Terry Turner Email and Phone Number

 After leaving Claude Howard Lumber, I went back to work for TS Manufacturing with the task of creating a manufacturing plant in the US Southeast. After 6 months the manufacturing plant plan went out of favor, with outsourcing deemed a better alternative, as our Lindsay, ON manufacturing plant was severely overbooked. I worked with several machine/fabrication shops in Georgia and did outsource many machines for numerous projects. Along with outsourcing I was also given some capital projects to manage, which I did accomplish remotely (I live in Georgia and South Carolina). In October 2023, with my capital projects complete and the Lindsay, ON shop caught-up, I was out of work and laid off.

 Overseeing 1 mechanical maintenance supervisor, 1 maintenance superintendent, 1 chief electrician, 2 electricians, 1 maintenance planner, 1 warehouse manager, 1 warehouse clerk, 1 purchasing agent, 2 heavy equipment mechanics and 19 millwrights. I initially accepted a position to create maintenance, purchasing, inventory control and warehouse systems, which were virtually nonexistent. This was a project rather than a career and I estimated that it would take 5 years to accomplish. One month after beginning the project, the maintenance superintendent resigned, so I inherited that position as well. I trained a maintenance superintendent picked from the mechanical maintenance staff, and he was promoted to that position after two years. Implemented the MVP Plant CMMS for PMs, purchasing and inventory control. This included training of all users. Built two warehouses, one for OEM components as well as electric motors and speed reducers, the other for MRO items. Warehouses were keypad entry, bar coded and had motion activated video cameras with one year of digital storage.  PMs were completed on iPads that the technicians took with them when they did the PM’s. Created automated reports within the CMMS system that included PMs Completed Yesterday Report, Daily PO Report, Open PO’s Report, PO’s Received Today, Replenishment Report (for purchasing agent) and a Stock Movement Report. These were auto emailed to all management and supervisors at 5:00 PM daily. Digitized maintenance and parts information for quick access by maintenance and purchasing/warehouse personnel. Created interactive parts manuals for vintage equipment that had no documentation. This included photos of the equipment that had the parts information pop up in a mini window if you hovered the mouse pointer over the part.

 Providing equipment system sales to sawmills in the US Southeast and West Coast.

 Overseeing 1 mechanical maintenance supervisor, 1 electrical maintenance supervisor, 1 maintenance planner, 12 millwrights, 4 electricians, 1 heavy equipment mechanic, 1 purchasing agent and 1 warehouse clerk. I was hired by my former boss (manager of Roseburg Forest Products) to help him get this poorly performing sawmill running according to the business plan. The mill had been poorly maintained and most of the equipment is worn out. There was no maintenance strategy or leadership nor was there a maintenance safety program. Production improved from 30MMBF/hr to 40MMBF/hr in the year that I was there. Improvements included; additional safety training, adding a maintenance planner and purchasing agent, streamlining vendors and purchasing decisions, actually planning work, prioritizing and executing performance improvement projects and actual maintenance leadership.

 Overseeing 1 mechanical maintenance supervisor, 1 electrical maintenance supervisor, 1 saw filing supervisor, 14 millwrights, 8 electricians, 2 heavy equipment mechanics, 1 controls technician, 1 maintenance planner and 6 saw filers. This mill was purchased from Weyerhaeuser by Hampton Affiliates 4 years ago. It is 2 miles from the Pacific Ocean (salt air is not good for idle machinery) and was shut down for 2 years and partially rebuilt. A crew was hired with 51% of the people without any sawmill experience (Weyerhaeuser was a union shop and hiring more than 50% union personnel invited the union). Hampton did a poor job (they admit that) of the sawmill rebuild. After start-up, the mill struggled to produce to pro forma. Hampton senior management realized that a management change was in order. A former colleague, Bret Griffin, who manages the Hampton Willamina, OR, operation was asked to manage both mills. He asked if I would come and help him make the place run. I agreed to do this and arrived at a mill that was really struggling. In the 2 years that I was there, production increased from 32MMBF/hr to 48 MMBF/hr.

 Overseeing 1 mechanical supervisor, 1 electrical supervisor, 13 electricians, 24 millwrights, 2 electronics technicians, 1 electrical engineer, 2 carpenters, 1 crane coordinator / operator, 1 machine shop supervisor, 15 machinists, 1 pipe shop supervisor, 5 pipe-fitters, & 2 painters in a union environment. Responsible for log yard, debarker / merchandiser, sawmill, planermill, shipping, companywide machine shop, companywide paint shop, Dillard complex pipe shop (all fire systems, process water systems, drinking water plant & systems, septic systems, cooling ponds, evaporation ponds and evaporation systems). Annual and quarterly budget development as well as quarterly operations reviews. Project management from inception to completion. Negotiate contracts with major vendors. Manage a preventative & work order based maintenance program, controlling supply and inventory / warehouse management. Manage safety performance & improvement with participation metrics. Manage Poyry (formerly Perforex) maintenance management system. Provide and coordinate training. Manage energy reduction strategy working closely with plant personnel, Pacific Corp., and Energy Trust of Oregon. This mill was producing 490MBF/hr when I arrived; it currently averages 750MBF/hr.

 Business Unit Manager responsible for 85 field service technicians, technical trainers and administrative staff. Annual revenues in excess of $5MM. Developed and implemented annual operating plan and budget. Acquired, applied and maintained resources (people, tools and dollars) within the service & training teams to meet corporate strategic plan objectives. Determined and facilitated key performance metrics. Responsible for marketing strategy specific to field service. Answered to Vice President, ensuring that targeted performance was achieved using profit & loss statement, operating statement, and financial accounting methods.

 Increased annual parts sales from $1.7MM in 1997 to $4.8MM in 2000. Expanded service and start-up team from 1 person in 1997 to 7 in 2000. Traveled extensively to service, start-up and support our equipment throughout North America. Worked in engineering department designing hydraulic, pneumatic and lubrication systems for sawmill equipment (AutoCAD). Developed a marketing department which resulted in over 1000 promotional videos shipped, as well as PowerPoint presentations, equipment manuals and brochures.

 Responsible for sales and design of hydraulic, pneumatic, lubrication and electrohydraulic systems for sawmills, mines, primary metals manufacturing and mobile equipment.

 Responsible for sales and design of hydraulic, pneumatic, lubrication and electrohydraulic systems for sawmills, mines, primary metals manufacturing and mobile equipment.

 Performed field service on a variety of hydraulic, pneumatic, lubrication and electrohydraulic systems in many industries.

 Performed field service on a variety of hydraulic, pneumatic, lubrication and electrohydraulic systems in many industries.

 Performed field service and start-ups on heavy equipment for the wood products industry.