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Casual Articles - Employment Conditions in the Canadian Furniture Sector
Have you ever wondered how multi-national companies like McDonalds, Coca-cola, Microsoft, Apple, Intel, Motorola, Sony and UPS came up with their names? Just think, if these companies have some lame or forgettable brand name, would they be as big as they are now? Every company starts out by thinking of a name. A law firm, for example, commonly uses the names of its associates, like Smith, Johnson and Brown Law Firm. The name of a woman's specialty shop should be something sensual and exciting, like Victoria's Secret or Bare Essentials. A clothing line should boast the popular designer's name. Corporate branding does not just involve the c
Increased automation and the adoption of new electronic and other processing technologies will lead to a continuing shift from low skill to high skill occupations. Shortages for skilled labor in the furniture industry persist to this day. The influx of skilled European labor has dwindled to a trickle, and Canada is not yet producing the required quantity and quality of ski
Do you run a business that is centered on other businesses? If so, you likely offer services that many businesses and business owners need. These services may include anything from handling the overflow of customer phone calls to the scheduling of customer appointments. One service that you may want to consider offering, if you dont already offer it, is Voicemail Service. Voicemail service is essential to any business owner, which means that it should be an essential part of your own business, but what if you don't already have voice mail service set up?When it comes to offering voice mail service to their clients, many busines
The rise and subsequent fall affected predominantly production workers. Indeed, salaried/commissioned employees continued to rise during the past three years.
Interestingly, the number of firms in the furniture industry declined. In 1995 there were approximately 2500 furniture establishments in Canada, but a decade later it had fallen almost one-third to about 1700. Medium sized firms shrank relatively more than either large or small firms. This suggests that you either have to be big to compete internationally, or small and flexible to carve out a niche and survive.
As of 2005 the major furniture employer remains the household and institutional furniture and kitchen cabinet manufacturing segment with 61,105 employees or 60% of total employment in the furniture industry. This segment is followed by the office furniture segment with 34,453 employees or 34%. The “other furniture segment” (which includes mattresses) accounts for only 6,334 employees or 6% of the total.
In 2005 Ontario accounted for 43% of all furniture employment, with Quebec accounting for 34%. The remaining 24% are scattered throughout the rest of the country, with Manitoba, Alberta and BC being the next most important provinces. Ontario dominates the office furniture, metal household furniture, upholstered household furniture and kitchen cabinets segments, while Quebec dominates in wooden household furniture.
When furniture employment is expressed as a percentage of the provinces’ overall manufacturing employment, Manitoba at 10.2% had the largest portion of manufacturing employment devoted to furniture manufacturing. Manitoba is followed by Quebec with 6.3% of total manufacturing employment, well above the Canadian average of 5.2%. The percentage in most other provinces is below the national average.
The average furniture firm in Canada in 2005 employed 55 persons. By firm type the average number of employees ranges from a high of 102 in the office furniture segment to a low of 46 ion the household furniture segment. The furniture industry is dominated by a very few giants and a large number of very small companies. Well over three quarters of all establishments fall below the average of 55 employees. Only some 13% of establishments have 100 employees or more.
The degree of employment concentration has changed somewhat during the past decade, reflecting the adaptation of the industry to increased economy of scale production. Since the early 1990s recession the furniture industry’s real value added grew at a faster pace than employment. So furniture productivity has been growing quickly, no doubt propelled by a compelling need to use more labor saving technologies in today’s competitive environment
Increased automation and the adoption of new electronic and other processing technologies will lead to a continuing shift from low skill to high skill occupations. Shortages for skilled labor in the furniture industry persist to this day. The influx of skilled European labor has dwindled to a trickle, and Canada is not yet producing the required quantity and quality of skil
The days of 40-hour work weeks with benefit packages and retirement shares are quickly going the way of dinosaurs, phonograph records and VCR’s… and remember 8-track tapes? You see it at Home Depot, libraries, and grocery stores – self checkout lanes, and no help to be found in the aisles when you’re looking for a particular size dress, or for the guy to cut your PVC plumbing pipe.Corporate America is changing, and the savvy are getting ready now to find their own way, whether on the books with their own business, or with one of the more off-the-book individual entrepreneurial responses to an over-taxed, under-personalized culture
Interestingly, the number of firms in the furniture industry declined. In 1995 there were approximately 2500 furniture establishments in Canada, but a decade later it had fallen almost one-third to about 1700. Medium sized firms shrank relatively more than either large or small firms. This suggests that you either have to be big to compete internationally, or small and flexible to carve out a niche and survive.
As of 2005 the major furniture employer remains the household and institutional furniture and kitchen cabinet manufacturing segment with 61,105 employees or 60% of total employment in the furniture industry. This segment is followed by the office furniture segment with 34,453 employees or 34%. The “other furniture segment” (which includes mattresses) accounts for only 6,334 employees or 6% of the total.
In 2005 Ontario accounted for 43% of all furniture employment, with Quebec accounting for 34%. The remaining 24% are scattered throughout the rest of the country, with Manitoba, Alberta and BC being the next most important provinces. Ontario dominates the office furniture, metal household furniture, upholstered household furniture and kitchen cabinets segments, while Quebec dominates in wooden household furniture.
When furniture employment is expressed as a percentage of the provinces’ overall manufacturing employment, Manitoba at 10.2% had the largest portion of manufacturing employment devoted to furniture manufacturing. Manitoba is followed by Quebec with 6.3% of total manufacturing employment, well above the Canadian average of 5.2%. The percentage in most other provinces is below the national average.
The average furniture firm in Canada in 2005 employed 55 persons. By firm type the average number of employees ranges from a high of 102 in the office furniture segment to a low of 46 ion the household furniture segment. The furniture industry is dominated by a very few giants and a large number of very small companies. Well over three quarters of all establishments fall below the average of 55 employees. Only some 13% of establishments have 100 employees or more.
The degree of employment concentration has changed somewhat during the past decade, reflecting the adaptation of the industry to increased economy of scale production. Since the early 1990s recession the furniture industry’s real value added grew at a faster pace than employment. So furniture productivity has been growing quickly, no doubt propelled by a compelling need to use more labor saving technologies in today’s competitive environment
Increased automation and the adoption of new electronic and other processing technologies will lead to a continuing shift from low skill to high skill occupations. Shortages for skilled labor in the furniture industry persist to this day. The influx of skilled European labor has dwindled to a trickle, and Canada is not yet producing the required quantity and quality of ski
We Are All Outspent Most brands face daunting tasks in preparing marketing communications to steal market share. If you have unlimited budgets and are capable of out-spending the competitive set, your job is that much easier. For the rest of us, we have to learn how to win without the largest ad budgets and without dominating share of voice (SOV).There are some rules that Stealing Share has discovered in our quest to be the authority in stealing market share. In marketing, advertising, brand development, and the rest of one’s life, focus and clarity always lead to better results. How do you know
In 2005 Ontario accounted for 43% of all furniture employment, with Quebec accounting for 34%. The remaining 24% are scattered throughout the rest of the country, with Manitoba, Alberta and BC being the next most important provinces. Ontario dominates the office furniture, metal household furniture, upholstered household furniture and kitchen cabinets segments, while Quebec dominates in wooden household furniture.
When furniture employment is expressed as a percentage of the provinces’ overall manufacturing employment, Manitoba at 10.2% had the largest portion of manufacturing employment devoted to furniture manufacturing. Manitoba is followed by Quebec with 6.3% of total manufacturing employment, well above the Canadian average of 5.2%. The percentage in most other provinces is below the national average.
The average furniture firm in Canada in 2005 employed 55 persons. By firm type the average number of employees ranges from a high of 102 in the office furniture segment to a low of 46 ion the household furniture segment. The furniture industry is dominated by a very few giants and a large number of very small companies. Well over three quarters of all establishments fall below the average of 55 employees. Only some 13% of establishments have 100 employees or more.
The degree of employment concentration has changed somewhat during the past decade, reflecting the adaptation of the industry to increased economy of scale production. Since the early 1990s recession the furniture industry’s real value added grew at a faster pace than employment. So furniture productivity has been growing quickly, no doubt propelled by a compelling need to use more labor saving technologies in today’s competitive environment
Increased automation and the adoption of new electronic and other processing technologies will lead to a continuing shift from low skill to high skill occupations. Shortages for skilled labor in the furniture industry persist to this day. The influx of skilled European labor has dwindled to a trickle, and Canada is not yet producing the required quantity and quality of ski
We might be in the electronic gaming era, but it’s more like a fun game of Monopoly this business for pleasure of sport franchise ownership. The stakes are high, spending free, and visible worries few.Despite the escalating fees for entry into the game, personal franchise ownership hasn’t been replaced by corporations. Of 121 big league professional sports franchises, only 15 have found their way into corporate hands. Most owners claim to be losing money which would explain takeover shyness of shareholder controlled companies. It’s nicer to think sole owners don’t want to sell because sports ownership is too much fun. A nice break
The average furniture firm in Canada in 2005 employed 55 persons. By firm type the average number of employees ranges from a high of 102 in the office furniture segment to a low of 46 ion the household furniture segment. The furniture industry is dominated by a very few giants and a large number of very small companies. Well over three quarters of all establishments fall below the average of 55 employees. Only some 13% of establishments have 100 employees or more.
The degree of employment concentration has changed somewhat during the past decade, reflecting the adaptation of the industry to increased economy of scale production. Since the early 1990s recession the furniture industry’s real value added grew at a faster pace than employment. So furniture productivity has been growing quickly, no doubt propelled by a compelling need to use more labor saving technologies in today’s competitive environment
Increased automation and the adoption of new electronic and other processing technologies will lead to a continuing shift from low skill to high skill occupations. Shortages for skilled labor in the furniture industry persist to this day. The influx of skilled European labor has dwindled to a trickle, and Canada is not yet producing the required quantity and quality of ski
Our love affair was coming to a close, I was afraid. I had done my best, but the handwriting was on the wall. She had been really good to me all those years. She had provided everything a man could want, and probably more. She was always prompt, efficient, reliable and there for me. And the way she moved and gyrated. Oh my! I even liked her fresh smell after taking in a particularly large load. But that was a distant memory now. It was a warm Friday night and I just stood and watched her in silence. She was staring back at me, just about pleading to be back to normal, while looking white as a ghost. I almost cried. But, I realized I st
Increased automation and the adoption of new electronic and other processing technologies will lead to a continuing shift from low skill to high skill occupations. Shortages for skilled labor in the furniture industry persist to this day. The influx of skilled European labor has dwindled to a trickle, and Canada is not yet producing the required quantity and quality of skills from within its own ranks.
Between the early 80s and the early 90s there was the slight decline in real wages but following the recession in the 90s, there was a modest reversal of that trend. Assuming positive growth of the economy, real wages can be expected to continue to increase in the years to come. Furthermore, workers and managers will need more specialized skills, and such workers can only be attracted by higher pay rates.
The aging of the population will also drive wages to higher levels. The flow of young and relatively inexpensive workers will become less abundant. As a result, industry will be forced to increasingly engage more mature workers, who are invariably more expensive, but not necessarily more skilled, on modern machines. All of which suggests training and will take on added significance in the furniture industry over the decade ahead.
As of 2005 the average furniture industry production employee received $18.52 per hour compared to $20.60 per worker in manufacturing in general. Thus there is a 11.2% gap between the earnings of production workers in furniture and of production workers in manufacturing generally. In 1995, however, the gap was actually much wider at 36.0%, so a noticeable relative improvement in furniture production wage rates has occurred.
Average hourly earnings in the household segment always lagged behind those of the office furniture segment.
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