Technology key to tre

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THE mule power of the I' 1930s to the computer power of the 1990s, family-owned and operated Southeast Wood has evolved from a small field sawmill operation during the Great Depression into one of the nation's largest privately-held wood treating companies.

Currently operating five CCA treating plants and one remanufacturing plant, Southeast Wood recently completed its first five-year capital improvement plan. The plan was developed to allow entry into new markets, and to provide state-of-theart facilities from both production and environmental standpoints.

Story at a Glance

New markets, technology help family-owned firm grow from single sawmill into one of the nation's largest treaters.

From its original plants in Jasper and Louisville. Al.. Southeast Wood moved into the Florida market in 1990 with the acquisition of a facility in Rockledge. The company entered the Midwest in 1995, with plants in Richmond, In., and Rochelle, Il. The old planer mill site in Louisville was redeveloped into a remanufacturing facility, producing a full line of deck components, fencing material and fence panels.

The Jasper, Rockledge and Richmond plants have been upgraded to include a lumber transfer deck and elevated containment system. The new design eliminates the need for drip pads and greatly reduces the possibility of any incidental breach of the containment system. The transfer deck reduces cylinder change-out time to three minutes. The computercontrolled treating process utilizes high capacity pumps and lines to treat 20,000 bd. ft. every 45 minutes.

Total annual capacity of the company now exceeds 500 million bd. ft.

Sales are centralized in the company's new corporate offices in Montgomery, Al. Sharing the same office is Southeast Wood Trucking, which handles deliveries for Southeast Wood Treating with its fleet of 40 semi-tractors. The trucks are linked with Qualcomm two-way satellite communication to allow direct control by dispatchers.

As with any good business, responsiveness to customer needs is vital to sustained growth. In 1996, for example, Southeast was instrumental in devising an expanded #2 prime grade to address the problem consumers were having with #2 grade wane allowances.

"It was becoming increasingly obvious that the current grade rules did not meet the expectations of the di-y shopper," recalls Guice Slawson, president and ceo. "So we brought the mill people, inspection agency people and customers to our Plant, went through the lumber, and came up with some recommended grading changes on the spot. Everyone was there, and everyone felt like their interests were represented. We left with a commitment from all parties, and in one day we accomplished what would have taken months on the phone or through the mail."