Wood Industry Fall 2026

THE BUSINESS SIDE OF WOODWORKING

VOLUME 22 ISSUE 3 | FALL 2026

Chambois and Milmonde

Building Capacity Through Culture

THE VALUE

BEHIND THE BID

GREYSTOKES MILLWORK:

PM 40063056

STAYING CLOSE TO THE WORK

Plus THE MOST EXPENSIVE PROBLEM IN YOUR SHOP IS THE ONE YOU NO LONGER SEE

contents feature story 28

CHAMBOIS AND MILMONDE Jean-Stéphane Bourque is building capacity at two Quebec manufacturers through investment, automation, delegated leadership and a management culture designed to support growth.

in this issue 20

GREYSTOKES Greystokes combines sophisticated machinery with hands-on measurement, skilled cabinetmaking and longstanding trade relationships to deliver complex whole-home millwork from its Vernon, B.C., shop.

26

THE MOST EXPENSIVE PROBLEM Sarah Woolverton examines how routine interruptions, workarounds and other accepted inefficiencies quietly consume capacity, and how manufacturers can identify the operational friction hiding in plain sight.

32

THE VALUE BEHIND THE BID AWMAC argues that manufacturers contribute critical constructability knowledge before production begins, helping design teams catch problems earlier, improve decisions and reduce avoidable project friction.

42

THE BRIDGE BETWEEN TWO MOUNTAINS Freya Hannah uses a fractured client relationship to examine the salesperson’s role as a bridge between supplier and customer, and why protecting trust matters more than owning the outcome.

front to back 4

FROM THE EDITOR

34 SUSTAINABILITY

6

FILINGS

36 CKCA

12 Q2 HOUSING REPORT

37 WTD

20 SHOP PROFILE

42 SALES

26 TECH AND STRATEGY

44 PRODUCTS FALL 2026

28 FEATURE HIGHLIGHT

46 STATS AND FACTS

32 AWMAC

FROM THE EDITOR

LOOKING INWARD, OUTWARD AND AHEAD Hello Industry Partners, Uncertainty has become difficult to separate from doing business. Trade policy can shift faster than a production plan, costs remain under pressure, and manufacturers are making long-term decisions while important variables remain outside their control. That makes it necessary to look in two directions at once: inward, at the systems and capacity we can control, and outward, toward the people and organizations that help us understand what we cannot.

Our profile of Greystokes Cabinetry and Millwork shows owner Lee Welch maintaining that balance through automation, skilled cabinetmaking, hands-on measurement and close trade relationships. Sarah Woolverton of WEB-CAB takes the internal view further in The Most Expensive Problem in Your Shop Is the One You No Longer See, examining the interruptions and workarounds that quietly consume capacity. In our feature on Chambois and Milmonde, I look at how Jean-Stéphane Bourque has expanded capacity through automation, delegation and a management culture designed to put decisions closer to the work.

The need to look outward is equally important. In Uncertainty – The New Norm?, CKCA Executive Director Sandra Wood examines the tariff and import pressures facing Canadian cabinet manufacturers. Kasia Robinson of AWMAC, in The Value Behind the Bid, argues that manufacturers bring practical constructability knowledge to projects long before production begins. Both point to the value of shared information, common standards and collective industry knowledge.

If you are not already involved with an association such as CKCA, AWMAC or the Wood Manufacturing Cluster of Ontario, this is a critical time to consider it. These organizations give manufacturers a place to compare experiences with people facing similar pressures, stay informed as trade conditions change, and discuss problems with peers who understand them firsthand. They also collect industry concerns and bring them directly to government in a way that individual shops often cannot.

That same value of connection carries into Woodworking Technology Days, where CWMDA President Ryan Akhurst emphasizes the opportunity to compare technologies, speak with specialists and consider practical responses to labour, cost and productivity pressures.

Eric Johnson of ThermalWood Canada takes us in another direction with Turning Sawdust into Gold, following Roksana Saleh’s work to turn thermally treated sawdust into a commercial growing medium. Freya Hannah of Cieblink closes the issue’s larger theme in The Bridge Between Two Mountains, examining the salesperson’s role between supplier and customer and the importance of protecting trust when outcomes cannot be controlled.

Across these stories, the lesson is not that uncertainty can be eliminated. It is that manufacturers can become better prepared for it by strengthening their operations, relationships and voice within the industry.

Thank you for reading, and for continuing to be part of that conversation.

Tyler Holt

PUBLISHER Jake Blanchard jakeb@mediaedge.ca EDITOR Tyler Holt tylerh@mediaedge.ca PRESIDENT Kevin Brown kevinb@mediaedge.ca

PRODUCTION MANAGER Ines Louis SENIOR GRAPHIC DESIGNER Roxy Huynh-Guinane GRAPHIC DESIGNER Amanda Spearman CIRCULATION circulation@mediaedge.ca

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FILINGS CKCA Calls for Action on Cabinet Imports and Tariff Risk before Senate The Canadian Kitchen Cabinet Association is urging Ottawa to respond to rising cabinet imports and growing U.S. trade pressure. Speaking before a Senate committee, CKCA Executive Director Sandra Wood said cabinet imports into Canada have climbed roughly 20% annually since 2019, while Canadian manufacturers face a 25% U.S. tariff scheduled to rise to 50% in 2027. CKCA is calling for stronger support for Canadian-made products, more responsive trade remedies and recognition of cabinet manufacturing as a strategic value-added sector supporting more than 25,000 jobs and $4.7 billion in annual economic activity.

Brayden DeWitt Named WMCO Membership Manager Brayden DeWitt has been appointed membership manager at the Wood Manufacturing Cluster of Ontario, with a focus on strengthening relationships with manufacturers and growing the organization’s membership. DeWitt will visit companies across Ontario to better understand their operations and business challenges while supporting member recruitment, retention, training and awareness of funding opportunities. His responsibilities also include plant tours, events, communications and connecting manufacturers with suppliers, partners and other industry resources. WMCO says the expanded role is intended to provide members with more regular outreach, stronger follow-up and information tailored to their individual needs.

AWMAC Honours Industry Leaders and Project Excellence The Architectural Woodwork Manufacturers Association of Canada recognized several individuals and companies during its 2026 National Convention. Rick Mostert received the President’s Award, Stanley “Rob” Gustafson was named a Life Member and Nick Anastas received the Outstanding Service Award. Beckville Woodcraft earned the GIS Excellence in Execution Award, while Wolski Design Group received the Esther Hill GIS Award. The National GIS Project Award of Excellence went to the Basin Glacial Waters project team, including Executive Millwork, EllisDon Construction Services and MTA Urban Design Architecture Interior Design, recognizing collaboration, craftsmanship and adherence to architectural woodwork standards.

WMC Initiative to Train 96 Young Canadians for Wood Manufacturing Careers The Wood Manufacturing Council has launched a national employment initiative that will provide 96 Canadians aged 18 to 30 with paid training and work placements in wood manufacturing. Running through March 2028, the federally funded program will deliver eight cohorts across Alberta, British Columbia, Manitoba, Ontario and New Brunswick. Participants will complete eight weeks of paid skills training followed by a seven-week work placement. WMC will reimburse participating employers for up to 30 hours per week at provincial minimum wage. The program is designed to create employment pathways for youth facing barriers while helping manufacturers build a pipeline of jobready workers.

Canadian Wood Council Names New Chair and CEO The Canadian Wood Council has named Philippe Clune as Board Chair and Derek Nighbor as President and CEO following leadership changes announced in June. Clune, Vice President of Sales and Marketing at Domtar, succeeds Kevin Pankratz as chair. Nighbor takes over from retiring President and CEO Rick Jeffery while continuing to lead the Forest Products Association of Canada. The appointments come as CWC focuses on expanding wood use in construction, advancing codes and standards, supporting housing innovation and strengthening connections between Canada’s forest sector and wood-building industries. Nighbor assumed the CEO role July 1.

6 | WOOD INDUSTRY FALL 2026

FILINGS

CKCA Elects 2026–2027 Board, Names Luke Elias President The Canadian Kitchen Cabinet Association has named Luke Elias of Muskoka Cabinet Company president for a two-year term following its 2026 Annual Meeting. Members also re-elected Chris Havey of CNC Automation to a second three-year board term and elected Corey Laurysen of Laurysen Kitchens to his first.

Rishelle Tarr of Westwood Fine Cabinetry becomes vice-president, while Craig Atkinson remains treasurer and Amrita Bhogal moves into the past-president role. Elias said his priorities include expanding membership, strengthening CKCA’s government advocacy, increasing member and committee engagement, and positioning the association for longterm strength.

Richelieu and Blum Mark 40-Year Partnership Richelieu and Blum are marking 40 years of partnership serving Canadian cabinetmakers, manufacturers and design professionals. Their collaboration has centred on hardware distribution, technical expertise and product support, with Richelieu developing an extensive Canadian distribution network for Blum products. The companies say the relationship has grown around shared priorities including product quality, reliability and innovation. Through Richelieu’s national reach, customers across Canada have access to Blum hardware as well as technical knowledge and support.

Both companies say they intend to continue supporting Canadian manufacturers as hardware technologies and production requirements evolve.

NAAWS 5.0 Released for Architectural Woodwork Industry The North American Architectural Woodwork Standards 5.0 was officially launched at AWMAC’s 2026 National Convention in Québec City. The updated standard provides guidance for manufacturers, specifiers, designers and other project stakeholders on architectural woodwork quality, performance and compliance. NAAWS serves as a common technical reference across North America, helping establish consistent expectations for the fabrication, finishing and installation of architectural woodwork. Version 5.0 represents the latest update to those requirements and was introduced as a major technical development for the sector.

Woodworking Technology Days Returns Oct. 20–23 The Canadian Woodworking Machinery Distributors Association will hold the seventh edition of Woodworking Technology Days from Oct. 20–23, with nine member showrooms participating in Mississauga, Brampton, Vaughan and Cambridge. The event has expanded its combined showroom and demonstration space by 30% and will feature machinery, tooling, adhesives and software from participating suppliers. Partners include Leitz, FS Tool, Leuco, Royce AYR, Jowat, Kleiberit and Planit, with Innergy and Mozaik newly represented among the software offerings.

WTD is designed to give woodworking manufacturers direct access to equipment demonstrations and technical specialists in a showroom-based format.

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FILINGS Hexagon Acquires Planit Canada Hexagon’s Production Software Division has acquired Planit Canada, expanding its direct presence in Canada’s woodworking software market. Planit Canada, founded in 2008, is Canada’s exclusive Cabinet Vision distributor and provides software, training, support and maintenance to wood manufacturers nationwide. The company will be fully integrated into Hexagon’s Production Software Division, with its team continuing to support Canadian customers. The acquisition also creates opportunities to expand access to Hexagon products including Alphacam and other production software. Hexagon said the move will strengthen local technical support, customer relationships and its Wood, Stone and Composites business in Canada.

WEINIG Canada Appoints Don Goudreau as Director of Sales WEINIG Canada has appointed Don Goudreau as Director of Sales, bringing more than a decade of experience in the woodworking and manufacturing industry. In the role, Goudreau will lead sales strategy and business development while supporting customer relationships across the Canadian market.

His background includes sales leadership, customer relationship management and industry experience. WEINIG Canada said the appointment strengthens its leadership team as the company continues to expand its Canadian operations and provide machinery, technology, service and support to woodworking manufacturers nationwide.

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Upper Canada Forest Products Marks 40 Years Upper Canada Forest Products is marking its 40th anniversary with an updated brand identity and new logo. Founded by Warren Spitz in 1986 with one truck, a 10,000-square-foot warehouse and three employees, the company has since expanded across Canada as a distributor of hardwood, panel products and decorative surfaces. Its growth has included new locations in British Columbia and Alberta, FSC Chain of Custody certification and the 2021 acquisition of Pioneer Distributors.

UCFP says the refreshed identity represents an evolution of the brand while maintaining its focus on customer service, long-term partnerships and product expertise.

FILINGS

Black Bros. Names Jeff Simonton President and CEO Black Bros. Co. will appoint Jeff Simonton President and CEO effective Sept. 1 as part of a leadership transition at the familyowned manufacturer of roll coating and laminating equipment.

Simonton joined the company in 1999 and has served in senior positions including CFO, COO and President. Longtime CEO Matthew B. Carroll will step down after more than 30 years in the role while remaining Chairman of the Board. Black Bros. has also promoted Evan Carroll to Executive Vice President, while CFO Megan Kneebone will take on additional responsibilities as Chief Human Relations Officer.

Biesse Acquires Orchestra to Expand Digital Manufacturing Capabilities Biesse has acquired Orchestra Srl, an Italian software company specializing in connected manufacturing, production monitoring and workflow optimization. Orchestra’s technology connects machinery from multiple manufacturers, collects real-time production data and helps coordinate workflows across industrial operations. The acquisition strengthens Biesse’s Manufacturing Execution System capabilities, including production scheduling that can adapt to incoming orders, available machinery and resources. Biesse says the combined platform will give manufacturers greater visibility into equipment utilization, bottlenecks and production performance while supporting more efficient and responsive factory management.

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Aeon Cabinetry Breaks Ground on $20M London Plant Aeon Cabinetry has begun construction on a $20-million, 90,000-square-foot manufacturing facility in London, Ont. The plant, located on approximately six acres in Innovation Park, is expected to create more than 50 jobs and open within about a year. Founded by Jason Zang, Aeon currently assembles cabinets using imported components and primarily supplies cabinet dealers across Canada. The new facility will allow the company to expand into standalone manufacturing in London, increasing its domestic production capacity and supporting further growth in the Canadian market.

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Q2 HOUSING REPORT

HOUSING REPORT Q2 2026 Starts Flag as Renos Rise : : By Tyler Holt, Editor of Wood Industry

12 | WOOD INDUSTRY FALL 2026

Q2 HOUSING REPORT

Quarterly Starts month by month Q2 2025 vs Q2 2026

NATIONAL OVERVIEW

Canada’s residential construction market weakened through the second quarter of 2026, but the decline in housing starts was accompanied by a substantial increase in renovation investment.

Actual housing starts in centres with populations above 10,000 declined from 69,109 units in Q2 2025 to 64,703 in Q2 2026, a decrease of 6.4%.

• April: 21,938 → 21,805 (-1%) • May: 23,879 → 22,633 (-5%) • June: 23,292 → 20,265 (-13%) The monthly progression is significant. The quarter began close to year-earlier levels, with April down less than 1%. The gap widened in May before becoming considerably more pronounced in June. Most of the national deterioration therefore occurred during the latter part of the quarter rather than through a consistent decline across all three months.

Provincial results were considerably more varied than the national decrease suggests. British Columbia, Alberta and Quebec all recorded double-digit declines, while Ontario finished slightly above Q2 2025. Manitoba and Saskatchewan posted increases of more than 40%. Atlantic Canada was also divided, with Nova Scotia and New Brunswick moving lower while Prince Edward Island and Newfoundland and Labrador increased.

At the same time, residential construction investment shifted strongly toward renovation.

Across single and multiple-dwelling construction, renovation investment increased from ap-

proximately $19.52 billion in Q2 2025 to $23.28 billion in Q2 2026, a gain of roughly 19%. Investment in new construction moved slightly lower, declining about 1.5% from $22.49 billion to $22.16 billion.

The difference was considerably greater in single-dwelling construction.

New single-dwelling investment fell 8.6%, from $6.71 billion to $6.13 billion. Renovation investment in single dwellings increased 23.4%, from $12.32 billion to $15.20 billion.

Renovation spending on single dwellings was therefore close to two-and-a-half times the amount invested in new construction.

Multiple-dwelling construction maintained a different balance. New-construction investment increased 1.5%, from $15.78 billion to $16.02 billion, while renovation investment rose 12.3% to $8.08 billion. Despite the stronger percentage growth in renovation, new construction continued to account for substantially more investment in the multi-unit segment.

The two sets of figures show a residential market with weaker new-unit starts nationally but considerably more money being directed toward renovation, particularly in single dwellings. The provincial results show that neither trend was uniform across the country.

PROVINCIAL BREAKDOWN BRITISH COLUMBIA

British Columbia recorded a substantial de-

crease in housing starts.

• British Columbia: 13,707 → 11,106 (-19%) • Vancouver: 7,937 → 5,815 (-27%) • Victoria: 1,727 → 1,180 (-32%) • Kelowna: 1,273 → 584 (-54%) • Abbotsford-Mission: 590 → 700 (+19%) • Chilliwack: 175 → 420 (+140%) • Nanaimo: 103 → 375 (+264%) • Kamloops: 41 → 526 (+1,183%) The provincial decline was concentrated in Vancouver, Victoria and Kelowna. Vancouver alone recorded 2,122 fewer starts than a year earlier, while Victoria declined by 547 units and Kelowna by 689.

Several smaller markets moved strongly in the opposite direction. Kamloops increased from only 41 starts to 526, while Nanaimo and Chilliwack also posted large percentage gains. Those increases were not enough to overcome the losses in the province’s larger declining markets.

British Columbia’s investment figures were considerably stronger than its starts figures.

New-construction investment increased about 2% to $4.72 billion, while renovation spending rose approximately 23% to $3.07 billion.

ALBERTA

Alberta recorded the largest percentage decline among the four largest provincial housing markets.

• Alberta: 16,999 → 12,936 (-24%) • Calgary: 8,441 → 6,346 (-25%) woodindustry.ca | 13

Q2 HOUSING REPORT

• Edmonton: 6,773 → 5,283 (-22%) • Red Deer: 238 → 86 (-64%) • Lethbridge: 179 → 158 (-12%) Both Calgary and Edmonton declined by more than 20%, meaning the provincial decrease was not attributable to a single market.

Red Deer recorded the largest percentage decrease, although its overall unit volume was much smaller.

Investment also moved lower.

New residential construction investment declined approximately 9% to $3.49 billion, while renovation investment fell nearly 50% to approximately $880 million.

Alberta therefore differed from the national pattern. Nationally, declining new-construction investment was accompanied by strong renovation growth. In Alberta, both categories declined.

MANITOBA

Manitoba recorded one of the strongest provincial increases in starts.

• Manitoba: 1,822 → 2,759 (+51%) • Winnipeg: 1,452 → 2,285 (+57%) Winnipeg accounted for most of the provincial increase, adding 833 starts compared with Q2 2025.

The investment data supplied for Manitoba and Saskatchewan are combined rather than reported separately. Across the two provinces, new-construction investment increased approximately 31% to $1.25 billion, while renovation investment rose approximately 74% to $1.98 billion.

14 | WOOD INDUSTRY FALL 2026

Q2 HOUSING REPORT SASKATCHEWAN

Saskatchewan also recorded substantial growth.

• Saskatchewan: 1,592 → 2,302 (+45%) • Regina: 428 → 771 (+80%) • Saskatoon: 1,020 → 1,272 (+25%) Regina recorded the larger percentage increase, while Saskatoon added more than 250 starts.

Together with Manitoba, Saskatchewan was part of one of the strongest regional results in the quarter. Both provincial starts increased substantially, while their combined new-construction and renovation investment also moved higher.

vincial housing starts.

• Quebec: 17,843 → 15,399 (-14%) • Montréal: 7,365 → 8,537 (+16%) • Québec City: 3,321 → 2,490 (-25%) • Trois-Rivières: 531 → 355 (-33%) • Sherbrooke: 557 → 438 (-21%) • Drummondville: 358 → 389 (+9%) • Saguenay: 154 → 286 (+86%) Montréal moved against the provincial trend, adding 1,172 starts compared with Q2 2025. Drummondville and Saguenay also increased.

Those gains were not enough to offset lower activity elsewhere. Québec City recorded 831 fewer starts, while Trois-Rivières and Sherbrooke also declined.

Quebec recorded one of the largest increases in renovation investment. Spending rose from approximately $4.81 billion to $7.79 billion, an increase of roughly 62%.

New-construction investment also moved higher, increasing about 12% to $4.82 billion despite the decrease in the number of housing starts.

ONTARIO

Ontario remained slightly above its year-earlier provincial total, but individual markets moved sharply in both directions.

• Ontario: 17,326 → 17,787 (+3%) • Toronto: 7,503 → 8,336 (+11%) • Kitchener-Cambridge-Waterloo: 372 → 1,208 (+225%) • London: 485 → 1,471 (+203%) • Windsor: 292 → 393 (+35%) • Barrie: 150 → 245 (+63%) • Belleville-Quinte West: 66 → 115 (+74%) • Thunder Bay: 43 → 130 (+202%) • Peterborough: 11 → 20 (+82%) • Brantford: 865 → 295 (-66%) • Kingston: 589 → 244 (-59%) • Hamilton: 405 → 237 (-42%) • Guelph: 41 → 32 (-22%) • Oshawa: 231 → 202 (-13%) • St. Catharines-Niagara: 534 → 534 (0%) Ontario’s 2.7% provincial increase concealed some of the widest CMA variation in the country.

Toronto increased by 833 starts. Kitchener-Cambridge-Waterloo and London recorded particularly large gains, rising by 836 and 986 units, respectively.

Those increases were partly offset by substantial declines elsewhere. Brantford fell by 570 starts, Kingston by 345 and Hamilton by 168. St. Catharines-Niagara was unchanged.

Ontario’s investment figures moved differently from its starts total. New-construction investment declined 11.2%, from $7.56 billion to $6.72 billion. Renovation investment increased 5.9% to $7.98 billion.

Renovation investment therefore exceeded new-construction investment in Ontario during the quarter despite the province recording a small increase in housing starts.

QUEBEC

Quebec recorded a double-digit decline in pro-

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Q2 HOUSING REPORT

NOVA SCOTIA

Nova Scotia recorded a substantial decrease.

• Nova Scotia: 2,716 → 2,001 (-26%) • Halifax: 1,960 → 1,289 (-34%) Halifax accounted for a large share of the provincial decline, recording 671 fewer starts than in Q2 2025.

Investment figures supplied for the Atlantic provinces are available only as a combined region16 | WOOD INDUSTRY FALL 2026

al total. Across Atlantic Canada, new-construction investment declined approximately 10%, while renovation investment fell roughly 19%.

• Fredericton: 344 → 344 (0%) Moncton and Saint John both recorded declines, while Fredericton was unchanged from Q2 2025.

NEW BRUNSWICK

New Brunswick also moved lower.

• New Brunswick: 1,829 → 1,439 (-21%) • Moncton: 765 → 601 (-21%) • Saint John: 150 → 83 (-45%)

PRINCE EDWARD ISLAND

Prince Edward Island moved in the opposite direction from Nova Scotia and New Brunswick.

• Prince Edward Island: 328 → 512 (+56%)

Q2 HOUSING REPORT The increase amounted to 184 additional starts compared with Q2 2025. No separate CMA figure for Prince Edward Island was included in the Q2 housing-start data supplied for this article.

NEWFOUNDLAND AND LABRADOR

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Newfoundland and Labrador also recorded an increase.

• Newfoundland and Labrador: 493 → 547 (+11%) • St. John’s: 306 → 432 (+41%) St. John’s added 126 starts compared with the same quarter in 2025 and moved against the declines recorded in several other Atlantic CMAs.

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A MORE UNEVEN RESIDENTIAL MARKET

The second-quarter figures show two clear national movements.

Housing starts weakened as the quarter progressed, falling 6.4% overall and finishing with a 13% year-over-year decline in June. At the same time, renovation investment increased roughly 19% while new-construction investment slipped about 1.5%.

Neither trend was uniform geographically.

British Columbia, Alberta, Quebec, Nova Scotia and New Brunswick recorded lower starts, while Manitoba, Saskatchewan, Ontario, Prince Edward Island and Newfoundland and Labrador increased. Even within individual provinces, CMA results frequently moved in opposing directions.

Investment showed similar variation. Renovation spending increased strongly in Quebec, British Columbia and the combined Manitoba-Saskatchewan market, but declined sharply in Alberta and Atlantic Canada. Ontario fell on new-construction investment while renovation spending moved higher.

For manufacturers and suppliers serving residential construction, the result is a market in which geography and project type are increasingly important. Nationally, fewer homes entered construction than a year earlier, but spending on existing housing increased substantially. The strongest expression of that shift was in single dwellings, where $15.20 billion in renovation investment compared with $6.13 billion in new construction.

That difference is likely to matter as much as the headline housing-start total when assessing residential demand through the remainder of 2026.

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SHOP PROFILE

Greystokes Cabinetry and Millwork: Staying Close to the Work : : By Joy Doonan, Wood Industry Writer

BUILT AROUND THE WHOLE HOUSE

Lee Welch started building cabinets in his garage in 1989. More than three decades later, Greystokes Millwork operates from Vernon, B.C., but still works in a part of the market where a kitchen is often only the beginning of the job.

The British Columbia company has developed around high-end residential cabinetry and architectural millwork, with projects sometimes extending through 20 or 25 rooms in a single home. Kitchens, vanities, offices, built-ins, fireplace walls and other custom pieces may all move through the same shop.

The company still takes on some commercial work, but residential construction has become its main business. Many customers have historically come from Alberta to build second homes 20 | WOOD INDUSTRY FALL 2026

in the B.C. Interior, particularly around lake and resort communities. Changes affecting second-home ownership, including BC’s additional taxation on certain residential properties, have reduced some of that traffic.

Greystokes has adjusted without trying to push into higher-volume cabinet production. Its work frequently involves curved components, grain matching, unusual veneers, integrated architectural details and one-off pieces that fall somewhere between cabinetry, millwork and furniture.

MEASUREMENT IS STILL A HANDS-ON JOB

Much of the risk in a whole-home millwork package appears long before material reaches a machine.

Owner Lee Welch still handles site measuring himself. That can mean multiple trips during construction, particularly as wall finishes, window trim, stone, electrical locations and other details develop. A backsplash specification that changes by an inch can affect the cabinet position in front of it. Drywall or electrical work may move after an earlier site visit.

The process remains deliberately direct. Cabinets are laid out against the building conditions, dimensions are checked, and the site is revisited as work progresses.

“Contractors aren’t always forthcoming in what they’re putting on a window for trim, or what they’re putting on a backsplash,” Welch says. “I’ve got to make sure I’m asking the right questions.”

SHOP PROFILE

Those long-standing trade relationships extend beyond the shop. Vernon-area builder Makasoff Construction publicly identifies Greystokes as its exclusive cabinetry supplier.

Installation receives similar attention. Greystokes uses long-standing subcontract installers, including contractors who work almost entirely with the company. Welch sees installation as part of fabrication rather than a handoff at the end of it. Poor installation can undermine work that was accurate when it left the shop.

Those relationships also feed new projects back into the business. Two of the company’s main building contractors use Greystokes exclusively, and referrals from contractors and past customers continue to produce more work than conventional advertising.

MACHINERY CHANGED THE BOTTLENECK, NOT THE HEADCOUNT

By the mid-2000s, one of Greystokes’ largest constraints was labour.

Finding experienced shop workers with what

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SHOP PROFILE

and can build a curved hood, fabricate an unusual leg or work through a one-off architectural detail. CNC operation matters, but so does knowing what should happen after the part comes off the machine.

“We have to train anybody who wants to be in the millwork,” he says.

The company has trained enough people that several former employees have gone on to open competing businesses. One later wrote to Greystokes to say that he would not have succeeded on his own without the years he spent there. “I take pride in that,” Welch says.

“Few people understand the finishes, the chemistry behind staining, making sure that the product lasts. We have customers who keep returning to us after 20 years,” Welch adds.

KEEPING THE COMPANY AT A WORKABLE SIZE

“I don’t think I could do my job administering the business if I couldn’t still go back into the shop and see it being done.”

What Welch describes as “old-school talent” was becoming more difficult to find, particularly people capable of handling detailed millwork as well as conventional cabinet construction. The company could pay more for skilled employees and still struggle to keep them.

In 2006, Greystokes installed a Biesse nesting CNC. “I was one of the first people to get a nested base CNC in the interior of BC, and it changed my whole outlook on life,” he says. “It didn’t take any people out of my shop. It just pushed things around to help the bottlenecks.”

The improvement has shaped the company’s use of automation since. The CNC took over repetitive panel processing and improved consistency, but it did not remove the need for cabinet22 | WOOD INDUSTRY FALL 2026

makers who could solve irregular construction problems at the bench.

For a company with fewer employees, Greystokes is a relatively machine-heavy operation.

The shop has continued adding equipment, including an edgebander and drum sanders supplied by Akhurst, along with more specialized machinery.

THE SKILLS MACHINES DO NOT REPLACE

Technology has eased some labour pressure, but it has also clarified what Greystokes still needs from cabinetmakers.

Welch is less concerned with training someone to cut dovetails by hand than with finding people who understand how materials behave

Greystokesnowhassevenemployees,withWelch’s two sons involved in the business. Ryan works as foreman running the shop, while Dustin handles much of the company’s IT and design. Their involvement is also the company’s succession plan.

The transition has not meant removing Lee from production. He still measures projects, moves through the shop and watches pieces being built. His role has gradually shifted from doing every operation himself toward supervising and teaching the people who now do them.

“I don’t think I could do my job administering the business if I couldn’t still go back into the shop and see it being done,” he says.

That connection also helps explain why Greystokes has resisted becoming substantially larger.

Welch acknowledges that greater scale could produce more revenue, but it would also require more administration, more employees and additional overhead. For a company built around one-off custom projects and close supervision, those additions would change how jobs move through the business.

“We’ve done well for ourselves. It’s a good life,” he says. “But to make a lot of money in this business, we would ultimately have to increase overhead and screw up our customer service. So we have been happy to stay the size we are.”

After 37 years, the shop is still balancing modern production equipment with work that cannot be fully standardized. The CNC handles what it should. Experienced people handle what it cannot. And Welch still goes back to the shop floor to make sure the two meet properly.

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TECH AND STRATEGY

THE MOST EXPENSIVE PROBLEM IN YOUR SHOP IS THE ONE YOU NO LONGER SEE : : By Sarah Woolverton, Director at WEB-CAB

“W

e don’t really have any problems.”

I hear some version of that almost every week.

A shop owner gives me a tour and explains that things are running smoothly. Orders are getting out the door. Customers are generally happy. Production is moving.

Then I stand back and watch.

An assembler is looking for a missing part. A production manager gets interrupted with questions about a job. Someone searches through paperwork for special instructions. A customer calls for a status update, setting off a chain of people trying to determine where the job is. A truck returns for parts that should have shipped with the rest of the order.

None of these events looks catastrophic on its own. That is exactly why they are so easy to overlook.

A few minutes are lost here. A little rework happens there. Someone stays late. A rush shipment goes out. An installer waits. Individually, these costs seem minor. Repeated across dozens or hundreds of jobs, they can consume a significant amount of productive capacity and profit.

26 | WOOD INDUSTRY FALL 2026

WHEN INEFFICIENCY BECOMES NORMAL

Most shops do not deliberately design inefficient processes. They accumulate them.

A workaround is created to solve an immediate problem. An employee learns to remember a special step. The production manager becomes the person everyone asks when something is unclear. Missing information gets handled with a phone call or a walk across the shop.

Eventually, those workarounds become routine.

Searching for parts feels normal. Chasing information feels normal. Last-minute questions, incomplete shipments and preventable service calls become accepted as part of doing business.

That acceptance makes operational waste particularly difficult to see.

If an edge bander were wasting 15% of the material running through it, you would investigate.

If a machine were unavailable 15% of the day, you would want to know why.

But when productive time disappears through interruptions, searching, unnecessary handling, unclear instructions and avoidable mistakes, there is rarely a meter showing the loss.

The cost is spread throughout the operation.

EXTERNAL PRESSURE MAKES INTERNAL WASTE MORE EXPENSIVE

Today, manufacturers are dealing with pressures they cannot completely control. Tariffs, inflation, material costs and weaker construction activity in some markets can all affect margins.

That makes the costs you can control more important.

There may be little a cabinet shop can do about the broader economy, but it can examine how efficiently work moves from order entry through engineering, production, assembly and shipping.

When margins tighten, gaining more value from the capacity you already have may be more realistic than simply trying to sell more work.

LOOK FOR FRICTION

The first step is not necessarily buying software, adding automation or reorganizing the entire plant.

It is observing what actually happens.

TECH AND STRATEGY

Walk through the operation and look beyond whether everyone appears busy. Ask where work stops, where decisions have to be made repeatedly and where employees depend on information that is difficult to find.

Some useful questions include: • How many times is a part handled before it ships?

• Where do employees regularly stop to ask questions?

• Which instructions exist only in someone’s memory?

• Where do jobs wait for information or approval?

• What mistakes repeatedly create rework or service calls?

• How often do incomplete orders leave the building?

Those moments are worth examining because they reveal where the process depends on people compensating for weaknesses in the system.

A production manager answering the same question five times a day may look helpful and productive. But if the information could have been available at the workstation, those interruptions represent avoidable work for both the manager and the employees asking the questions.

MEASURE WHAT YOU HAVE BEEN ABSORBING

Most shops never calculate the full cost of these small problems.

Instead, they absorb them.

Extra time gets built into schedules. Overtime becomes expected. Additional staff are added as volume increases. Freight costs from replacement parts become another expense. Rework becomes something everyone simply expects to happen occasionally.

Try measuring some of it.

How many labour hours are spent each week searching for parts or information? How many additional deliveries are caused by incomplete shipments? How much time does management spend resolving questions that could have been prevented?

Perfection is not the goal.

Mistakes will happen. Unusual jobs will create questions. Customers will change requirements.

But what would happen if a shop eliminated even half of its preventable interruptions, unnecessary handling and recurring mistakes?

That recovered time becomes capacity.

It can reduce overtime, improve delivery performance and allow more work to move through

the same facility without immediately adding employees or equipment.

FINDING WASTE IS ONLY THE BEGINNING

Lean thinking can help identify waste, but recognizing a problem does not automatically remove it.

If a process continues to depend on memory, verbal instructions and manual checks, the same variability remains.

The next question should therefore be: How can the process make the correct action easier and more consistent?

Sometimes the answer is automation. Sometimes it is better documentation, clearer job information, standardized procedures or a simple validation step.

Consider something as basic as a packing list.

If packing is informal, a missing component may not be discovered until the installer opens the shipment. Suddenly the installer is delayed, someone at the shop has to determine what happened, the missing part has to be located or remade, another delivery may be required and the customer is left wondering why the order was incomplete.

A small mistake has created costs across production, administration, shipping and installation.

Now compare that with a standardized process in which components are tracked and the order is verified before it leaves.

The improvement itself may be simple, but it removes opportunities for the same problem to recur.

That is the real value of good systems. They do not merely tell employees to be more careful. They reduce the number of situations in which someone has to remember, interpret or improvise.

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GET MORE FROM WHAT YOU ALREADY HAVE

When a shop feels overloaded, the instinct is often to add something: another employee, another machine, another shift or more floor space.

Sometimes that investment is necessary.

But before adding capacity, determine how much of the capacity you already have is being consumed by friction.

Watch where people stop. Watch where information breaks down. Watch where the same problems keep returning.

The most expensive problems in a shop are not always dramatic failures.

Often, they are the ones everyone has lived with for so long that they no longer look like problems at all. woodindustry.ca | 27

FEATURE HIGHLIGHT

Chambois and Milmonde: Building Capacity by Building Leaders and Culture : : By Tyler Holt, Editor of Wood Industry

J

ean-Stéphane Bourque did not come to architectural woodwork through the shop floor. He came through accounting, banking and a succession of businesses where he had to learn how an operation worked without pretending to be the person best qualified to perform the work himself.

A CPA by training, Bourque spent much of his career in banking, including nearly two decades in vice-president roles, before moving into senior management positions in construction, transportation and metalworking businesses. He managed a drywall company, a Quebec transportation operation with roughly 250 trucks and a company in the metal industry. He had no intention of becoming a drywaller, truck driver or metalworker. His job was to understand the business well enough to put the right people, capital and operating structure around those who did.

That experience eventually led him toward ownership. Ébénisterie Chambois, an established architectural millwork manufacturer in 28 | WOOD INDUSTRY FALL 2026

Saint-Georges, Quebec, was not the only business he considered. Bourque had looked seriously at opportunities in other industries, including metalworking. What separated Chambois was partly the company itself and partly the relationship with its owner. Bourque saw a business whose values and people he could work with, and an owner willing to stay through a lengthy transition rather than simply close the transaction and leave.

The acquisition also gave Bourque something he had encountered before: an operating business with knowledgeable employees, established customers and enough accumulated inefficiency to create room for improvement.

He did not start by telling cabinetmakers how to build cabinets.

He started with the building.

Chambois had been operating from two facilities, requiring work and material to move between them. The previous owner, knowing he intended to sell, had curtailed major investment.

Bourque negotiated additional space in the pri-

mary building and began reorganizing the floor.

Nearly everything moved except the paint shop.

Some changes were basic plant-layout decisions. Work areas were relocated to improve material flow and reduce safety concerns. Others required capital. A Homag CNC became one of the most consequential additions. Bourque said the previous arrangement relied on two saws to supply roughly five or six assembly tables. With the CNC and the remaining saw, the shop could keep 11 assembly tables supplied.

Capacity, by his estimate, roughly doubled.

The investment was recognized outside the company as well. In 2025, Bourque and Chambois received a bronze Médaille de la relève in the entrepreneurial succession category. The award organization cited modernization and automation of production, health-and-safety investment and the development of new markets among the changes following the ownership transition.

But the machinery only explains part of what Bourque changed.

When layouts were being reconsidered, he

FEATURE HIGHLIGHT

brought employees and specialists into the discussion. He questioned arrangements that did not make sense to him. Sometimes his questions exposed a better way to organize the work. Other times, employees explained why something needed to remain as it was.

“And I said, ‘Oh, you’re right, okay,’” Bourque recalled.

That response reflects his management style.

Bourque is comfortable challenging a production decision without assuming that being the owner makes his answer the correct one. His experience lies in organization, finance and

management. The technical knowledge resides throughout the company, and Bourque has become a master of recognizing and empowering talented individuals.

That became even more important when he acquired a second woodworking operation, Milmonde, in January 2026.

The second transaction was considerably more complicated. Chambois had been acquired as an existing company. Milmonde required an asset purchase and a newly incorporated operating entity. The distinction created a long list of administrative work that had little to do with

manufacturing but had to be completed while manufacturing continued: tax accounts, insurance, export documentation, employee records, banking arrangements and supplier credit.

Bourque’s corporate structure expanded from one operating company and a trust into a network of operating, property and investment entities. The accounting workload grew enough that he ultimately needed a more experienced person in the lead accounting role.

Supplier credit created another constraint.

Bourque already dealt with many of the same vendors through Chambois, where he had established credit and purchasing history. But the new Milmonde entity had no history of its own.

Several suppliers initially treated it as exactly what it was on paper: a recently incorporated company. One exception that Bourque is thankful for is Richelieu Hardware, who was willing to extend credit to the new company.

With other suppliers, materials had to be prepaid even as Milmonde was processing substantial customer orders. Eventually, the credit relationships caught up with the operational reality. But the episode illustrated the difference between acquiring production capability and integrating a functioning business.

The same distinction applied to culture.

Milmonde had experienced a period of more centralized management, with ownership located away from the plant and decisions moving through layers before reaching customers or the shop. Bourque wanted the opposite. Production questions should reach someone capable of answering them. Problems should be handled by the person who has enough information and authority to solve them.

“Take ownership of the problem,” is how he puts it.

That does not mean unlimited authority. A decision with a $100,000 consequence should reach Bourque. A routine customer, production or service issue generally should not.

As he reorganized responsibilities across Chambois and Milmonde, Bourque created an organizational chart that makes the division woodindustry.ca | 29

FEATURE HIGHLIGHT

visible. Chambois positions are identified in one color, Milmonde positions in another, and employees working across both operations in a third. Four people were working across the two companies, while other leaders remained dedicated to one operation.

Some of Milmonde’s emerging leaders were people Bourque had initially been advised not to put into leadership positions. Given responsibility, they performed differently than expected.

Others who seemed obvious candidates for larger roles did not develop the same way.

Bourque does not describe that process as a search for extraordinary personalities. He is looking for people who can accept responsibility, make decisions and communicate what is happening.

That is where the most revealing part of his management system becomes almost conspicuously simple.

Bourque tries to limit the number of managers reporting directly to him to roughly seven to 10. Each week, he spends about 15 minutes with

30 | WOOD INDUSTRY FALL 2026

them. He asks the same four questions.

What went well last week?

What didn’t go well last week?

What are you going to do this week?

Where can I be of any help to you?

The managers are expected to repeat the exercise with the people who report to them.

There is little management terminology wrapped around the routine. That is part of what makes it useful, brilliant even. The first two questions create a short operating review. The third establishes what happens next. The fourth tells the employee that escalation is available without requiring the owner to insert himself into the work.

Repeated through the organization, those conversations give managers a direct way to see where production is working, where people are getting stuck and where someone may be ready for more responsibility. Deceptively simple, Bourque’s approach is a concrete and straightforward demonstration of how a business leader can create and control cultural reverberations

throughout the organization.

“If you hire and pick someone to do a job and you don’t trust that person,” Bourque said, “then you have the wrong person in that position.”

For a manager who owns two woodworking companies and oversees roughly 90 employees, delegation is not an abstract preference. It is a capacity requirement. He cannot personally supervise every drawing revision, machining problem, purchasing decision, service issue and customer call. Efficiency depends on information moving to the right person without unnecessarily moving upward.

That view of accountability also informs Bourque’s involvement with the Architectural Woodwork Manufacturers Association of Canada.

Chambois is an AWMAC manufacturer member in Quebec, and Bourque has moved well beyond company membership into national governance. AWMAC lists him as its vice-president and Quebec Chapter director for the 2026– 27 board term.

He sees the organization’s value largely in practical terms. Standards and the Guarantee and Inspection Service give architects, contractors and owners an external reference for determining whether architectural woodwork has been produced and installed properly. Bourque regularly explains AWMAC participation to customers because he does not assume every contractor understands what membership or inspection provides.

For him, the association fits the same pattern he applies internally: clearly defined expectations, qualified people and a way to verify the work.

That reliability becomes especially important when price is not the only consideration. Bourque said Chambois will occasionally win negotiated work despite not being the lowest bidder because a contractor knows what it is buying in terms of schedule and quality.

“Bad quality is the worst, and then delays is the second worst,” he said.

Price matters. So does the cost of correcting work after it arrives late or wrong.

Milmonde now faces a variable Bourque cannot manage by rearranging a production floor.

The company has had to move shipments toward the U.S. border ahead of possible increases in American tariffs. The urgency comes from contracts priced under different trade conditions.

A substantial new duty cannot simply be absorbed or retroactively added to work already sold.

The exposure is primarily at Milmonde.

FEATURE HIGHLIGHT

Chambois remains concentrated in Canadian architectural millwork, while Bourque estimates that about 60 percent of Milmonde’s projected sales are coming from the United States.

He had expected stronger Canadian demand when he bought the company; instead, U.S. orders outperformed his assumptions.

A severe tariff would change that calculation.

Milmonde would have to redirect more attention toward Canadian work while reassessing pricing on future U.S. contracts.

For the moment, that uncertainty has also slowed some other initiatives, including additional software integration. Bourque is now applying the same management habits to a problem that originates far outside either plant.

The machinery at Chambois can be moved.

Production can be automated. Supplier accounts can eventually be established. Reporting lines can be redrawn.

Trade policy cannot.

What the two acquisitions have given Bourque is an organization increasingly capable of responding without waiting for every answer to come from the owner. Chambois has more

capacity than it did when he arrived. Milmonde has new leadership responsibilities emerging inside the plant. Managers across both companies are being asked every week what worked, what did not and what they intend to do next.

The fourth question leaves Bourque a role in

the process: Where can I help?

It may also be the clearest description of how he has chosen to run the companies. He is not trying to make every decision himself. He is trying to build businesses in which the people closest to the work can make more of them.

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AWMAC

THE VALUE BEHIND THE BID Why manufacturers bring more to a project than production capacity : : By Kasia Robinson, Director, Standards, Inspections & Assurance, AWMAC National tions, and what an installer will actually be able to reach once the ceiling, flooring and adjacent trades are in place. They know what happens when a material that performs beautifully in one application is pushed into another.

Design professionals are responsible for vision, function, coordination, code requirements and countless other decisions that extend far beyond the millwork package. Manufacturers bring another layer: the accumulated knowledge of repeatedly turning those ideas into finished work.

CONSTRUCTABILITY SHOULD NOT BE A LATE-STAGE DISCOVERY

T

here is a point on almost every architectural woodwork project when the manufacturer looks at the drawings and sees something everyone else has missed. Maybe the material will not behave the way it appears on paper. Maybe the hardware needs more clearance. Maybe a beautiful detail will be extremely difficult to fabricate, transport or install. Maybe the specified construction will work, but there is a simpler way to achieve exactly the same design intent. Or maybe two perfectly reasonable details simply cannot exist in the same space.

This is not criticism of the design process. It is the reality of building custom work. Architectural woodwork manufacturers turn two-dimensional ideas into three-dimensional objects that have to survive fabrication, finishing, shipping, installation and years of use. That gives them a very particular kind of expertise. The question is whether our industry is using enough of it.

Too often, the manufacturer enters the conversation after many of the most important de32 | WOOD INDUSTRY FALL 2026

cisions have already been made. The drawings are substantially complete. Materials have been selected. Details have been developed. Budgets have been established. Timelines are already tight. Then the people responsible for actually building the work are asked to price it. That is a strange place to introduce some of the deepest practical knowledge on the project.

THERE IS KNOWLEDGE IN THE SHOP THAT CANNOT BE DRAWN

A good architectural woodwork manufacturer understands far more than how to operate machinery. They understand what happens when veneer moves across a large elevation.

They know where tolerances accumulate. They know which details look simple on a drawing but become complicated once hardware, fasteners, substrates and adjoining finishes are introduced. They understand how a twelve-foot feature gets through a doorway. They know what can be preassembled, what has to travel in sec-

We sometimes treat constructability as something to confirm after design. I think we should think about it much earlier. By the time a manufacturer identifies a problem during shop drawings, changing it can already have consequences. Other finishes may have been coordinated around the original detail. Material may have been ordered. Approvals may be pending.

The construction schedule may not allow much room for reconsideration.

What could have been a five-minute conversation months earlier becomes an RFI, a redesign, a substitution or a delay. Everyone involved then spends time solving a problem that, in many cases, someone in the industry already knew how to avoid.

We have incredibly sophisticated manufacturing capability in Canada. We have companies working with advanced CNC equipment, engineering software, automated production systems and highly skilled craftspeople. We manufacture some extraordinarily complex work. Yet the value of a manufacturer is still too often measured primarily by the number at the bottom of a bid. There is much more value sitting behind that number.

EARLIER INVOLVEMENT DOES NOT MEAN TAKING OVER DESIGN

There can be a reluctance to bring manufacturers into a project too early because it may feel as though fabrication considerations will begin driving design. That does not have to be the case.

Good collaboration does not reduce ambition. It creates a clearer path to achieving it.

AWMAC A manufacturer can say, “Here is what that detail means in production.” A designer can say, “Here is what matters most about the design.” Then the two can work out how to protect both. That conversation is far more productive than discovering during fabrication that the original solution cannot deliver what either side intended.

This is also where value engineering deserves a better reputation. Done poorly, value engineering becomes synonymous with stripping quality out of a project. But when done well, it could mean using knowledge to achieve the required result more intelligently. Sometimes the best solution costs less. Sometimes it costs the same but reduces risk. Sometimes the right answer actually costs more upfront because the alternative is likely to create problems later. The important part is that the decision is informed.

WE SHOULD BE MAKING IT EASIER TO ASK GOOD QUESTIONS

Our industry spends a great deal of time improving machines, software and processes. We should put the same effort into improving the conversations between the people designing

the work and the people building it. That means creating an environment where manufacturers are comfortable identifying concerns before they become deficiencies, questions are not interpreted as resistance, designers can ask manufacturers what they are seeing in the market, manufacturers explain why a detail is difficult rather than simply pricing the difficulty into the work, and both sides have a common technical reference when opinions differ.

On September 1, NAAWS 5.0 became the effective edition of the North American Architectural Woodwork Standards. There are many reasons to pay attention to a new edition, but perhaps one of the simplest is this: a standard gives us a place to begin the conversation.

It cannot design the project or anticipate every unusual condition that may appear on a custom architectural woodwork project. But what it can do is establish a common technical foundation so that the industry’s expertise can be applied to the questions that actually require expertise. That distinction is important. The goal should never be to eliminate professional judgment from architectural woodwork. It should be to give that judgment better information to work from.

OUR COMPETITIVE ADVANTAGE MAY BE WHAT WE KNOW

There is a tendency to talk about the future of manufacturing in terms of equipment: faster machines, better software, automation, data.

Sure, all of those things matter. But I would argue that one of the greatest competitive advantages in architectural woodwork is something you cannot purchase: experience.

The employee who has seen the same problem ten times before. The installer who knows immediately that a detail will be difficult on site. The engineer who recognizes where a span needs reconsideration. The project manager who knows which question needs to be asked before the shop drawing goes out for approval. The craftsperson who understands what the material is going to do before a machine ever touches it.

That knowledge exists throughout our industry and we should be finding more ways to bring it forward. Because the future of architectural woodwork will be built by an industry that gets better at sharing what each of us already knows.

And perhaps the most valuable question we can start asking manufacturers a little earlier is also the simplest: What do you see that we don’t?

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SUSTAINABILITY

TURNING SAWDUST INTO GOLD: THE SCIENCE BEHIND BLISS BIOPRODUCTS : : By Eric Johnson, Brand Strategist at ThermalWood Canada

D

uring her PhD, Dalhousie University student and Bliss Bioproducts CEO Roksana Saleh optimized a growing medium that more than tripled plant yields compared with regular planting soil.

Originally from Iran, Saleh earned a PhD in physiology before completing her second PhD in Agricultural Sciences at Dalhousie University in Halifax, Nova Scotia.

During her time working towards her second PhD, Saleh began developing different mixed growing medium.

“I considered the effect on physicochemical characteristics of the soil, and also to see how it affects plant performance, specifically how it increases yields and also helps promote compounds in plants,” says Saleh.

This research led to a paper on the topic of how pre-harvest factors, like growing media, and LED lights affect the accumulation of certain phytochemical compounds.

INTRODUCTION TO THERMALLY TREATED SAWDUST

After completing this research paper, Saleh became more focused on specific mixed growing medium, leading her towards thermally treated sawdust.

“I combined that in different proportions and formulations and found that it improved the yield of plants over 240 percent compared to regular planting soil and increased the quality by 52 percent in terms of protein, antioxidants, phenolics, and carotenoids.”

Saleh’s academic advisor and Associate Professor at Dalhousie University, Dr. Lord Abbey, had previously worked with sawdust, yielding negative results, due to the presence of large molecules like lignin which are harmful to plants.

Research at Dalhousie University discovered that thermally treated sawdust is much more suitable for growing media than untreated sawdust. The research showed that thermal treat34 | WOOD INDUSTRY FALL 2026

SUSTAINABILITY

ment sterilizes the material and reduces phytotoxic compounds.

“The idea was how can we turn something that’s considered waste into something like gold?”

THE FEASIBILITY OF COMMERCIALIZATION

Saleh always knew she wanted to do more than write and publish research papers. Her passion lay in bringing her innovative ideas into the commercial market.

To do this she needed a collaborative partner to supply the thermally treated sawdust. This is when she introduced herself to ThermalWood Canada CEO, Bob Lennon.

“I said Bob, I need thermally treated sawdust for my business, because right now I have a postdoctoral fellowship with the objective of considering the feasibility of commercialization of this product.”

This meant not only bringing the product to market but also collecting customer feedback and, if the response was positive, following up with a multinational scale-up plan.

Bags of Bliss BioRoot Growing Medium are now being sold at Sobeys Panavista Garden Centre in Dartmouth, Nova Scotia where Saleh personally offers her time to serve customers and gain feedback from each purchase.

Bliss BioRoot Growing Medium is designed for virtually all types of plants and can be used both as a potting mix and for garden beds. With the addition of a small amount of natural soil

enhancer, it can remain effective for up to three years, reducing maintenance and input costs.

For three years Saleh ran garden centres with positive results, so when it came time to introduce a new product, she had already built relationships and trust, resulting in a smooth transition from research to commercialization.

“Once the product came in it was easier to convince them since they already had such a strong trust bond with me.”

The final pilot market test sold 633 bags in 29 days before the garden center season ended on July 4th.

“Even after it ended I continue to receive inquiries and orders from customers. The customer response has been great,” says Saleh.

Many customers reported excellent results within three weeks, returned to purchase additional bags, and recommended the product to friends and family. Saleh says that a growing number of customers came to the store because of word-of-mouth recommendations.

TAKING BLISS BIOPRODUCTS GLOBAL

In March of 2026, Saleh was awarded the Global Research Award, which is an international mobility program that provides funding for undergraduate students, graduate students and postdoctoral fellows to conduct collaborative research projects in Canada and abroad.

The University of Teramo and the University of Naples Federico II will host Saleh from Au-

gust through October as she begins adapting the growing medium for crops cultivated in Italy.

This required more thermally treated sawdust from ThermalWood Canada.

“I said to Bob, I’d love to do something globally as well. So if you support me in such a big way, we’re going to go global and start a collaboration.

It’s a win-win situation.”

A MEETING WITH THE NATIONAL RESEARCH COUNCIL

If all of these accolades weren’t impressive enough, Saleh recently had a meeting with the National Research Council, which is the largest federal research and development organization in Canada.

They told her that according to many different business advisors, bringing a product to market with a strong dedicated team with a strong background takes a minimum of 5 years.

In addition to support from the NRC IRAP, Saleh was recently approved through Natural Products Canada and the Nova Scotia Loyal Program.

“These programs are helping support the next stage of commercialization and expand opportunities with distributors, retailers and other industry partners.”

Saleh brought her product to market single-handedly in less than three years.

“I had no team, I had no backup plan. I did this by myself.”

E R I O R M AC H I N E RY SUP WWW.BLACKBROS.COM

LAMINATING SPECIALISTS GLUE SPREADERS PRESSES MATERIAL HANDLING

SINCE 1882

woodindustry.ca | 35

CKCA

Uncertainty – The New Norm? : : By Sandra Wood, Executive Director CKCA

O

n August 4, 2026, CKCA issued a press release applauding the federal government’s imposition of a 25% tariff on imports of kitchen cabinets and vanities. This is a provisional tariff while the Canadian International Trade Tribunal investigates the level of injury impacting the domestic cabinet industry.

The announcement was an important first step, but it is surely not the only step.

Addressing unfair trading practices is a complex issue. For example, the government’s tariff announcement included “Section 2” exemptions covering a long list of countries that are not subject to the provisional tariffs. We expected exemptions, because Canada recognizes the existing trade agreements we have in place with the U.S., Mexico, Israel and Chile (I know what you’re thinking — do trade agreements have any real effect anymore given what’s happening with CUSMA?). But yes, the government has acknowledged those agreements. However, developing countries are also exempted and when you look at the list of countries, there are some that we would still consider a concern because we know they are already soliciting our industry

36 | WOOD INDUSTRY FALL 2026

to sell their product because they are “exempt from the safeguard tariffs”. This is another piece of the puzzle that will need further monitoring and action.

Imports into Canada have been increasing for years, and current U.S. trade pressures are exacerbating the problem. Cabinet shops focused on selling into the U.S. have been deeply affected by the U.S. tariffs, but all cabinet shops are affected by the sluggish economy and slowing housing market in Canada. The industry is in the perfect storm and uncertainty is creating a lot of pressure on companies who are trying to plan for the future. Volatility in trade is likely to persist for some time and it is challenging to keep up with the latest. For example, Section 338 under the U.S. Tariff Act of 1930 is currently in flux while we await the announcements between the U.S. and Canada on what deals were struck. Section 338 is a concern because it imposes a 50% tariff on other cabinetry entering the U.S.. This is a separate issue from Section 232 which imposes a 25% tariff on kitchen cabinetry exported to the U.S.. But the bigger concern for Canada has to be the imports that threaten the domestic market.

The Safeguard was filed in an effort to protect the industry while an investigation into the level of injury is underway. We will not know the results of that investigation until later this year and we will have to wait even longer for our government to respond. But one thing is certain, there is no finish line. Our industry has entered a new era where we must speak up and ensure our government is listening and understands that we are not against competition, we welcome it. But unfair competition with low pricing will shrink our industry. We have seen other industries disappear or reduce to a fraction of what they were.

We are seeing that play out even now with companies like South Shore Furniture closing after 86 years in business.

If you are a cabinet shop or supplier in this industry, I cannot emphasize enough the importance of joining CKCA to support this industry so we can continue to represent you and fight for you. Because the world is changing and so is our industry and one thing is for certain – doing nothing will result in a very uncertain future for the Canadian cabinet industry.

Ckca.ca/join

WTD

GET READY FOR WOODWORKING TECHNOLOGY DAYS 2026

C

anadian woodworking manufacturers are operating in an increasingly challenging and competitive environment. Economic uncertainty, changing trade conditions, rising costs and continued pressure on skilled labour are forcing businesses to look carefully at how they manufacture and where they can become more productive.

While challenging times naturally create caution around investment, they also make improving manufacturing capabilities more important than ever. Increasing productivity, reducing labour dependency, improving material yield and adopting greater levels of automation can help Canadian manufacturers remain competitive both at home and in global markets.

This is what makes Woodworking Technology Days particularly relevant this year.

CWMDA members and their manufacturing partners continue to bring

some of the world’s most advanced woodworking technologies to Canada.

During Woodworking Technology Days, manufacturers will have the opportunity to see these technologies operating in real production environments, speak directly with industry experts, and explore practical solutions that can improve efficiency, quality and profitability.

Our industry in Canada has always demonstrated an ability to adapt.

Woodworking Technology Days is about bringing our industry together, sharing ideas and helping Canadian manufacturers discover the technologies that can make their businesses stronger, more productive and better prepared for the future.

Ryan Akhurst President, CWMDA

BIESSE MATERIAL HUB IN TORONTO

Biesse invites visitors to our Toronto Material Hub to experience firsthand the technology driving the next generation of woodworking production. At the center of our demonstration floor is the Rover Multi Pro HD, the fastest nesting machine available, integrated with our Logic WHM A X2 automated warehouse to showcase true end-to-end production efficiency. This solution serves a wide range of industries, from kitchen cabinets and store fixtures to office furniture.

Visitors will also get a first-hand look at our Biesse Digital Ecosystem, our newly launched HMI (B-Pilot), which combines intuitive ease of use with an unmatched level of machine control. Our showroom lineup will also feature a strong representation of edgebanders, CNC machines, and sanders, demonstrating that automation is scalable and achievable for shops of any size, not just large-scale operations.

Throughout the event, Biesse technical specialists will be on hand to guide visitors through applications, answer questions, and discuss how these solutions apply to their specific production

needs. We hope attendees leave with a clear picture of how Biesse technology can elevate speed, precision, and efficiency in their own operations, regardless of their shop’s scale. woodindustry.ca | 37

WTD

HOMAG CANADA

Woodworking Technology Days is Canada’s premier national woodworking technology event, and HOMAG Canada is proud to once again deliver an exceptional experience for manufacturers looking to explore the latest innovations in production, automation, and digitalization.

Visitors to our showroom will have the opportunity to experience a comprehensive showcase of industry-leading equipment, software, and integrated manufacturing solutions. Demonstrations will include industrial automation systems, robotics, digital production management solutions, spray finishing technology, solid wood processing equipment, contour edgebanding, CNC machining centers, and a full lineup of HOMAG edgebanders. Attendees will also have the opportunity to explore HOMAG’s digital ecosystem, including software and connectivity solutions designed to optimize workflows, improve transparency, increase productivity, and support data-driven manufacturing decisions.

What makes the HOMAG experience unique is the ability to see complete manufacturing solutions working together in a real-world production environment. From machine-level auto-

NORMAND

This year, Normand is proud to showcase a complete range of woodworking solutions designed 38 | WOOD INDUSTRY FALL 2026

mation to fully connected digital workflows, visitors will gain valuable insight into how modern woodworking operations can achieve greater efficiency, quality, flexibility, and profitability.

Throughout the event, HOMAG’s team of product specialists, application experts, and industry professionals will be available to answer questions, discuss specific manufacturing challeng-

es, and provide practical guidance tailored to each visitor’s requirements. Whether attending to evaluate new equipment, explore automation strategies, or advance their digital transformation initiatives, visitors can expect to leave with actionable ideas and a clear understanding of how HOMAG can support their long-term success.

for small and mid-sized shops. Leading the lineup are the renowned Altendorf sliding table saws and edge banders, recognized worldwide

for their German engineering, precision, and reliability.

Visitors will also discover the Vitap Point K3 CNC machine, a compact solution that simplifies drilling, routing, and grooving operations, making CNC technology accessible and productive.

The Vitap Blitz dowelling machine complements it with exceptional accuracy and speed, helping shops increase efficiency while maintaining quality.

Also on display is the Pillar Machine MMTJ24, a 3-axis CNC machining center designed for the high-speed production of mitered mortise-and-tenon cabinet doors. Combining exceptional precision, repeatability, and productivity, the MMTJ-24 helps manufacturers produce high-quality joints efficiently while minimizing setup time and operator involvement.

For edge processing, Cehisa edge banders offer versatile and cost-effective solutions that adapt to a variety of production needs.

Normand is also pleased to present the Steel City line of traditional woodworking machines, built for dependable performance and outstanding value.

WTD

FELDER GROUP CANADA

Felder Group Canada is looking forward to Woodworking Technology Days 2026 and is excited to welcome visitors into our showroom for a closer look at our cutting-edge technology.

This year carries an added significance for us as Felder Group celebrates 70 years of innovation, craftsmanship and partnership within the industry.

Visitors will have the opportunity to see our machinery operating live and speak directly with our team about the applications and production challenges that matter to them. We’re particularly excited to showcase our largest FORMAT4 F1000, which will be displayed throughout the show, as well as our PCS safety system, highlighting our continued focus on creating safer working environments.

Alongside the F1000 and PCS, visitors can explore a range of solutions from Felder, FORMAT4 and Hammer, with demonstrations covering CNC machining, panel processing, edgebanding, sanding and automation.

Our team will be available throughout the event to discuss complete solutions, answer technical questions and help customers find what makes the most sense for their individual needs. We’ll also have special promotions and package deals available throughout the show.

We look forward to welcoming both familiar faces and new ones, connecting with industry colleagues, and sharing this exciting milestone with the woodworking community at this year’s Woodworking Technology Days.

IMA SCHELLING

IMA Schelling, as always, will participate in the Woodworking Technology Days, on Oct 20-23 2026, by holding an Open House at our Mississauga facility.

We’ll be featuring hands-on demos on various edgebanding technologies, and present various automation solutions, board storage systems and beam saws.

Manufacturers who visit our open house, will be able to have discussions with our sales and service personnel, in a personalized and focused setting. woodindustry.ca | 39

WTD

SCM CANADA

At Woodworking Technology Days 2026, SCM Canada will highlight a selection of its most advanced woodworking solutions, reflecting the company’s longstanding focus on precision, productivity, and versatility. Among the featured technologies is the Gabbiani P automatic single-blade beam saw, engineered to simplify panel processing with speed, accuracy, and intuitive controls. Complementing it is the Morbidelli M100/200 series, a highly modular and versatile line of CNC machining centres for drilling and routing. These systems are designed to handle complex machining with efficiency and flexibility, combining ease of programming with robust performance to support both small shops and large-scale operations.

In addition to these core machines, SCM emphasizes the growing role of digital integration in modern woodworking. Its smart software and connected services are developed to support smoother workflows, reduce downtime, and enable manufacturers to adapt quickly to shifting demands. This technology focus is backed

by SCM’s extensive Canadian presence, including three technology centers across Vancouver, Montreal, and Toronto. Together, these facilities

WEINIG HOLZ-HER

At this year’s Woodworking Technology Days, our goal is to give visitors a complete view of the 40 | WOOD INDUSTRY FALL 2026

provide more than 35,000 square feet of demonstration space, service support, and training

resources, underscoring the company’s investment in its customer base.

solutions available for processing sheet goods and solid wood. Attendees will be able to see a range of equipment and technologies working

together to produce real-world cabinet components, including complete cabinets and doors.

On the panel-processing side, we will demonstrate solutions covering the key steps involved in taking sheet goods from raw material through to finished components. Visitors will also have the opportunity to see our Power Mobile in action, running a solid wood moulder and demonstrating solutions for efficient solid wood processing.

Our team will have technical experts available throughout the event, with specialists on hand to answer questions, discuss applications and help visitors identify the right technology for their specific production requirements. Whether the focus is panel processing, solid wood or a combination of both, our objective is to provide practical insight and demonstrate how the technologies can work together in a modern woodworking operation.

And, in keeping with the October timing, we’ll add a little Oktoberfest atmosphere to the event with German-inspired food, drinks and hospitality.

WTD

TAURUS CRACO

Taurus Craco returns to Woodworking Technology Days 2026 with an emphasis on its role as a

trusted distributor of advanced woodworking machinery, supplies, and training. Marking over 30 years of service to the Canadian market, the

company continues to strengthen its position by representing some of the most respected names in the industry through its Brands of Distinction portfolio. From high-performance CNC machinery to edgebanders, moulders, sanding systems, dust collection, and finishing solutions, Taurus Craco connects manufacturers with technology designed to improve efficiency, precision, and long-term reliability.

In addition to machinery and tooling, Taurus Craco is distinguished by its commitment to customer education and technical support. The company’s training programs provide practical instruction for operators at all levels, ensuring that investments in new equipment translate into immediate value on the production floor.

Supported by a knowledgeable service team and a comprehensive parts operation, Taurus Craco helps Canadian manufacturers maximize uptime and performance while adapting to the evolving demands of modern production.

tion bottleneck, increasing capacity, improving workflow, automating a labour-intensive process or achieving a higher-quality finished

product, our team will be available to discuss practical solutions and opportunities for improvement.

AKHURST MACHINERY

At Akhurst Machinery, our focus for Woodworking Technology Days goes beyond demonstrating equipment. We want to help manufacturers explore how the right technology and manufacturing solutions can solve real challenges on the shop floor and create measurable improvements throughout their operations.

Today’s woodworking manufacturers are being asked to produce more with fewer resources while managing rising costs, skilled labour shortages, increasing customer expectations and pressure to remain competitive. Throughout the event, our team will demonstrate solutions designed to improve productivity, reduce setup and processing times, optimize material yield, minimize waste, improve quality and consistency, and reduce dependence on increasingly scarce skilled labour.

Just as importantly, we want to understand the individual challenges facing each visitor.

Whether the objective is removing a produc-

SEE YOU AT WOODWORKING TECHNOLOGY DAYS 2026

Woodworking Technology Days offers manufacturers an opportunity to compare technologies, see equipment operating firsthand and speak directly with the people who understand how those systems perform in production. Across the participating CWMDA members, the emphasis is increasingly on practical improvements in automation, productivity, mate-

rial use, workflow and labour efficiency.

For Canadian shops considering their next investment or simply looking for ways to strengthen existing operations, the four-day event provides a concentrated look at the machinery, software and production strategies shaping the industry’s next stage. woodindustry.ca | 41

SALES

THE BRIDGE BETWEEN TWO MOUNTAINS : : By Freya Hannah, Head of Business Development and Partnerships for Cieblink

“L

ose my number.”

That’s the last thing a longtime industry friend ever said to me. Not “let’s talk later.” Not even a swear word I could respect. Just three words, and then nothing, for years.

Somebody once told me business isn’t personal. That somebody has clearly never had a friend hang up on them over plywood.

THE TWO PEAKS

In my third-year sales course at Trent University, my professor, Benoit Bourguignon, gave me an image I’ve never let go of.

Picture two mountain peaks. Between them is a river, and in that river is a raging waterfall.

On one peak is the company whose product you sell. On the other peak is the client you’re selling it to. Your job as a sales rep isn’t to stand on either peak. Your only job is to be the bridge between them, carrying information back and forth across that waterfall.

Both peaks carry risk. Your client worries about being overcharged or getting material that shows up late, damaged, or just plain wrong.

Your supplier worries about something different: will this client take the full order, pay for it, and stay loyal if the price drops somewhere else?

Nothing tests a relationship like a delivery of warped panels or a delaminated shipment, sud42 | WOOD INDUSTRY FALL 2026

denly you’re doing damage control over a pallet of damaged goods.

THE WINTER THAT NEVER CAME

In 2019, Russia had its first winter in recorded history with temperatures that stayed above freezing. Sounds harmless. It wasn’t.

No hard ground meant logging equipment couldn’t get into the forest without sinking.

No frozen ground meant no access to the tall, straight timber that makes good veneers. Mills were left peeling whatever gritty, mud-caked logs they could drag out, which tore up their rotary lathes. And because the trees never went dormant, sap kept running, which meant the veneer peeled rough and uneven instead of clean.

That was the last we saw of good 5x5 material and especially the beautiful B grade.

I told every client, coast to coast: prices are going up, quality is going down, buy now. Nobody else in the supply chain was saying it yet. Some clients listened and filled their warehouses before the shortage hit. Others didn’t.

I don’t sell Russian plywood anymore. But the clients who trusted that warning still trust me today. That’s the whole job, in one forest full of mud.

FISH SMELLS AT THE HEAD

My longtime friend Cheryl Brown at TAFISA

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taught me a phrase I now use constantly, usually the moment I walk into a shop and smell something rotting long before anyone tells me the nasty details: fish always smells from the head.

Whatever’s happening in a company starts at the top. If leadership values honesty and their own people, that shows up in every decision made below them. If leadership is a mess, you’ll smell that too, usually about ten minutes into your first meeting.

ly over.

I took it personally for a while. Then I realized: that’s not my business to own. I’d done my job; I protected the product, protected the existing distributors, made the honest call. What he did with his disappointment was his.

If you’ve read enough of my articles, you already know I’m a yellow. I collect relationships the way some guys collect CNC bits that are “still good”.

It’s exactly why “lose my number” landed harder than it should have.

DOING YOUR JOB DOESN’T MEAN OWNING THE OUTCOME

MANAGING YOUR OWN EXPECTATIONS

Which brings me back to “lose my number.”

I was selling Spanish plywood, and a friend who ran a distribution centre asked me for distribution rights. I said no. Not because I didn’t want to help him, but because flooding one region with too many distributors on the same product doesn’t just water down the value for the existing distributors; it waters it down for the new guy too. He’d have been competing against people already established with that product, fighting for margin on day one. I said no to protect him as much as anyone else already in the game.

He didn’t see it that way. Three words, and years of knowing each other were apparent-

You will build real relationships in this business.

Some will outlast the job entirely. Others will end with three words and a dead phone line, and you’ll never fully know why.

That’s not a reflection on you. It’s what happens when careers keep moving and not everyone carries the relationship forward the way you do.

So have an identity outside your job. Have friends who couldn’t pick a veneer grade out of a lineup. Because the day the bridge changes, and it will, you don’t want to be standing on a peak all by yourself.

Careers change, companies change, and somewhere out there, a new “Doug” has my old territory.

Business is personal. Just don’t let it be the only person you’ve got. woodindustry.ca | 43

PRODUCTS FALL 2026

AutomaTech Robotik — ORRA Velocity Sorting Solution

New for IWF 2026, the ORRA Velocity Sorting Solution extends AutomaTech Robotik’s ORRA platform into automated sorting and kitting for assembly.

The system connects production data with CNC machining, robotic handling and downstream processes, allowing parts to be identified, picked, buffered and organized according to the next manufacturing step. ORRA can validate CNC programs, use vision to locate parts and pick multiple components during a cycle. The underlying ORRA platform was first shown earlier, but Velocity is the new 2026 sorting application being presented through AutomaTech’s partnership with Stiles Machinery.

For cabinet and furniture plants, its main appeal is reducing manual part handling and keeping components efficiently organized between machining and downstream assembly operations.

Elias Woodwork — Zenith Slim-Shaker Door

Introduced February 10, 2026, the Zenith is a new slimShaker cabinet door from Elias Woodwork designed to combine narrow proportions with a more practical structure for manufacturing. The door uses a one-inch frame on the face while retaining a wider frame on the back. Elias says the construction reduces overall weight, improves structural support and provides more material around areas used for hinge boring. That makes the door easier to handle while addressing some production challenges associated with narrow-frame Shaker styles. The company also emphasizes more efficient material use and installation. For cabinet manufacturers and designers, Zenith reflects the continuing shift toward slimmer door profiles without abandoning conventional hinge and fabrication requirements in daily production.

Aethera Technologies — 200 kW APG-Series RF Power System

Introduced in late 2025, Aethera Technologies’ 200 kW APG-series system scales the company’s solid-state radio-frequency technology into higher-power applications.

The system is built around new APG 3-50 generator modules, each capable of delivering 50 kW across the 2–4 MHz range, with automatic tuning and broad impedance matching. Although the first announced 200 kW installation was for a research application, Aethera specifically identifies mass-timber manufacturing as a target market for the platform. Its RF systems can be used in processes including finger-jointing, CLT, glulam and LVL production, where controlled RF energy accelerates adhesive curing. The scalable architecture is intended for industrial processes requiring high throughput and repeatable energy delivery at industrial scale.

44 | WOOD INDUSTRY FALL 2026

EDGE Automation — CabSort™ Vault

CabSort™ Vault is an automated storage and retrieval system developed for cabinet and furniture panel production.

The system stores finished components after machining and releases them on demand in the correct sequence for cabinet-box or furniture assembly. EDGE says the Vault can store up to 3,200 panels and sequence up to 1,200 panels in an eight-hour shift, with configurable racks available for different footprints and production requirements. By buffering parts between machining and assembly, the system is designed to reduce manual sorting, missing components and production bottlenecks. CabSort™ Vault was also selected as a finalist for the IWF 2026 Challengers Distinguished Achievement Award for its approach to automated identification, buffering and kitting.

AXYZ — LOADLine Edge CNC Loading and Offloading System

Introduced in late 2025 and rolled out through 2026, LOADLine Edge automates sheet loading, alignment and finished-part offloading around an AXYZ CNC router. The system can handle sheets from 4 × 8 to 5 × 12 feet and loads weighing up to 200 pounds, including porous, non-porous and textured materials. Incoming sheets are automatically positioned for machining, while completed parts are removed so the router can continue operating with less manual intervention between cycles. A scissor-lift arrangement can support material stacks weighing up to 4,000 pounds. AXYZ identifies cabinetry, furniture and nested-based manufacturing among the primary applications. LOADLine Edge targets labour-intensive material handling before and after CNC machining, with less operator involvement overall.

Vancouver Automation — Mark PSP Robotic Sanding Platform

A 2026 product launch and IWF Challengers finalist, the Mark PSP combines part handling and robotic sanding in one automated cell for cabinet doors, panels and components.

Rather than requiring an operator to load and unload every piece, the system can pick a part, sand it and place it in a workflow. Vancouver Automation combines AI-based 3D vision with controlled sanding pressure to identify geometry and maintain consistent contact across faces, edges and corners. The company positions PSP as its flagship pick-sand-place system, with support for unattended operation and doors up to 36 × 80 inches, depending on configuration. For manufacturers, the objective is reducing sanding labour while improving process consistency and material flow.

PRODUCTS FALL 2026

Richelieu — VERTI 840 Motorized Upper-Cabinet Lift

Introduced to Richelieu’s North American market in late 2025, the VERTI 840 is an electrically powered lift that brings the contents of an upper cabinet down toward countertop level. Developed by Swedish accessibility specialist Granberg and distributed by Richelieu, the system improves access without requiring users to reach deeply or stretch overhead. A touch control raises and lowers the cabinet shelving, while the mechanism is designed to operate smoothly within a conventional kitchen layout. Richelieu highlighted the VERTI 840 again at KBIS 2026, where it received a Gold Best of KBIS award in the Wellness Trailblazer category. For cabinet manufacturers, it represents a practical intersection of cabinetry hardware, universal design and aging-in-place requirements today.

HOMAG — DRILLTEQ H-610 Six-Sided CNC Machining Centre

Announced June 2, 2026, the DRILLTEQ H-610 is HOMAG’s new high-speed CNC machining centre for six-sided processing of furniture and cabinet components. Its key development is a clamping concept using two pairs of workpiece clamps that can pass one another. While one component is being processed, the second pair can prepare the next workpiece, reducing non-productive time between parts. Depending on configuration, the machine can process as many as four workpieces and can incorporate up to 112 drilling spindles, two slotting saws, a dowel unit and a C-axis. Automatic measurement of workpiece length, width and thickness further supports flexible production. The H-610 is intended for batch-size-one and series production in modern manufacturing environments.

SCM Canada — ACCORD 500 EDGE CNC Machining Centre

Launched in 2026 and making its North American debut at IWF, the ACCORD 500 EDGE is SCM’s multifunction CNC machining centre combining machining and edgebanding in one platform. The machine is intended for furniture and solid-wood production, including highly variable just-in-time work. Its H80C Compact edgebanding unit can manage different edge materials, glues and pressing elements, with automatic changeovers designed to reduce setup time between jobs. SCM also equips the machine with independent operating units, while Maestro software manages machining and edge-application processes. By bringing shapedcomponent machining and edge application together, the ACCORD 500 EDGE is aimed at manufacturers that want to complete more processing on one machine and reduce intermediate handling.

Biesse — Rover Multi Go CNC Machining Centre

Introduced as part of Biesse’s redesigned machine portfolio in early 2025, the Rover Multi Go is a new-generation CNC machining centre aimed at flexible panel and component production.

Its arrival formed part of a broader Biesse overhaul that brought updated machine design, performance improvements and a consistent human-machine interface across the company’s equipment range. At IWF 2026, Biesse is placing the Rover Multi Go inside an integrated batch-size-one production line alongside robotic handling, edgebanding, sorting and connected software. For cabinet and furniture manufacturers, the machine is therefore being positioned not simply as a stand-alone CNC, but as part of an automated workflow capable of handling variable production with fewer manual transfers between processes.

Akhurst / Cantek — MX380PRO Automatic Edgebander

Listed as new in Cantek’s current lineup, the MX380PRO is a compact automatic edgebander with a strong emphasis on rapid setup changes.

Cantek is part of the Akhurst Machinery Group, giving the machine a direct connection to the Canadian distributor. A touchscreen allows operators to select 0.5, 1 or 2 mm edging and switch among flush, chamfer and radius trimming settings. Processing stations include pre-milling, end trimming, corner rounding, multi-radius scraping, glue scraping, buffing and spray functions. The machine handles panel thicknesses from 8 to 45 mm and operates at about 9 metres per minute. For cabinet and casegoods shops, the MX380PRO offers broad finishing capability in a relatively compact automatic edgebanding platform design.

Envirolak — 200 Series 5 Sheen White Polyurethane Topcoat

Envirolak’s 200 Series 5 Sheen White Polyurethane Topcoat expands the company’s professional wood-finishing range with a low-sheen option designed for cabinetry, furniture and millwork.

The coating combines a subtle five-sheen appearance with high mar resistance intended to protect finished surfaces from everyday handling and wear. Envirolak also highlights self-healing properties that help reduce the appearance of minor surface marks and maintain a consistent finish. The 200 Series is a polyurethane system intended for demanding interior wood applications where durability and appearance are both priorities. The new five-sheen formulation gives manufacturers another option for the increasingly popular low-gloss painted finishes used in contemporary kitchens, furniture and architectural millwork.

woodindustry.ca | 45

stats and facts 101,541 – New registrations in Canadian 19,773 – Construction was completed on 19,773 housing units in Canadian centres of 50,000 or more in July 2026, up 8.1% from June. Another 373,091 units remained under construction. (CMHC)

apprenticeship programs reached a record 101,541 in 2024, up 5.9% from 2023 and the highest level since the current series began in 2008. (StatCan)

$2.6 billion – Canadian wood kitchen cabinet and 1.4% – Non-residential building construction costs increased 1.4% in Q2 2026, while residential building construction costs rose 0.5%. (StatCan)

$2.35 billion – Since August 2025, the federal government has introduced more than $2.35 billion in measures to protect and transform Canada’s forest sector, including financing, modernization programs and worker supports. (NRCan)

countertop manufacturing generated $2.6 billion in value added in 2023, on $5.0 billion in manufacturing shipments. (ISED)

$8.49 billion – Canada’s forest sector recorded $8.49 billion in operating profits in 2024, up more than 30% from 2023.

Return on capital employed remained comparatively low at 3.1%. (NRCan)

53% – Bioenergy supplies 53% of the Canadian forest sector’s total annual energy demand. Fossilfuel greenhouse gas emissions from forest-industry operations fell 52% between 2005 and 2022. (NRCan)

6.1% – Environmental and clean-technology activities account for 6.1% of Canadian forest-sector jobs, compared with 1.7% of jobs across the broader economy. (NRCan)

20.4% – One in five Canadian manufacturing businesses reported outsourcing delivery driving and errands during the 12 months preceding Q1 2025, more than twice the 9.1% share among businesses overall. (StatCan)

46 | WOOD INDUSTRY FALL 2026

DRILLING SYSTEM

Turn CNC machining into faster assembly.

Reduce drilling operations, hardware handling and time on site without compromising strength, precision or design.

EDGE DRILLING 1 NO Optimize CNC production with

MACHINE ON THE SURFACE

ASSEMBLE FASTER

surface machining only.

OPERATIONS 2 FEWER Eliminate dowel holes and reduce tool changes.

IN THE SHOP 3 PRE-INSTALL One-piece connectors stay with the components. Flat pack and ship.

ON-SITE ASSEMBLY 4 FAST Join with a cordless drill – no loose hardware bags.

Two drilling solutions. One productive workflow.

CABINEO

High clamping force. One-piece. CNC-ready. Fast assembly.

INVIS MX2 Completely concealed, detachable joints for premium aesthetics.

See what your CNC can save.

Explore the Lamello drilling system and request a demo or sales call. jjscanada.ca/lamello

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