Wurth Wood Group Instagram Accounts

Hi! Are you on Instagram? (If not, you should be! Signing up is easy.) If you already have an account, you should follow us. We are not the kind of wholesale distributor that spams you with all sorts of nonsense – mostly, it’s photos of our lunch or product demos. You will almost always get a ‘Happy Friday’ post from us and it will help you stay as up to date with us at Wurth Wood Group, as you could possibly be.

Wurth Wood Group – Follow Us Here!


Wurth Wood Group Machinery Division – Follow Us Here!


Wurth Wood Group Hardware Division – Follow Us Here! (Our newest account!)


Wurth Wood Group Surfaces Division – Follow Us Here! (Our newest, newest account!)


Instagram Just Launched “Stories”

Instagram has just launched “Stories” as of last night, what does this mean to all the social media junkies out there?

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Here’s how it works:


  • Stories will be displayed at the top of your Instagram feed.
  • New stories will have a colorful ring around them.
  • Stories are used for posting live videos/photos and stay in your feed for 24 hours.
  • Once in a story – you can swipe left/right to view more.
  • If you swipe up, you can see who has viewed your story.
  • If your Instagram is private – your stories will also be private.
  • You can send a direct message by tapping on the story using Instagram Direct.


Fireworks Pudding Cookie

Did you get invited to a 4th of July party and don’t know what to bring? You’re in luck – we found this awesome recipe for you! We borrowed this recipe from Dorothy over at Crazy For Crust.

“These cookies are easy and come together fast. They do require chilling, but that’s because I love an extra-soft and gooey cookie. I added 4th of July M&Ms and red and blue sprinkles so they look like Fireworks Pudding Cookies! We all know that cookies are perfect for summer parties. They don’t melt or require serving utensils, which makes these the perfect party cookie!

(BTW, if you’re having trouble finding the patriotic M&Ms, look in the actual candy aisle. I found them at Target near the regular M&Ms. You could also use any color M&M or your favorite flavor. You can find the sprinkles at most craft stores or even Target/Walmart.)”



Here’s the Recipe:


yield: 24

These brown sugar pudding cookies are my new favorite cookie recipe! Soft and chewy, they’re perfect filled with patriotic colors and M&Ms!



  • 1/2 cup unsalted butter, softened
  • 3/4 cup brown sugar, packed
  • 1 teaspoon vanilla extract
  • 1 egg
  • 1 box (3.4 ounces) INSTANT Vanilla Pudding Mix (just the mix, don’t make the pudding)
  • 1/2 teaspoon baking soda
  • 1/4 teaspoon salt
  • 1 1/4 cups all purpose flour
  • 1/4 cup red and blue sprinkles (or any colors)
  • 3/4 cup 4th of July M&Ms (or any color of M&M)
  1. Note: This dough requires chilling.
  2. Cream butter and brown sugar in the bowl of a stand mixer fitted with the paddle attachment. (You can also use a hand mixer.) Mix in egg and vanilla until smooth. Add pudding mix, baking soda, and salt. Mix until combined. Mix in flour, then stir in sprinkles and M&Ms.
  3. Scoop 2 tablespoon balls of cookie dough onto a cookie sheet covered with parchment or a silpat baking mat. There’s no need to space them out, you’re going to chill them. Cover and chill for at least 30 minutes.
  4. Preheat oven to 350°F. Line cookie sheets with parchment paper or silpat baking mats. Place chilled cookie dough balls 2” apart on cookie sheet. Bake 9-11 minutes or until the edges just start to turn brown. Cool 5 minutes on cookie sheet before transferring to a rack to cool completely. Store in an airtight container for up to 4 days or freeze for up to one month.

Simple and Modern Mudroom Cubbies

Are you looking for some extra storage in your hallway or mudroom?



One of our employees, Jaimie Kenney, completed this project in one day from start to finish. Jaimie was looking to add extra storage to her mudroom hallway but didn’t have the room to put the traditional mudroom locker storage. This project cost under $300 with all materials, hooks, paint and yellow baskets for the top.

What you’ll need:

  • 1: 1/8″ x 4′ x 8′ bead board
  • 4: 1″ x 2″ x 8′ pine boards
  • 6: 1″ x 6″ x 8′ pine boards
  • finish nailer
  • semi-gloss white paint
  • white paintable caulk

Step 1: Identify where your studs are. Jaimie put masking tape on the floor to remind herself where they are. Then she found the center of the wall and attached the bead board to the studs using a finish nailer.
image2 (1)

Step 2: Attach the 1 x 2 boards to the top and the bottom of the bead board.
image3 (1)

Step 3: Attach 2 of the 1 x 6 x 8 boards to the 1 x 2 x 8 (furring strips), these will serve as your shelves.

Step 4: Attach another 1 x 6 x 8 to the right side of the 2 shelves.

Step 5: Attach another 1 x 2 x 8 (furring strip) to the top, then attach the 1 x 6 x 8 shelf to the top.

Step 6: Attach the bottom 1 x 2 x 8 (furring strip) then attach the 1 x 6 x 8 shelf on top of the furring strip. Then attach the final side to square off the cubbies.

Step 7: Sand any rough edges and paint 2 coats of the white semi-gloss paint, let it dry, then caulk all seams to fill in the cracks. Then paint additional coats of paint as needed for desired look.

Last step: Attach hooks for coats and shoes.

Wurth Uses ‘Secret Sauce’ to Hold Together Hundreds of Units Across Regions, Industries

Robert Stolz, who oversees the North American Wood, Construction, Automotive and Oil and Gas operations of Wurth Group – including four cabinet supply businesses – is part of a conglomerate that encompasses 400 companies in 84 countries.

With so many pans in the fire, so to speak, he says the international giant draws on the strength of its size, among other strategies, to keep all the burners going. The success, Stolz further reveals, is in Wurth’s “secret sauce.”

StolzA key ingredient in that recipe for success is e-commerce, with Wurth’s North American companies somewhat ahead of Europe, which tends to be the front-runner in terms of design and engineering. The platform plays a critical part in making it easy for customers to do business online; but Wurth is well aware that in order to preserve the customer relationship, it also must remain wholly committed to direct sales. An equal focus on online and offline business demands a great deal of money and resources; but Stolz finds that the most successful companies figure out a way to do both. Industry insiders are weighing the pros and cons of their approach to e-commerce every day, he notes, citing anecdotal cases from people he knows personally; and he believes this is in an issue that the industry will continue to grapple with going forward.

Another consideration with today’s online-heavy culture, Stolz suggests, is the potential strain that email, video conferencing, and other electronic communications can put on relationships with manufacturers. He notes how easy it can become to “hide” behind the technology. In the past, “if you had an issue you needed to discuss with your manufacturer partner, you got on a plane and went to see them or they came to see you,” he remembers; but now, it’s much more convenient – but perhaps less effective – to address everything via electronic format. “This might be a good thing in between meetings,” Stolz acknowledges, “but at the end of the day nothing is more important than sitting down with your partners,” whether it is over dinner, at an NBMDA meeting, or even in an informal encounter during social time at one of these events. “The goal is to make both sides successful,” he stresses, “and that is still relationship-driven.”

This is truer than ever in the current business climate, he adds, as companies make management and personnel changes. “The players in the management can change and you might wake up the next morning to somebody different, but it’s still your partner,” he says, likening the distributor-manufacturer relationship to a marriage. “We can have a 35-year relationship with one company; but if the management changes at the top, then you have to be aware of that. You have to find a way to reestablish the same relationship you had before the new management came in.”

Wurth, like its partners and competitors, also is focused on management. Cultivating corporate talent is another piece to its secret sauce. High-potential programs across the organization allow it to identify future leaders from around the world and bring them together. In addition to offering formal coursework in areas such as communication and management styles, there is a day-to-day process of simply identifying and meeting with up-and-coming stars in its ranks; Stolz estimates that he spends fully 30 percent of his time working with and mentoring younger people. And he points out that the CEOs of Wurth’s North American companies have all completed the high-potential programs.

In addition to in-house grooming to prepare for their leadership roles, the CEOs also benefit from another big part of the Wurth secret sauce: decentralization. One of the biggest strengths at Wurth, Stolz says, is the autonomy that it grants its businesses, which operate independently. Rather than a “top-down environment” with initiatives pushed out from Wurth’s German headquarters, the corporate culture instead promotes collaboration and camaraderie but also individualism and independence. Stolz explains what that means in practical terms. “Sometimes companies get so big, and No. 1 Somebody in New York City will make a decision for somebody in El Paso, and that just doesn’t work – at least not in our model,” he says. “What we like about our current structure is that our companies are very regionalized. I think it’s really important to stay as close to the customers as you can – whether it’s on the sales, the operations, or the management – and that’s what we try to do.”

Even with the heads of the cabinet supply firms in North America making decisions that are most appropriate for their geographic regions and circumstances and the executives of, say, a European division doing the same, the sheer size of the Wurth empire also allows them all to be on the same page and participate together on many different aspects of business. Here is where the organization adds an ingredient called “Shared Services” to its secret sauce. “We’re developing menus for each of the companies to be able to take advantage of cash management, insurance, and other products that could be easily shared,” Stolz elaborates. “It’s a continuous process. For example, we’ve completed it with regard to our financial management, so now we’re looking at more operational roles on how we can share services together.”

For the North American companies, in particular, Stolz says there has been a concerted effort to leverage best practices throughout the brand. “They’re running their own businesses,” he reiterates, “but they’re also a champion for a strategy that we may take across all of the companies.” As an example, he points to Roger Debnam, CEO of Wurth Wood Group, who put a lean processing program in place in North Carolina. Stolz recalls initially being slightly skeptical about the initiative, and then blown away by the results. The new approach reduced the number of steps that workers in the warehouse had to take to fulfill an order, down from a couple of miles per day to just three-quarters of a mile. “This is not Harvard-MIT stuff,” Stolz agrees, “but it was so impactful. It was huge, and it’s just one example of best practices.”

In a nutshell, Wurth’s “secret sauce” really isn’t so secret at all. As Stolz summarizes, “Wurth is a great big company, and part of our secret sauce is that we’re large enough to be able to offer and take advantage of cost savings and things that a large company can offer. But we’re also independent; each company is independent enough to run their own business, depending on what the needs are for the customers in that region.” In addition, Stolz points out that despite having the resources of a large public company, Wurth is privately run – an additional factor in its success, because the company doesn’t have to push earnings from quarter to quarter to please shareholders or try to “manage expectations” that Wall Street has set for it. Stolz also gives credit to NBMDA, which he first joined when he was still new to the industry and “didn’t know beans.” He’ll never forget, he swears, how a group of seasoned distributors took him under their wing and showed him the ropes. Stolz himself eventually went on to become a past president of the association, and Wurth’s management teams in the industry also have been highly involved with the leadership of NBMDA over the last 20 years. “It’s a big part of the Wurth Group’s success,” he declares.

As Seen On: NBMDA Connection

NEW: Wurth Wood Group Machinery Division

Wurth Wood Group now carries machinery from SCM and SAWSTOP

Click Here for More Information

You are striving more than ever for success, working smarter not harder. Our people listen and respond to your business challenges. At Scm Group North America we analyze your production requirements and provide high technology machine solutions.
With offices in Duluth Georgia, Ontario Canada and Guadalajara Mexico, Scm Group North America coordinates the distribution and support of the SCM product line to woodworking companies of all sizes in the US, Canada and Mexico. As a “full solution house,” Scm Group North America’s goal is to provide customers with a superior return on their investment.
We tailor woodworking solutions to meet each customer’s requirements for capacity and durability, with certified quality standards and the latest advances in woodworking technology. SCM
We offer one of the largest ranges of the best industrial woodworking machinery available in the industry. Whether you are small shop or a large corporation, build kitchen cabinets or architectural millwork, we focus on your individual production requirements to make sure we provide the best solution possible. We are experts in complete and integrated manufacturing facilities as well as individual machines like CNC Wood Routers, CNC Machining Centers, Edgebanding Machines, Panel Saws, Bore and Dowel Machines, Wide Belt Sanders plus an array of single and multi-purpose machines.
We are staffed with professionals backed by strong manufacturing, engineering, and sales backgrounds in the machinery and wood products industry. Our product experts are available to answer your questions about the industry’s most cutting-edge technology, take you on guided and webcam showroom tours and provide live machine demonstrations as well as online demonstrations.
In addition to distributing the most innovative woodworking machines, we provide exceptional before and after-sales support including training, parts availability and technical service. Our onsite showroom offers hands-on machine demonstrations.



What if you could stop a saw blade and prevent a serious injury? That sounds like a really good idea.

Today, that idea is protecting woodworkers in tens of thousands of SawStop table saws in North America and around the globe. We are proud to say that it was our idea, but we are most proud that woodworking is now safer.

Here at SawStop, we make table saws. Our saws, besides being the highest quality and best featured saws in their market segments, feature the ability to detect contact with skin and stop the SSblade in less than 5 milliseconds.

The SawStop story is about a small company with a big idea. The technology was invented by Dr. Steve Gass in 1999, and the business was started by Dr. Gass and three other friends.

In 2004 the first SawStop Table Saw was sold. In the years between then and now, our saws have saved thousands of fingers. The combination of safety, unparalleled design and craftsmanship has made SawStop the #1 cabinet saw in North America.

SawStop is a privately owned company based in Tualatin, Oregon, just south of Portland. We are proud to be 100% U.S. owned and engineered.


Walker Woodworking Custom Cabinets (Shelby, NC) receives Best Of Houzz 2015 Award

Published: Thursday, January 29, 2015 at 09:15 AM.

Walker-WW-Stacked-PNGWalker Woodworking of Shelby has been awarded “Best Of Houzz” for Design & Customer Satisfaction by Houzz, the leading platform for home remodeling and design. The custom cabinet shop owned by Travis Walker has been in business since 1999, building a large variety of custom cabinetry, from small and simple to large and elaborate.

Walker Woodworking was chosen by the more than 25 million monthly unique users that comprise the Houzz community from among more than 500,000 active home building, remodeling and design industry professionals.

The Best Of Houzz award is given in two categories: Design and Customer Satisfaction. The design award is given to the business that was the most popular among the more than 25 million monthly users on Houzz, known as “Houzzers.” Customer WalkerSatisfaction honors are determined by a variety of factors, including the number and quality of client reviews a professional received in 2014. Winners will receive a “Best Of Houzz 2015” badge on their profiles, helping Houzz users around the world who discover and love a professional’s work to learn even more about that business’ popularity and satisfaction rating among their peers in the Houzz community.

Walker Woodworking has built a reputation of quality craftsmanship, service and dedication to bring you the finest materials, latest innovations and very best cabinet designs for your entire home or business.

Walker Woodworking will be at the Southern Spring Home & Garden Show Feb. 20-22 and Feb. 27 – March 1 at the Park Expo Conference Center in Charlotte.



Follow Walker Woodworking on Houzz athttp://www.houzz.com/pro/walkerwoodworking/walker-woodworking

Visit the company’s website at www.walkerwoodworking.com or call 704-434-0823.