trffis@

NORn|EAST lrcn Horse Park

GEORGE MCOUTSTEN CO.

North Blllerica, M4 01862

(617) 663-343s

MID.STATE LUMSER CO.

2OO Indusrial hrkway Branchbug, NJ 08876 {zot)72549oo

SOUTHEAST

FURMAN LUMBER CO. 8191 Annapolis Junction Rd. Annapolis Junctton, MD 2O7Ol (3o0792-2234

EARL RAIFORD LUMBER CO. PO. Box 5498

Asheville, NC 28813 (7O4) 253-s67

EPPERSON LUMBER SALES. INC, PO. Box 1559 Statewille. NC 28677 (7041 8734321

I.&L LUMBER CO. PO. Box 3267 Huntsville, AL 35810 (zos) s33-922O

I.&L LUMBER CO. 2613 Chimnery Drive Marietta, GA 30062

WOODFORD PLYWOOD PO. Box l73l

Albany, cA 31703 (912) 8834900

Branches in Atabama, Geargia & Florida

I,.AKE STAIES EMPIRE WHOTESALE P.O. Box 249 Akrcn, OH 443@ (2t6r 4344v5

ITORf,}TWEST CANION LUMBER CO PO. Box 9328

Minneapolis, MN 55440:9328 (612) 42s-t400

MID WEST CEDAR WEST CORP, P.O.Box5224 Denver, CO 80217 (3O3') 294-@77

WEST

ALI.COAST FORFST PRODUCTS. INC PO. Box M Chino, CA 91708 (7t4) 627Assl

IMPERIAL WHOLESIILE PO. Box 25605 salt Lake ctY, uT 85125 (8Ol) e72-s6s6

HT'MPHREV LUMBER CO. PO. Box 99943

Tacoma, WA 9849S (206) s84€263

HEDLTJND LUMBER & MACHINE SAINING PO. Box 6OO38

Sacrammto, CA 95860 (916) 331€6ll

When I make a sale, it doesnt end when I hang up the phone. I know the customer must be satisfied wittr the product and servicehe rcceived when it comes time to pay the bill. It's his callback business I want. And I'11 eam that customer's loyalty and trust by making sure all his orders are handled ri$ht al every point alon$ the way.

Our company understands lhe diftercnce between making a sale and eaming a customer.

Corporate Office, Stockton, Califomia 2Og/957 -6360

Accidents Cost Money

On-the job injuries are taking huge chunks out ofcompany profit margins and eroding corporate efficiency. When a worker is injured on the job the consequences to the injured worker and company can be staggering.

Although insurance may compensate direct losses due to injuries, indirect losses can cost companies one to ten times more than the direct cost of an injury. These indirect costs include lost wages paid to an injured worker, time spent by workers discussing an accident and the drop in employee moral which may result in poor performance.

The bottom line is that it is good business to prevent work-related injuries. A safe workplace results in smoother workflow, increased productivity and higher profit margins.

Employers who merely give lip service to the issue of worker safety accomplish very little. The only way to ensure success of a safety program is to elicit the support of management and educate employees on the benefits of the program.

When developing a worker safety plan, it is important to remember that accidents don't occur spon-

Reman ufactu ring Eq u ipment : Finger Jointers Resaws Chop Saws Material Handling Equipment

NowThere's a Better Choice. Western Pneumatics, Ine.

You know Western Pneumatics, Inc. by the reputation weVe developed as a leading supplier to the forest products industry. We've done it by building and installing quality components and systems on time and on budget with follow-up service that has ensured customer satisfaction.

Remanufacturing Machinery Built for Production

Now think of Westem Pneumatics, Inc. and think of remanufacturing equipment. We now offer a complete machinery line constructed by Western Machinery Group. Mth our engineering expertise and manufacturing capabilities we can handle allyour needs from individual components to complete turnkey systems. And, we do it with the same dedication to quality products and service you've come to expect from Western Pneumatics, Inc.

See forYourself

Our remanufacturing equipment is more than a concept. We're ready to show you a full line that includes finger jointers, chop saws, resaws, and material handling equipment at the 1987 Forest Industries Clinic and Machinery Show, Portland, Oregon, March 4 through 6. See you there.

Western Pneumatics, Inc. Machinery Group

"The fust choice for remanufacturing equipment."

110 North Seneca/P.O. Box 21350 Eugene, Oregon 97402 503461-2600 taneously; they are caused by a number of work-related conditions. The underlying causes of work-related accidents can usually be attributed to one or more of the following problems: o lack of management support and control for organization and planning, training and education; o unsafe conditions caused by poor and defective equipment, overworked employees, and exposure to unnecessary hazardsl o poor environmental conditions, such as noise, vibration and extreme temperatures;

. improper supervision, resulting in unsafe acts by employees and workers who do not follow directions.

While most companies have safety guidelines in place, many are outdated or not adhered to. Guidelines should be reviewed. revised and updated on a regular basis.

No guidelines or poor guidelines result in accidents. Accidents impact productivity and, ultimately, result in bottom line losses to profit margins.

In a review of company guidelines, accidents or near accidents which have occured recently should be taken into account. Proper investigation of an accident should include recommendations for prevention.

Help in establishing guidelines for safety is widely available. For example, Fireman's Fund Insurance Companies have developed two supervisory safety training programs. Your Blueprint for Safety and Safety Just Doesn't Happen are sound/slide programs which ide'ntify and encourage discussion of major issues such as the value ofloss control; human relations; safety education; hazard analysis and recognition and accident investigation.

The Weak Links In Redwood Promotion

(Continued from Page l0) such as deck plans, idea booklets and technical information on grades and wood finishes helps us all make a profit by capturing the imagination of end users and telling them how to use the product. The CRA needs the help of the lumber merchants in distributing these booklets.

Every week the CRA sends out hundreds of booklets and data sheets on topics such as deck construction, siding application and redwood grades in answer to requests from those reading CRA literature and publicity. However, it would be more logical for end users to get this information from the same place they get their redwood-the retailer.

Literature is only one example. Other promotional, marketing and training tools need the support of the entire distribution chain. Following the chain theory, the wholesaler would purchase promotional materials from CRA member mills, distribute them to its retailer customers who will give the material to the end users, thus establishing their stores as redwood sales headquarters. This way, we all benefit from greater sales.

The basic philosophy behind the California Redwood Association's promotion effort is "The more potential customers know about redwood, the more likely they are to choose redwood." As anYone who has been selling redwood knows, redwood performance sells itself again and again. Redwood customers are return customers.

Tests Ald Hlrlng Selectlon

Hiring or promoting the right people at the higher levels of an organization can have far reaching bottom line implications.

The London House STEP Program developed and validated at the University of Chicago has been revised and streamlined into several versions which meet specific testing objectives. All are designed to be administered by the ProsPective employer at his place of business.

One of the tests is for use when selecting from a large number of ap- plicants for positions such as entry level sales staff. Another is useful for selecting, promoting and/or training employees. It is recommended when the present level ofa candidate'sjob skills and succession planning are considerations. A third test, which can be used for selection and/or promotion, training and career counseling, is recommended when aPPlicants are being considered for key high level positions or for managerial development.

All tests can be taken in relatively short times, ranging from two to four hours. Each test provides potential for successful performance scores as well as scores on at least 15 predictive performance dimensions. Job skill assessment and profiles covering up to 50 measures also are Provided for.

All the tests comply with federal and state guidelines for emPloYee selection procedures.

Scoring and analysis of the results, including a computerized report for each person tested, is done at a testing center and returned to the firm administering the test along with a guide for interpreting the results.