Professional Documents
Culture Documents
SUBMITTED BY:
SCOTT MATHIESON
307 CLARKE ST
PORT COLBORNE, ONT
L3K 2G7
Sir,
Locations in the Niagara area preferred, however, all opportunities are of interest.
Thank you,
Scott Mathieson
scottmathieson@cogeco.ca
905 834 9505
SCOTT MATHIESON
307 Clarke St 905 834 9505
Port Colborne, On L3K 2G7 scottmathieson@cogeco.ca
PROFILE
PROFESSIONAL EXPERIENCE
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Consistently met the daily shipping requirements of newsprint for over 200 locations by
engaging and motivating my team. Requirements were met 100% of time and always within
specification
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Adopted a JIT scheduling system for many customers including the Toronto Sun. By
reducing inventories from 15 days supply to 1 day. Generating a savings to the company
and customers of approximately $430,000 per year
.
Led my department team into the ISO9002 and 14000 leading to improvements in our
quality and environmental results. The annual audit results were achieved with no major
incidents.
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Reorganized my department structure and re-enforced safety awareness, resulting in an
improvement in Lost Time Injuries by 50%. Drove Medical Aid claims to almost 0% in 2006.
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Managed a transition to high capacity railcars in 2003 2004. Increased load weights by
20+ metric tonnes per car. Developed new loading patterns to maximize tonnage. Annual
cost savings of $100,000.
Superintendent, Fiber Deliveries, 1992 2001 Thorold
Led a team of 2 salary and 12 wage employees to guarantee the required incoming shipping
quantities and product quality. (Wood chips / logs / recycled paper) Total 450,000 metric t
(ODT) annually. Requirements were achieved 100% of time and within budgeted cost.
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Managed a 115 railcar fleet. Allocated fleet to sawmills in Northern Ontario and Quebec.
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Analyzed the quality auditing process and proved that the current 100% auditing process
could be reduced to approximately 10% significantly resulting in labour and quality control
costs of approximately $200,000 per year.
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Created a system using statistical analysis that would identify customers who were
delinquent poor quality suppliers. (Recycled paper) Enabled us to cut off poor suppliers
permanently or until they showed improvement. Leading to major cost reductions and quality
improvements. That system now in place at all company recycled paper mills.
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SCOTT MATHIESON Page 2
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Managed a team of 6 Professional Foresters and Technologists, 12 seasonal staff and 2
contract logging operations.
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Annual Production 400,000 500,000 cubic meters wood fiber.
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Tree planting 4 million to 6 million seedlings per year
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Aerial Spraying up to 8000 hectares per year. (Plantation tending app)
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Logging road construction 40 miles to 100 miles/year.
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Led the team and required outside contractors to construct up to 100 miles of access roads
including project planning, excavation and working with Provincial, Federal, and local
governments to guarantee project complied with environmental requirements.
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Designed and built a series of sight offices and area headquarters. Overseeing many
contractors of all construction trades. Ensuring compliance to building codes, costs and
timeline requirements.
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Recruited the entire staff including interviewing and hiring of the entire team of forestry
personnel from many areas throughout Canada.
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Designed an automatic Stumpage Scale weighing system which automated the wood
measurement process for stumpage payment at the sawmill in Hornepayne. Eliminated a
manual system saving $100,000 per year in labour. This was the first time this system was
used in practice in the forestry industry in Ontario.
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Organized a joint (Company / Ministry of Natural Resources) project to recalculate the
volumes of wood being loaded on railcars for delivery to the paper mill. Historical data wa
in error, and the new information resulted in substantial annual savings in stumpage fees
paid to the government for many years. Savings = $275,000 / year. I was personally
recognized for this proposal with a large monetary award (1995)