintances send me articles, with titles like: “Companies Ditching the Annual Performance Review”! And annual reviews will no longer be given at many Fortune 500 or Inc. magazine top 500 companies. Knowing that I’m a strong advocate for employee performance evaluations, my friends who send me these articles they think they’re shocking me.

These business people fail to read past the attention-grabbing headlines. Many managers, like most of their employees, “hate” giving or receiving a review, so they think these articles with these titles give them good sound bushiness reasons to stop the review process all together.

I’m encouraging everyone to read past the “Shock and Awe Title.”

Once you get past the title you’ll see that yes, IBM, General Electric and SAP are dropping their annual reviews. But in actuality, what each company is doing is replacing the annual review with more frequent reviews. It’s an idea I’ve been advocating for years with the audiences I speak to and the executives I work with.

The annual review has fallen out of favor because the business world is changing too quickly, hence company goals and targets are changing weekly, monthly or at least quarterly. So, what the excellent companies are finding is that their employee evaluations need to be a continous performance management process.

The fact of the matter is, if you want to make your company as successful as possible, you need to evaluate your people and probably more often then you currently are.

Occasionally I’ll hear from a company owner: “Mike, we don’t evaluate our employees and we do just fine.” My response is always the same: If your goal is to be a company that does – just”fine” or is content to be “mediocre,” don’t do employee reviews. But if you want to be recognized as a leader in your field and a company that is more profitable and successful than “mediocre,” measure your employees.

Whenever you can, measure, and you’ll see results in the improved performance of everyone on your team.

 To learn more on this subject, check out Mike's session, "Using Measurable Data to Get Maximum Employee Performance" at the IWF 2018 Education Conference.


Selection Processes Reduce Chances Of Poor Hires

by Editor 7. May 2018 11:18

By: Cyndi Gave, The Metiss Group

Select (verb) – To choose in preference to another or others; pick out (Random House Dictionary).

Process (noun) – A series of actions, changes, or functions bringing about a result (Random House Dictionary).

A selection process should consist of a series of actions to bring about an ideal choice of candidates.  Many leaders rely on intuition, gut instinct, or some haphazard interview approach when choosing among candidates.  The best hiring managers use a defined, repeatable process for selecting talent.

The selection process should include three phases:

  1. Job and ideal candidate definition;
  2. Candidate screening;
  3. Candidate evaluation.

Define the job and ideal candidate in the definition phase clarifying what is expected of the job and what the ideal candidate will look like.  The screening phase should include consistent behavior-based questioning and assessments that tie back to the job and candidate definitions.  The evaluation phase should analyze gaps and discrepancies between observed candidate behavior and job and candidate requirements.

Hiring managers should define the steps in the selection process, stick to them, and empower those in the selection process for success.

Learn more about this subject during Cyndi's session, "I Hired Workers but Human Beings Showed Up" at the IWF 2018 Education Conference.