August 22 - 25, 2018

Georgia World Congress Center | Atlanta, GA| USA

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Estimating – from days to minutes! Part 2

by darylprice30 25. May 2016 06:24

Estimating – from days to minutes! Part 2

Windows/Doors/Modular Buildings: For the past 10 years D3 Technologies has been working with the leading industry tools used in the design-to-estimate-to-engineering process.  To that regard, they have also developed many of those industry leading tools along with providing clients the means to truly achieve their goals.  While working with companies that design many different products (HVAC, Fans/Blowers, Tanks, Conveyors, Canopies, etc.) we have done a lot to help clients caught in the gray area between manufactured products and construction.  This conversation follows up on our April 4th post on The Current State, The Challenge and The Change.

 

THE SOLUTION

After a thorough process of evaluating industry goals and challenges, coupled with D3 having a unique access to a tool acquired by Autodesk, D3 began to work with some of the early adopters to solve the major areas of today’s workflow challenges.

These areas consist of:

·        Enable development of highly customized user-interface solutions to rapidly lay out a product with 3D graphics

·        Integrate back office systems to tie-in costing of materials and labor to selections for quoting

·        Easy button creation of 3D models, drawings, bill of material lists, ERP data push, PDF and CNC exports

·        Development of Web-enabled tools to allow controlled access from anywhere

 

THE PROCESS

D3 starts with the a Requirements Gathering phase to understand the client’s current state and to compare that with their desired future state. From there D3 builds out a plan that can solve the problems and provide the desired return on the investment. Clients are then armed with a game plan that shows the order of events, expected outcomes and control of when to pull the lever to gate through the custom development sprints.

 

THE RESULTS

Clients solve problems with each delivered sprint, thus they are able to self-fund all of the following sprints. This helps a client phase in the solution with real gains as you go along and not faster than can be afforded.

The outcomes include:

·        Estimating and design tasks, which used to take 165 minutes, now take about 10 minutes

·        Drawings and other documents are created with a click of a button compared to days in engineering

·        Intelligent 3D models are created on the fly reducing what has to be done even for very custom projects

·        Clients get what they want before the competition can respond and it is accurate.

·        Downstream systems like ERP or CNC equipment get the information pushed over automatically rather than requiring manual input

 

CONCLUSION

While these solutions are not cheap, neither are the problems they are solving.  Most projects have a six to 12 month ROI for all of the sprints mapped out.  When you invest in tools that can improve the bottom line in large increments by harnessing rules into a reusable tool, a company can then be scaled with the business and not have to default to throwing more warm bodies at the problem.  You don’t have to let your intellectual property clock out at 5pm and hope it returns.

 

Daryl Price

 

Director of Sales

D3 Technologies

 

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ENHANCING ROUGHMILL PERFORMANCE

by editor 24. May 2016 11:23

ENHANCING ROUGHMILL PERFORMANCE

By: Eugene Wengert, President: The Wood Doctor's Rx, LLC

The two presenters of this session have seen well over one hundred rough mills.  We have seen good ideas that pay off, both in specific operational techniques and in evaluation of an operation.  We will share effect QC techniques.  We will share these ideas with the attendees.  Questions (written or oral) will be addressed.

Come here more about this subject at the "Rx for Enhancing Roughmill Performance" session at IWF 2016.

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Solid Surface Thermoforming

by editor 17. May 2016 14:56

Solid Surface Thermoforming

By: Keith Haight

I have questioned a variety of architects and designers what they think of when I say “solid surface.” Their typical response is Flat and Horizontal.  In other words, they think of countertops.  This is justified since solid surface did get it’s start primarily as countertops for the residential kitchen.   

However, solid surface has transitioned very nicely from the residential kitchen countertop into a material that is now being used extensively in commercial applications.  With these applications, Flat and Horizontal may still be the chosen design more often than not.  This workshop will help change all that by showcasing how solid surface can be thermoformed and thus transformed from flat and horizontal into sweeping 2D and 3D designs that will enhance any project. 

We will not only discuss the variety of tools and equipment involved with thermoforming, we will explore the process parameters and tricks of the trade to help set you up with a very successful offering and operation.

If you currently fabricate solid surface and you are looking to enhance your company’s offering, why not consider thermoforming?  This workshop will prove most beneficial to you and your company as we outline what it takes to incorporate this technology for successful projects.  Even if you currently do not fabricate solid surface but you are considering it, this workshop will help you see the benefits solid surface can bring to your business.


To learn more about this topic check out the "Exploring Countertop Options Symposium" at IWF 2016.

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Whether you love “IP” or hate it, or even know what I’m talking about, I have good news!

by editor 16. May 2016 06:40

 

 

 

Whether you love “IP” or hate it, or even know what I’m talking about, I have good news!

Brad Czerwonky – Patent Agent, Taylor English Duma LLP   

ANY of you like to tinker in the garage? Any of you design things or write for a living? Any musicians or authors? Any executives, engineers, artists, scientists, teachers, sales and marketing professionals, students, graphic designers, programmers, or even lawyers out there?

NO matter who you are and what you do, you probably have your own share of ideas and your own unique way of expressing them. Some of you probably make your livelihood based on developing those ideas and communicating them to others (and if that’s you, I can relate!). Us humans are not only wired to create but to share and build on each other’s ideas as we have done since time immemorial.

NOW when you hear the term “intellectual property,” how do you respond? Do your ears perk up? Do you run for the hills? Do you pour yourself a drink (maybe even with the benefit of your own personal “automaton” such as the above gem disclosed by Mr. Robert Little in U.S. Patent No. 711,510, issued in 1902)? Does mention of the terms “patent,” “trademark,” “copyright,” or “trade secret” get your creative juices running or your blood boiling? Unless you live completely “off the grid” (and probably even if you do), all of us touch or create intellectual property or IP on almost a daily basis.

WHILE it might strike fear into the hearts of some and irritate others because of the perceived mystery or hassle involved, learning the basics of IP need not be difficult and, like many things, can be fun as long as you know what you’re doing. More importantly, if you like the idea of making IP work for you—or at least knowing what others are doing with it, we’ll be covering this and other ground in one of the sessions at this year’s IWF show: Intellectual Property 101: Protecting Your Inventions and Other Creative Works. Save the date or even sign up now to join us if you’re already hooked: Thursday, August 25th from 10am! In my next post, I’ll share more on what exactly IP is (and why it matters)…

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Follow Harley-Davidson Motor Company - ASK QUESTIONS AND LISTEN

by Christine Correlli 16. May 2016 06:33

Follow Harley-Davidson Motor Company

Ask QUESTIONS AND LISTEN

By: Christine Corelli

Like every other company, Harley-Davidson has had its ups and downs, but it's history teaches us a lesson. It made news (and a fortune) by asking a great questions. Here's the short version of this amazing success story.

For many years, Honda had been far outdistancing Harley in the motorcycle marketplace. Executives at Harley struggled to find the answer to this dilemma and make their mark in the motorcycle manufacturing business. Finally, the Harley execs assembled their entire workforce, including their assembly line workers, and asked them directly, "What ideas do you have to help us increase our market share?"

The response was amazing. The ideas that came from their own employees led Harley in the right direction. Some of the suggestions that day and thereafter were to take the opposite approach to marketing and advertising from Honda, develop a clothing and accessory line, and make it a status symbol to own a Harley. They also recommended that Harley's marketing and advertising department initiate campaigns targeting executives and women, something they had not done in the past. Since their culture at the manufacturing plant was such that all employees were considered "family," they also suggested that they make their dealers and customers feel like family too.

You know the rest of the story. Harley put their employees' ideas to work and became a competitor to Honda, with a highly impressive increase in market share. Not willing to cease their practice of employee involvement in their decision-making, Harley leaders continue to ask employees at all levels for their input and ideas. Today, Harley-Davidson is adapting to the changing global marketplace and it's still considered a status symbol to own one of their motorcycles, wear their clothing, and own any of their merchandise. And, they have an ever-growing number of loyal executive and female riders who are part of the Harley "family."

In addition, they know how to make their customers feel like family. They achieved this success by asking a basic question—"What ideas do you have?" And they credit their success to their greatest asset—the combined brainpower of their people.

Talking is not enough

How about you and your business? Think about it. Business experts report that eighty five percent of your career success is in direct proportion to your ability to communicate. I disagree. I believe that the ability to communicate in any given situation determines your success—not just in business—but also in life.

One of the most effective communication techniques is not what you would think. Most people would say that a significant amount of talking is the basis of the best techniques in communication. Taking a lesson from Harley, the more effective approach is asking questions.

Talking is one-sided. You just hear yourself speak—and you already know what is on your mind. What you don't know, and need to find out, is what is on the other person's mind. That allows you to expand your world. You hear ideas, uncover problems, and discover the opinions, and concerns of your customers, potential customers, and employees. You gain greater insights into what is happening in your business or service delivery. You learn ways to resolve conflicts. Most important of all, asking questions leads to good listening skills, which will help you build quality relationships.

When you ask questions, customers or prospects know immediately that they are important and that you care about their wants, needs, problems, and desires. When you ask an employee a question, you demonstrate that you respect his or her opinion and provide a voice in your decision-making process.

Active listening for sales success

Nowhere is the "art of great questioning" more crucial than in sales. Recall a lesson from Sales 101—"Mediocre sales people talk when they should be listening and listening is a function of asking. Superior sales pros ask questions to get the customer to talk. You'll never listen yourself out of a sale but you have to ask questions first."

Top sales pros create and memorize a matrix of great questions to ask customers and prospects:
   

• "What do you want to accomplish?"
   

• "What can I show you today?"
   

• "What are you using now?"
   

• "What are some problems you've had with your woodworking equipment in the past?"
   

• "What questions or concerns do you have?"
   

• "Have I answered all of your questions?"
   

• "Would you like a demo?" 
   

• "How's that big project going for you?"
   

• "What would be most convenient for you?"

These are just a few examples of questions that apply to almost any sales situation. They may seem obvious, but they work. Develop your own great questions, apply them, analyze what works, and memorize them to use in various scenarios.

Another basic principle from Sales 101 is "to ask for the sale." This means that you fire the final, most important question at the appropriate moment.

"Are you ready to move forward?"

"Would you like me to write it up?"

Asking for the sale should be second nature to you. Memorizing the right questions will increase your ability to close.

Asking questions helps you to learn about your level of service, build strong customer relationships, and establish higher levels of customer loyalty. Some of the more effective questions are as follows:
   

• "Were you pleased with our service?"
   

• "Is there anything more I can do for you today?"

If you have a loyal customer it's always smart to dig a little deeper.
   

• "What do you like about doing business with us?" 
   

• "What should we start doing?"
   

• "What should we stop doing?"
   

• "What should we do better?"

Every employee in your business with customer contact should ask questions with every interaction—questions that demonstrate friendliness, customer care and professionalism. These enhance customer relationships and build trust:
   

• "How are you today?"
   

• "How can I be of service?"
   

• "Have I answered all your questions?"
   

• "How do you like the new finish on the wood?”

• "How's your business doing?"
   

• "Is there anything more I can do for you today?"

Building strength from the inside out

Asking for input from your employees has been proven to boost morale. Unfortunately, many employees have learned not to speak up and share their thoughts, ideas, and concerns with superiors because they fear repercussions. Therefore, you must ask them direct questions. Smart business leaders regularly ask employees for suggestions and comments:
   

• "What are complaints do you hear most often? "
   

• "What more can we do to improve service and demonstrate we are truly a customer-focused company?"
   

• "Do you know any cabinet makers who might want to work with us?”

One of the most direct questions you should ask on a regular basis to uncover problems within your company, or with customers is "Is there anything I should I know about?" The answers could surprise you and avert a potentially damaging situation. Asking is the first step in being prepared.

Below are additional tips to apply when you are asking questions:

Tips on asking questions the right way

Always ask a direct question.
Most of the time it is better be direct to receive the appropriate answer to your questions. This is especially true when you are interacting with a passive person or making an effort to resolve conflict. Questions such as,

"John, what are your thoughts and opinions?",

"Joe, I'm sensing you are not happy. What's bothering you?" or

"Joe, I know we don't always see eye to eye, and we've even butted heads a few times. What can I do to straighten things out with you?" will go a long way to getting a response you can act upon. And if ask in a soft voice and sincere manner, it will show the person you care.

Stay "you" conscious.
When interacting with others, refrain from saying "I" as much as possible and stay "you" conscious. You do this by removing the personal pronoun and always turning your phrases toward the recipient. For example: "How do you feel about the idea?" "What are your thoughts?" "What's the most important thing to you about what was just discussed?"

Use the person's name in your question.
If you are speaking one on one, always use the person's name. This may seem obvious to you, but many people forget to do this simple rule. Don't ignore it—you will make the receiver feel important and more receptive to what you have to say. For example, "Joe, I'd like to speak with you again next week, would that be agreeable to you?" When speaking to a group, say something similar to the following— "John, Susan, Harry, that wraps it up. What comments or questions do you have?"

Observe non-verbal communication.
Asking questions is an excellent communication skill because it provides you with an opportunity to discover your listeners' personality and observe his or her body language so you can determine whether it's best to continue speaking, ask more questions and listen, or shift gears. Watch for scowls, frowns, signs of boredom, looks of disbelief, or smirks. If you identify your prospect as becoming disenchanted, immediately ask, "What are your concerns?" or "Do you have reservations?" or "What are your thoughts?" Often, these questions will correct the communication problem and involve the recipient in the exchange.

Winning employees over means great rewards for all

I experienced a real world situation where asking questions helped a new leader win the hearts of a nervous group of employees. Recently, I was a guest speaker at a company meeting where the owner was retiring and the son was becoming the new president. The purpose of the meeting was to ease fears about the transition. Most of the employees had worked for the father for many years and they were worried about what to expect from this sharp young MBA. Some were worried that they would lose their job.

In the first few minutes, he broke the ice and changed the atmosphere in the room with these words: "In the next several weeks, I will be speaking one on one with each of you. Here are the questions I will be asking you today and in the weeks ahead.

   • "What can I help you do help you enjoy your job more?"
   • "What skills do you need?"
   • "What might be preventing you from performing your job more effectively?" 
   • "What do you like about our company?"
   • "What can we do better?"
   • "How can we streamline what we do, eliminate red-tape, and keep you and our customers happy?"
   • "What can I do to make sure you and our customers feel like family?

He concluded by saying that he wanted to know from each and every one of them the answer to one final question—"What would you do if you were the new president of this company?" His entire staff broke into applause. Smart man! He scored and a positive transition was underway.

It can be habit-forming

Make it a habit to ask questions until it becomes second nature. It will improve your interpersonal skills in both business and social settings. Remember, questions lead to answers. Answers lead to rapport. Rapport leads to uncovering what others are thinking so you can respond or take action accordingly. When you craft your questions perfectly, you will dramatically improve your communication and social skills.

Don't forget to ask questions to demonstrate you are connected to customers and employees as human beings, too—"How's your family?", "How's your golf game these days?" or "Did you enjoy your vacation?"

You will benefit ten-fold from perfecting the art of asking questions: It will help you in business and in your personal life as well. Think about how might significantly increase the odds in your favor if you ask questions such as, "How was your day today?", "How did you do in school today, son?", "How would you like to watch the game with me tonight?", "Is there anything I can do for you?", or even "How are you feeling today Mom?" Makes sense, doesn't it?

Remember, eighty-five percent of your overall success in LIFE is in direct proportion to your ability to communicate. Life is for the asking so ask away.

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©Copyright, 2015, Christine Corelli & Associates, Inc. - Christine Corelli is an international conference speaker, business columnist, consultant, and author of six business books including the best selling Wake Up and Smell the Competition and Capture Your Competitors’ Customers and KEEP Them. She has worked with numerous companies in the woodworking and related industries. To learn more visit www.christinespeaks.com, or call 847 477 7376

 

 

 

 

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NFPA 652: What the Woodworking Industry Needs to Know

by Brad Carr 14. May 2016 06:24

 

NFPA 652: What the Woodworking Industry Needs to Know

By Brad Carr

President, SonicAire

In all situations, it is always dangerous if you don’t know what you don’t know.  This is especially true of combustible dust.  In this case, ignorance is not bliss.  It’s expensive, and more importantly, deadly. 

The risks from fugitive combustible dust continue to remain high for the woodworking industry.  Fugitive dust accumulates, forming a combustible cloud that results in explosions that destroy facilities and/or injure or kill employees.  Fines from combustible sawdust buildup are also increasing as standards become more stringent. In April 2016, the Canadian paper Prince George Citizen reported that WorkSafeBC fined Brink Forest Products, Ltd over $137, 000 for hazardous levels of sawdust accumulation. Two other wood products manufacturers incurred large fines in March for similar safety concerns. C&C Wood Products located in British Columbia was fined $68,121, and Conifex sawmill also located in BC was fined $75,000 for sawdust buildup.

These are just a few examples of high penalties, resulting from a lack of knowledge or lack of compliance – or both.  However, it’s hard to remain compliant with changing and confusing standards.

The National Fire Protection Association (NFPA) recently published a new standard on combustible dust - NFPA 652. The purpose was to clarify requirements; instead, in many sectors, it has caused more confusion than clarification. 

Woodworking industry professionals need the knowledge that best protects their businesses and employees from dangerous explosions and high fines for non-compliance. Below are highlighted the issues that matter within the NFPA 652 so those in the woodworking industry can take informed action.

What is the NFPA 652?

 NFPA 652 defines its scope as the following:

“This standard shall provide the basic principles of and requirements for identifying and managing the fire and explosion hazards of combustible dust and particulate solids.” 

In essence, it sets the standards that are fundamental requirements for all industries with combustible dust hazards.  NFPA 654 was once considered the umbrella standard, but its focus emphasizes the chemical processing industry. (NFPA 654 contains additional requirements that go beyond those in NFPA 652.) The new NFPA 652 sets a baseline for all other industries.  Together, these standards (general and industry-specific) provide a comprehensive framework for managing combustible dust hazards. 

During the development of NFPA 652, (Exponent, 8.11.15) there was debate over how to interact with existing commodity-specific combustible dust standards, when those standards contain differing requirements.  To accommodate those differences, NFPA 652 contains a conflict section on which standards take precedence when there is a discrepancy in requirements. 

What’s new in the NFPA 652?

Here are some of the changes in NFPA 652:

•     You cannot just look at the standards in NFPA 652 alone.  Instead, you have to consider both the new 652 standard and NFPA 654.

·         All companies that generate, process, handle or store combustible dusts or particulate solids need to have a dust hazard analysis (DHA) for their operations.  This is applied retroactively. 

•     A DHA is permitted to be phased in no later than three years from the effective date of the standard.

·         Each plant must have its own threshold level of allowable dust accumulations, set by owner or management.  From there, housekeeping methods will be developed, with appropriate documentation.

·         A management of change (MOC) plan is now required for certain changes made in any facility.

·         Operating equipment within an explosion hazard location must be isolated.

·         All buildings or areas with a dust deflagration hazard needs to be protected by either performance-based or prescriptive methods.

·         Overhead fans to limit dust accumulation have been identified specifically as a housekeeping solution

What now?

Now that you are better informed about the NFPA 652, you’re probably asking yourself how to move forward with your new knowledge.

What’s the smartest action that woodworking professionals should take in light of the changes to NFPA 652? Clearly, the safest solution that makes most business sense must be implemented.  And to do that, we need to know what is available, and evaluate the strengths and weaknesses of each option.  Stay tuned for my next post as I discuss the merits of an engineered vs. managed approach to dealing with combustible sawdust. 

Evironmental Effects of Moisture on Wood Flooring

by anitahoward 13. May 2016 14:40

If there is one topic that seems to capture the attention of wood flooring professionals everywhere, it is moisture.  Too much and wood floors can cup or even buckle.  Too little and wood floors can gap or even split.  The key to optimum long-term performance is to maintain moisture in just the right balance, which involves a variety of steps before, during and after the installation takes place.

 

Wood is a hygroscopic material, which means that it gains or loses moisture in response to its environment.  In wet, humid conditions, wood will gain moisture and expand.  In dry, non-humid conditions, wood will lose moisture and shrink.  This is a natural reaction of wood and is completely normal.  The problem occurs when there is too much moisture, or too little.

 

Before wood floors arrive at the jobsite, all wet trades should be completed.  This includes foundations, drywall, paint, masonry work, and any other construction or remodeling activity that will introduce moisture to the environment.  Once these tasks are completed, and the HVAC is installed and running, the wood should be delivered to the job site and allowed to acclimate to the environment.  This can take several days depending on the species and type of wood being used, as well as the geographic location of the job site.

 

During installation, both the wood and the subfloor should be tested for moisture content.  Installation should not begin until moisture readings are within the ranges acceptable for the area.

 

After installation, most moisture issues can be avoided by maintaining a stable living environment.  This generally is accomplished by maintaining the temperature of the structure between 60 - 80 degrees Fahrenheit, and the humidity of the structure between 30 - 50%.

 

Proper maintenance can be an issue as well.  Water and steam mops should be avoided since both can introduce more moisture to the flooring.  Over time, this can dull the finish, and even damage the wood.

 

Sometimes, despite all these precautions, moisture still can wreak havoc on a wood floor.  Faulty dishwashers, overflowing sinks, leaky pipes, malfunctioning ice makers, careless homeowners – all these problems can introduce moisture to wood floors, causing significant damage if ignored and untreated.  Once this happens, the moisture source must be found and eliminated.

 

Moisture and other environmental issues related to wood floors will be presented at the IWF Wood Flooring Symposium on Tuesday, August 23 from 8am – noon by the National Wood Flooring Association’s VP of Education & Certification, Brett Miller.  The NWFA also provides a number of workshops in addition to detailed guidelines about moisture issues relating to wood floors.  For more information, contact the NWFA at 800.422.4556 (USA and Canada), 636.519.9663 (international), or at www.nwfa.org.

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Managing is Leading: Find and Develop Your Personal Leadership Style

by norbslow2 10. May 2016 15:26

Managing is Leading: Find and Develop Your Personal Leadership Style

By Norb Slowikowski

The highest functioning form of management is leadership.  But there is an inefficiency in today’s market – not enough people know how to manage and lead. Too many managers look at only the bottom line, rather than the correct process you need to successfully get to that bottom line.  Utilizing the right process in a forward-thinking way is true leadership. That’s what really separates the “great” from the merely “good.”

Technical skills are knowledge. You can learn that in a step-by-step format.  But teaching people how to lead, communicate and be accountable is much more difficult.  It’s a different mindset that says, invest in your people and ensure that they succeed.  Then, if they don’t succeed, step in to provide accountability. In order to do that, we need to expend the same amount of time on the management side as we do the technical side.  Then we can develop spectators into truly effective managers.

So, are you ready to take the next step and become an effective leader? If the answer is “Yes,” then Managing is Leading is the perfect program for you. In this seminar, participants will explore leadership roles such as strategist, change agent, coach, manager, communicator and team member. We will also discuss how to develop your own unique leadership style for maximum impact in your field.

It’s time to stop being a witness and start taking action.  Learn how to reinforce your leadership skills to find a new, value-added approach to being productive. With this in mind, there are five key elements of leadership that need to be emphasized if you are to be highly productive, effective and efficient. Let’s make our way through those elements.

 

   1.     Communicate and Clarify Expectations

          The supervisor and employee should reach mutual agreement in five basic areas:

  •  The work to be done.  Explain the quality standards and set a deadline for each task.
  • How the job fits into the total picture and why it is important.
  • Define the performance factors, i.e., quality, quantity, job budgets, safety and material and equipment control and customer relations.
  • How and when performance will be measured.  It may be through quantitative measures or a series of statements describing satisfactory performance.
  •  How performance will be rewarded, e.g., a pay for performance system.

 

    2.     Let Employees Know Where They Stand

Accentuate the positive.  Give your employees positive reinforcement when they do something well.  Make sure the feedback is specific, timely and relevant while focusing on results accomplished.  This type of feedback, like other leadership techniques, is another way of creating ownership for one’s job.  Remember, when you reinforce positive behavior, it tends to repeat itself.

    3.     Establish a Sound Communications Network

Effective leadership requires a network of communication that is both company and employee centered.  An approach to communication that goes beyond basic job information can accomplish several things.  It promotes a sense of identification, a feeling of being a key member of the team.  This in turn fosters the interest, commitment and closeness which are so important to harmony and cooperation.  A sound communication system breeds involvement and decreases the likelihood of an employee stating, “I just do my job.  That’s what I’m paid for.”  When people feel valued, they tend to be more productive and will enjoy coming to work everyday.

Look out for Part Two of this blog series, in which we will cover:

·       How to Establish a Positive Work Climate

·       Delegating Effectively

·       Specific Leadership Styles

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Industry 4.0 - The Future of Manufacturing

by editor 9. May 2016 09:25

Industry 4.0 - The Future of Manufacturing

By: Urs Buehlmann, VT; Mathias Schmitt, White Rock LLC; Omar Espinoza, University of Minnesota; and David Maurer, Stiles Machinery

You may have heard the term Industry 4.0 in conversations or on TV.  However, most industry participants do not have a good understanding on what Industry 4.0 means and how it will shape our industry.  Some do not think the term means anything but suppliers and consultants trying to sell the "next big thing," others simply cannot imagine how it will change their business.  Others yet, see in Industry 4.0 the next industrial revolution and try to figure out how they can take advantage of the opportunities…

At this workshop, we will explain Industry 4.0, its origins, its promises, and its challenges.  In fact, we see Industry 4.0 as the sum of four disruptions: the astonishing rise in data volumes, computational power, and connectivity, especially new low-power wide-area networks; the emergence of analytics and business-intelligence capabilities; new forms of human-machine interaction such as touch interfaces and augmented-reality systems; and improvements in transferring digital instructions to the physical world, such as advanced robotics and 3-D printing.  All those trends individually do not make a revolution (the 4th in manufacturing, after the lean revolution in the 1970s, the outsourcing in the 1990s, and the automation since 2000), but their combined effect on how we do things can correctly be called a "revolution."  We will give you the background and show you examples how industry 4.0 is changing things in our industry and how you can take advantage of this new way of doing things.

Learn more about this subject by attending the "Industry 4.0 - The Future of Manufacturing" session at the IWF 2016 Education Conference.

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Rx FOR MACHINING WOOD: PRACTICAL TIPS AND TROUBLESHOOTING DEFECTS

by editor 9. May 2016 09:18

Rx FOR MACHINING WOOD: PRACTICAL TIPS AND TROUBLESHOOTING DEFECTS

By: Eugene Wengert, President: The Wood Doctor's Rx, LLC

Quality loss due to machining issues can be very expensive.  If the piece must be discarded, this is expensive because the wood piece has a great deal of processing time and effort (translated as money) into it prior to the development of a defect.  If the defective piece is repairable, the time and effort of making the repair is expensive.  Some machining defects are due to poor drying (including incorrect MC).  Some defects are due to characteristics or properties of the wood itself (such as tension wood or grain angle).  Some defects are due to machine issues (feed speed, knife angels, etc.).  The basics of wood machining are discussed so that the attendee can easily zero in on the basic causes of the defects.

Come here more about this subject at the "Rx for Machining Wood: Practical Tips and Troubleshooting Defects" session at IWF 2016.

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