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An Employee-Owned Specialty Publications International, Inc. Magazine
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June 2014 • Vol. 35 No. 6
Human Element Patrick Sweeney of Caliper Corp.
Effectively leading through these tough times
Your Business Clete Campbell Air Technical Industries soars to 50 years
Dean Millius General Manager/Publisher dmillius@MHWmag.com Alva Coffman Account Executive acoffman@MHWmag.com Kathy Regan Editor editorial@MHWmag.com Hobie Wood Production Manager hwood@MHWmag.com Valerie Vorwald Graphic Designer art@MHWmag.com Material Handling Wholesaler: (ISSN # 2155-3467) is published monthly for new and used equipment dealers, equipment manufacturers, manufacturer’s reps, parts suppliers, and service facilities serving the material handling industry. Editorial opinions expressed herein are the author’s and do not necessarily reflect the opinions of Material Handling Wholesaler. All material contained herein is protected by copyright laws and owned by Specialty Publications International Inc.
ADVERTISING CALL 877.638.6190
Creating real service excellence
Dr. Rick Johnson
Columns 10 14
Customer satisfaction & market share
Bottom Line Garry Bartecki Another industrial revolution?
Industry News 32 Nuts & Bolts
36 Shifting Gears
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In the next issue ... John Walker expands on market share growth through aftermarket sales.
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Cover Story Dr. Rick Johnson
Creating real service excellence Nothing short of service excellence will initiate and maintain customer relationship equity, which is the cornerstone of customer retention and increased customer spend. The most successful businesses in any industry are those that maintain relationships through ongoing customer satisfaction earned by meeting changing customer expectations, versus those that focus just on new business and new sales but lose existing customers. Consequently, customer service requires a priority focus on existing customer relationship equity. Customers have become accustomed to receiving “The Ultimate Customer Experience.” If you don’t commit to great customer service, you can be sure it won’t happen. Devote yourself to treating your customers’ right. Develop a company culture that focuses on customer service, and go above and beyond the call of duty.
Relationships with customers are built one step at a time, and the first step is simply getting to know them. Without customers, we don’t exist, customer service is useless and there would be no need for professional sales personnel. Next to employees, customers are the company’s most precious asset. Consequently, customer service must become a core competency. Most companies define customer service a little differently than just sales. The broad definition states that we must not lose sight of the fact that every employee in one way or another is involved in customer service. Sales personnel just happen to be one of the “Front Lines.” As a “customer driven organization” it is important to discuss how you serve your customers. In one way or another, every employee provides customer service.
Build a relationship
Every sales person cringes when they know a mistake has been made and the customer is unhappy. However, statistics have proven that over 75% of customers are understanding and willing to do business continuously with suppliers that show concern and resolve issues fairly, quickly and equitably. A key to dealing with customer complaints is maintaining control of the situation. Use language that shows empathy, understanding and the projection of competence and caring in solving the problem. Make sure every customer service representative is trained on communication and has an understanding of things like:
Psychologists use a term called implicit egotism. Everyone has an ego. One of my very first mentors once told me to let the customer do most of the talking and he will think you are a pretty good sales person. “How can he NOT like you if you just spent forty-five minutes listening to him talk about himself, his needs, his problems and maybe even his wife and dog.” Academically it simply means that people have a tendency to like people they think are like them and are interested in their thoughts and feelings. In the real world of sales this means you must seek to find area’s in common with your customer.
Taboo ✗ ✗ ✗ ✗ ✗ ✗
words that should never be used. No Can’t You Must Policy Joe screwed this up It’s not my job
Words ✓ ✓ ✓ ✓ ✓ ✓
that diffuse. I’m sorry this happened I’ll take care of this I understand why you are upset I’d feel the same way I’ll check into this situation right now We made a mistake — give us the opportunity to fix it
Positive language is a great way to avoid accidental conflicts due to miscommunication. Directing the conversation away from the negative aspects and instead focusing on the proposed solution helps customers accept the situation and reduces the odds that they will be upset.
Ending the phone call Customer service is quite challenging. This is especially true when dealing with customers on the phone. Building a relationship, asking questions to get the customer to talk about themselves while at the same time knowing you have six voice mails waiting and a back-up on order entry can become the biggest challenge faced for even the greatest customer service representative ever born. So ... The ability to “end a conversation” is one of the most critical skills that you can learn, and it is severely underrated. You can’t end the conversation without the customer confident the issue is resolved. In fact you can’t end any conversation that leaves the customer feeling like more conversation is needed. Taking the time to confirm that every issue brought forward has been solved and even their personal desire to articulate feelings has been met is critical in sending them away happy. Let them know: 1. That you care. 2. That you're willing to keep going until you get it right. 3. That they are the one that determines what “right” is. At the same time when you reach that point of understanding don’t ramble. Look for the opening to end the call by confirming your next steps. That is generally a very acceptable way to end a call and leave the customer confident and feeling good.
Customer loyalty must be engrained in your culture Don’t wait until you have a customer complaint to address specific issues that relate to customer loyalty. Listen to your employees. Encourage suggestions, ideas and comments regarding work environment improvements. Make sure communication is crystal clear. Employees need to understand what your expectations are. Believe it or not the vast majority of employees regardless of diversity, religion, background or personal upbringing really want to do a good job. They do want to be held accountable. Ask your employees to find ways in which they can WOW customers when special requests come in. Look to create that ultimate customer experience. A memorable moment in customer service doesn’t have to cost a lot. If customers request something special or if employees notice an opportunity to do something out of the ordinary, encourage them to follow through. That extra effort goes a long way in creating customer loyalty.
Create a customer service score card The majority of distributors and manufacturers that I have talked to over the past twenty years have said to me (and with a straight face) that they are customer driven and service excellence is one of their core competencies. REALLY ... And by whose definition are they so good. Typically it’s their own. In reality, if the customer is asked their opinion, on average over 75% of the customers would disagree. Rating your customer service based or self-imposed standards based on what you think can be very misleading. In fact, what you think isn’t even relevant. It’s what the customer thinks that really
Follow up with customers Cyber space, the smart phone, e-mail and the internet have created somewhat of a crutch for the lack of personal contact in today’s world. You would be surprised how grateful some customers are to actually get a personal note of thanks or followup these days that doesn’t come in the form of an e-mail or text message. In today’s digital world, a handwritten note can mean a lot to not only new customers but existing customers as well.
Invest – create and embrace a service excellence culture Creating a service excellence culture is fundamentally important for building a business that customer’s love. The quality of your service will never surpass the quality of those who provide it. If you plan on out-servicing the competition, plan on investing heavily in the team, tools and tactics to deliver. Service excellence is not guaranteed regardless of company mottos, promotions or any other marketing strategy. Service excellence is created by the employees. Make the investment in continuous training of your employees and provide real incentives for them to build relationship equity which in turn will result in customer loyalty. Don’t just hire warm bodies even though there is a shortage of candidates. Consider a recruitment incentive for current employees to recommend candidates. Look for potential, pay a little above market and make sure your managers are trained in leadership and continuously work on their people skills.
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matters. Internal data is important but you can’t only be guided by data. If your measurements are wrong, misguided or not relevant you are wasting your time. Getting feedback from customers through surveys, focus groups and individual sales representative allows you to get a handle on what matters to them and whether or not you are delivering it. Reach out to your top twenty customers, conduct user tests and create follow-up emails that ask for candid responses. Take the time required to complete a focus group that is facilitated by and independent party.
Walk the walk Do your leaders and managers practicing what they preach? The key to delivering service excellence is to create a focus on customers that permeates all levels of your business, from your management team down to the frontline players who deal directly with customers. Make sure supervisors, managers and yes even members of the executive team are performing the way they expect employees to perform. Your primary competitive advantage lies in the hands of your employees. They are the ultimate amenity. You must recognize that and be proactive in leveraging it. If what you are selling is really good but your employees don’t embrace the customer loyalty concept eventually you will lose because the competition that recognizes the role the employees play in customer loyalty and retention will take your business. Dr. Rick Johnson is the founder of CEO Strategist and a veteran of the wholesale distribution industry with more than 30 years of executive management experience. Sign up to receive “The Howl” a free monthly newsletter that addresses real world industry issues. Straight talk about today’s issues. E-mail firstname.lastname@example.org to learn more or to arrange to have him speak at your next event.
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RC3020-40 PE3520-60 7FBCU25 7FBCU32 RR5220-45 7HBW23 7FBCU30 7HBE30 7FGCU70 7FBCU30 7FBCU30 7FGCU45 7FGCSU20 7HBE30 7FBEU15 8FGCU32 8FGCU32 7FGCU35 8FGU25 7FDU35 8FGU30 7FGCU30 7FGCU35
281 RENT AS IS S/S CHASSIS ONLY INSP/3517 27X48 RENT AS IS CHASSIS ONLY INSP/2200 276Q RETAIL AS IS S/S CHASSIS ONLY 187 RENT A S/S CHASSIS DO NOT BUILD SEE FOLDER 210 RETAIL A S/S CHASSIS ONLY 27X36 RETAIL B CHASSIS ONLY PN 187 RENT A S/S CHASSIS ONLY BENT SEE FILE 27X48 RENT AS IS CHAS ONLY INSP/3828 219 RENT B SSFP 89” CARR INSP 187 RENT A S/S CHASSIS ONLY TN 187 RENT A S/S CHASSIS ONLY BUILT FORKLIFT-25 NORBORD 189 RENT B S/S 4 WAY HYD 27X48 RETAIL READY A CHASSIS ONY 240Q RETAIL B S/S TN PN CHASSIS ONLY 187 RETAIL A S/S TN PN 187 RETAIL A S/S TN PN 240Q RETAIL B BSC 189 RETAIL T2 S/S TN PN 179V RETAIL A 76”S/S DUAL DRIVE TN 147V RENT B 2 WAY NO HOSE INSP/3100 GASOLINE 198 RENT B S/S BUILT 240 QUAD BCS
Year 2000 1994 2006 2001 2003 2006 2007 2006 2007 2007 2007 2007 2002 2005 2008 2008 2008 2008 2008 2009 2008 2006 2008
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Aftermarket John R. Walker
Customer satisfaction & market share Customer service (satisfaction) is an attitude that must be displayed by every employee within the dealership. It is not a separate department. It is the whole dealership. Worldclass customer service requires that everyone provides superior customer service to the dealership’s expanding base of customers. There is no room in any organization for those who believe that the customer is the enemy! It is the basis of everything we do to please the customer(s). In many cases it is the simple things. This past week I had a 6:30am flight and at 5:00am I was seated in a Wendy’s Restaurant at the Charlotte Airport. A young employee walked into the eating area and waited a second or two to get the diners’ attention before she proceeded to thank everyone for having breakfast at Wendy’s that day, and she hoped that they would all return the next time they were in the Charlotte Airport. WOW! Was that an impressive gesture! They all had a smile on their face, and I am willing to bet that the next time anyone of them sitting in that area came back again at 5:00am, they would be looking forward to visiting Wendy’s. Ask yourself this question: How many of your managers, how many of your employees take the time and/or effort to do the same thing with your customers? How many service managers have picked up the phone and thanked their customers for their
business? How many of your parts managers have taken the time to send a note to their customers thanking them for their business? Customers and prospective customers are the absolute life blood of any equipment dealership. There is little chance for survival in today’s market place for an equipment dealer without a culture of customer satisfaction. This culture must be expressed by everyone within the dealership, from the receptionist to the president. No one is exempt from the development of a strong and loyal cadre of customers. This includes everyone: technicians, truck drivers, administrative employees, counter people, sales personnel, managers, owners, everybody! The term market share is the loosely worded formula which measures the performance of a particular dealer’s unit sales in that dealer’s given area of prime responsibility, versus the like units being sold by the dealer’s competition. Herb Kelleher of Southwest Airlines is quoted as saying; “Market share has nothing to do with profitability. Market share says we just want to be big and we don’t care whether we make money doing it!” We strongly recommend to any dealer who is interested in increasing market share to become a student of customer satisfaction, which develops customer loyalty and customer retention, which provides market share.
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Aftermarket Over the years, market share has become the sword that manufacturers hold over dealers’ heads if they want to continue selling the manufacturers product. We contend that this does not have to be. If manufacturers would be patient and work harder with their dealers to develop a culture of customer satisfaction, then market share would follow and the dealer would see the profit opportunities necessary for them to grow and survive. Industry surveys have indicated that in the equipment market, customers and potential customers are willing to pay a bit more for a product if they can be assured that they will be treated as a customer, and that they will see a continuation of this culture after the sale has been consummated. Just recently we witnessed a major manufacturer’s commitment to this cultural change and we truly wish them well! We have studied and read customer surveys performed by the equipment industries for well over 40 years. Despite all the seminars, books and discussions on customer service, indifference continues to lead the list of reasons why customers continue to leave one supplier for another. Indifference can be defined as an attitude of not caring. So where do we begin? Superior customer service develops strong customer satisfaction. Customer satisfaction is how the customer views their relationship with the equipment dealer. It is what makes the customer want to come back time and time again for the dealer’s superior service. Customer satisfaction is a genuine feeling that the dealer does care after the sale has been made. Customer satisfaction is a caring attitude expressed by the dealership and all the dealership’s personal toward the customer.
Customer retention is earned through customer satisfaction and builds customer loyalty toward the dealership. Listen-up manufacturers: Customer loyalty builds market share! It has been estimated that equipment dealers spend six times the amount of money to capture a new customer, versus what they spend in keeping that same customer loyal to the dealership. Is the equipment dealer’s emphasis misplaced? Customer retention means financial success for the equipment dealer. Losing a customer carries a cost five times the annual value of that customer’s yearly account to the dealership. We have always maintained that how you satisfy the customers’ needs after the sale determines customer retention. I will use the words of an equipment dealer I believe is a true world-class dealer. He states that the dealership’s major reason for success in customer retention and loyalty is: “Hire people with a customer focused attitude and then help them to continue the development of this attitude through encouragement, praise and training.” He points out that most dealers hire people that can do the nuts and bolts side of the position very well, but some dealers never ask a potential hire what does world class service look like to them? The dealer goes on to say that you can train people on what a culture of customer service means, but to be the best it must be part of the prospective hire’s character. How many times in the last five to ten years have we written that the department with the greatest opportunity for increased sales and the greatest opportunity for increased profitability is the service department? At the same time that we are writing or discussing this with dealers we are also pointing out that service generally provides the dealership with the lowest contribution to total sales.
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Aftermarket When a dealer is hiring or replacing a service manager, the greatest concern should be finding an individual with people skills who understands how to provide customer service to the dealership’s customers, and at the same time develops a customer service and satisfaction culture throughout the department. Many times in discussions with equipment sales personnel we ask why they don’t discuss the dealership’s ability to provide quality service to the customer. Understand that the customer’s number one concern when buying a piece of equipment is his concern about - unscheduled down-time! Customers want to know that your dealership is going to be there for them after the sale. Surveys consistently express the fact that customers want to know that their equipment is going to be fixed right, the first time, on time and at a competitive price! Unfortunately, too many times the sales person replies to our question by saying figuratively: “I’m not sure I want to tell a customer we can do that because I am not sure our shop can perform at that level!” With this reply, remember what was said on the Apollo 13 flight: “Houston, we’ve got a problem!” As we said at the beginning ... customer satisfaction, customer loyalty and customer retention, all lead to the equipment dealership’s financial strength and to those so loved words manufacturers like to throw at dealers: increased market share. All are interrelated to that single phrase: customer service!
Those equipment dealers who have achieved world class service status recognize that customer service is not a department. It is everyone from top to bottom within the dealership work-ing together to create that culture that defines true customer satisfaction. Special offer to readers: Recently we pulled out fourteen articles we have written over the years covering customer satisfaction/customer service. All of these articles were gathered together in a separate manual entitled: AMS’s Customer Satisfaction Articles. We are offering this manual to our readers at the special price of $19.99. Simply e-mail your request for this publication, stating your name, your dealership and your dealership’s location, as well as your product line, and the document will be sent via email to you along with an invoice in the amount of $19.99, which you will pay after the material has been received. If, after receiving the materials, you are not satisfied, simply e-mail us telling us of your dissatisfaction and withhold any payment whatsoever … simple enough? Our email address is: email@example.com John R. Walker is president of Aftermarket Services Consulting Co. Inc. E-mail firstname.lastname@example.org to contact John.
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Bottom Line Garry Bartecki
Another industrial revolution? Is there any doubt we are engaged in another Industrial Revolution? I think not. There have probably been at least two prior IR’s, with the most current similar to what is going on in China where they are attempting to bring the rural citizens into the cities to work in factories and other industries so they can improve their standard of living and spending levels. The US kind of had that worked out until we allowed our manufacturing base to disappear overseas now leaving us in a lurch with so many under and unemployed with not many manufacturing jobs to be had. It appears we are more data driven and technology oriented leaving a great many employable people without the skills to make a living in this economy. The Fed can stimulate until they are blue in the face because they are pushing on a string that is going nowhere. I have personally talked to many lenders who tell me they have cheap money to lend but they can’t find any takers. It seems the US is on the cusp of some major changes if we hope to generate income growth for our workers. Schooling has to change, training has to be more available and job specific, funding for entrepreneur’s must continue without all the red tape, and the government has to just get out of the way and let these small businesses fight their way into profitability. So how about you and your material handling dealership? Are you coping with this continued slow, slow, slow recovery?
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If you watch the financial channels you keep hearing about how many public companies are getting their earnings increases by doing more with less. Let’s see, more with less. Less what? Probably less investments, less overhead and less personnel cost. And, you can just bet on it that once they learn how to achieve these profitable results with “less” they are not going back to their less efficient ways. So when was the last time you sat down to review your financial statements to see if you are doing more with less? In this day and age I suggest you do it at least quarterly to see that your margin dollars are growing faster than overhead and expenses and that you keep what you earn by avoiding investments that offer less than your minimum ROI requirement. I keep hearing that any increase in your top line these days is going to come at the expense of your competitor, because there is not much new business out there to get. What that means is you have to do more with less and at the same time be good enough to keep your current customers and be even better to snare some from your less efficient peers who are not properly running the store. When you add this all up you can see what is going to happen. Top managers are going to profit with less, increase their absorption factor and be efficient enough to offer very competitive terms to their prospects and follow up with service that is better than average. Are you in that category? If not, you may be in for a very tough ride. Margins slipping, operating results slipping, cash flow disappearing, problems with OEM’s and finally bank covenants being missed that bring out the work-out crew. The point here is this is going to be a very slow recovery until we start reshoring our manufacturing base because of our cheap energy supplies and weaker dollar. Thus every company out there needs to be able to wait it out and figure out how to do by more with less. The required changes will start with systems and procedures, to make your company more efficient, followed by offering superior customer service throughout the organization. If you can get the computers to replace man hours and have an ample supply of tech trainee’s on hand and enough service vehicles to be able to keep downtime to a minimum, you may have a chance to show up the competition and sign up some new business. I spend a few days a week working for an 800 unit rental company and the CEO says “This is the year for the big comeback, and the folks who have the inventory and superior service capability are going to be the ones to control their market.” So what did he do? He didn’t go out and buy more rental equipment; he went out and ordered a bunch of new service vans and delivery vehicles to meet the contractor’s needs. And guess what, it is working. Our next industrial revolution is coming and you are in the middle of it whether you like it or not. Think it through and I believe you will find that the place to be is with superior customer service whether you are talking sales, product support or rental. Garry Bartecki is a CPA MBA with GB Financial Services LLC. E-mail firstname.lastname@example.org to contact Garry.
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Human Element Patrick Sweeney, President, Caliper Corp.
Effectively leading through these tough times How can individuals who are aspiring to rise through the leadership ranks of your organization make a real impact? In many ways, it can take the flexibility of an acrobat. If high potential individuals maintain the status quo, their leadership skills won't be recognized. If they rock the boat, others may feel threatened and try to subvert them. Identifying and developing individuals who have the potential to be leaders in the future is one of the most important challenges facing leaders today. What is it that enables someone who has real potential to make it to the top? It is more important now, than ever before, for leaders to know the answer to that question because we are all competing in a game where the rules are changing at lightning speed. The last year is one that none of us will ever forget. If your company is like most, you had to shrink to squeeze through the eye of one of the worse storms we have ever come across in our lifetime. And you had to learn how to compete on a completely new playing field. Your competitors are no longer in your neighborhood or on the other side of town. They are on the other side of the world. And they are awake as you try to sleep. As leaders, we’ve all had to learn how to scramble to keep things afloat, while also ensuring that our top performers remain engaged, so that they are not tempted to jump ship. Yet, ironically, most organizations still have a tendency to dismiss, if
not completely discourage, potential leaders. Why is that? Often, it is because we are too busy to focus on what is truly important. Beyond creating a compelling vision for the company's future, leaders need to recognize the potential in future leaders. Then, they need to mentor, coach and develop those who have that potential; they then need to give them increased responsibility, early and finally, they need to realize that a very different type of leader may be needed for tomorrow than exists today. There are three very important things that leaders must be able to do in these very tough times to develop leaders around them. First, they need to know their people; then they need to replace fear with confidence and then they are ready to create a culture of collaboration.
Know your people First and foremost, leaders have to know that they can only become truly effective by coming to terms with and realizing that they cannot be all things to all people. It is impossible. Who even thought of it? The key is to know your people and to understand who you have on the team, and to surround yourself with people who you get – and whose strengths you can depend upon. Don’t focus on what you don’t have. Focus on the strengths of your team and build upon them. Think about it this way: If you were to describe your team’s personality in one word—what would that be?
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Human Element Are they empathic and compassionate or are they competitive and hard driving? Are they organized and structured or are they flexible and spontaneous? Persuasive? Persistent? Goal-oriented? Resilient? Focused? Once you identify the quality that distinguishes your team, you want to focus on who stands out and why. You want to drill down and know what each individual brings to the team. What is each person best at? How can you help them leverage their particular strengths? Who are the planners? Who are the implementers? Who shines through as a potential leader? This evaluation process will provide you with enormous knowledge, which is extremely powerful. Because once you know what your team personifies and how they work together, you will be able to determine the qualities that distinguish your top performers on that team. And focus on how you can help them become the leaders to which they aspire. Doug DiVello, a vice president at Central Maine Medical Center, describes trust as being central to establishing a real team – and understanding what distinguishes their top performers, and those who have the potential to be leaders. “Successful leaders start off by identifying, developing and surrounding themselves with a very capable team. Then they let them know that they truly trust them. Only such a leader, with such a team, can meet today’s challenges head on.” Knowing the strengths and limitations of the individual members of your team, and how they work together, is the only way a leader can delegate and build upon the strengths of each individual in the tea,. As DiVello says, “Staff respects their leaders if they know that trust exists, and by delegating appropriately to
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staff, a leader is able to develop a stronger relationship with each individual and with the entire team.” But real wisdom doesn’t just come from knowing your people—it also comes from leaders knowing themselves. As a leader, you need to know what you are capable of. And what you struggle with. Then you need to find ways to compliment your deficiencies, through the talents of individual members of your team, and by delegating projects to the right people. “To be honest, we have to look ourselves in the mirror,” says DiVello. “We have to recognize our shortcomings, but we also have to vocalize and verbalize that those vulnerabilities are there. And it’s very difficult for people in positions of leadership and authority to admit that they’ve got areas of weakness. But it is extremely important to them and to their organization.” Great leaders know who they are, and they acknowledge that every single person that they surround themselves with has a positive role to play. As a result, they are better able to build a team – and future leaders – who complement each other, and lead to the future. In many ways, the most difficult part of that entire process is for leaders to open up, show who they are – not just their strengths, but their vulnerabilities – and to truly connect with the team of future leaders they surround themselves with.
Replace fear with confidence After establishing a significant level of trust in the organization, a leader’s next role, particularly in these daunting times, is to replace fear with confidence. This means focusing on the right messages and, perhaps, changing those messages because the old messages don’t work anymore. Gerhard Gshwandtner, founder and publisher of Selling Power, says. “As leaders, we are merchants of hope. We need to create new scenarios and new possibilities. Now is not the time to crawl under your desk and complain about the dire situation in the world. The world is not coming to an end.” We need to let everyone know that we believe in them, that we believe in the future, and that we see a way around the corner. What do top performers and potential leaders really want in a time of crisis? They want confidence from their leaders and belief that they can help bring about real change. They want to know that they can believe in who they are following. And if your top performers and potential leaders don’t feel that from you, they will seek it elsewhere. How can leaders come through on that promise? “It’s time for leaders to really know their people,” Gshwandtner adds. “Once leaders truly know their people, they are able to create motivational incentives. So people can, then, move confidently in the direction of their dreams with the company that they’re working for. Because they know that their leaders understand what they dream about. A great, enlightened leader creates meaning for everybody.”
Collaborate Once leaders understand their own strengths, know the capabilities of their top performers and future leaders, and replace fear with confidence, they are ready to establish a culture of collaboration. Skip Cimino, the CEO of Robert Wood Johnson University Hospital, approaches leadership not only from a perspective relevant to healthcare, but also from a big-picture
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Human Element vantage point. In difficult times, such as these, resources are limited, and collaboration, he underscores, is a necessity. “The issue of having to do more with less is paramount. I don’t look at it from a command and control perspective. I have invited the input of every level of our employees in the process of dealing with reductions in resources and how to better deliver service.” So how has leadership changed? Certainly leaders are approaching their people and situations much differently than they would have two years ago. So what is most important for leaders to understand? It is all about leaders being able to understand themselves, and their people—being able to motivate and engage them. “It’s all about teamwork,” says Cimino. “It’s not about the leader standing in front of the pack. Yes, your responsibility is to help lead, shape, guide and direct. But you can’t do that as an individual. It takes lots of people working together to make it happen.” And that’s where true leadership comes in - recognizing the strengths and potential in others who can become the next leaders. One of the most important aspects of effective leadership is the power to set a positive, optimistic tone. You have to show that you believe in the people that you surround yourself with. Allow them to make mistakes. And that only comes from creating an environment where trust exists. Leaders need to surround themselves with a team who are comfortable expressing their very different opinions and perspectives. Otherwise, all they are creating is a sounding board. Truly effective leaders are able to encourage conflicting opinions, while creating collaboration. Leaders have the drive within themselves to motivate people, set a positive tone and engage feelings of confidence in times that seem otherwise. Cimino adds, “Driving positive views enhances satisfaction among those you are working with. And, if you enhance satisfaction in everyone you
are working with, you ultimately enhance satisfaction among your clients.” And that is where the true value lies.
Bringing it all together Great leaders are able to express their vision in a way that is compelling, and, most importantly, to surround themselves with people who embrace that vision and want to grow to make it real. The best leaders reinforce the beliefs of the top performers and future leaders they surround themselves with, communicating effectively, sharing who they are, replacing fear with confidence, and building meaningful relationships that lead to true team building. And the pressure to come through on that promise is on now, like never before. So, in essence, as a leader during these tough times, your focus needs to be on setting a confident tone, keeping your top performers engaged and replacing anyone who doesn’t have what it takes to step up to the challenge. Leaders owe it to themselves and their company to retain only those people who are – or have the potential to be top performers. Connect with them. Build strengths around them. Engage them to exceed expectations. And make sure that each of your top performers knows that they are truly valued, that you understand them, and that they are your future. About Caliper - For nearly half a century, Caliper has been helping companies achieve peak performance by advising them on hiring the right people, managing individuals most effectively and developing productive teams. The accuracy, objectivity and depth of our consulting approach enable us to provide solutions that work for over 25,000 companies. To find out more about how Caliper can help you identify and develop people who can lead your organization to peak performance, please visit us at www.calipercorp.com or call us at 609-524-1200. Email email@example.com to contact Patrick.
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In 1986, in a little building off of State Line Road in Hatboro, Pennsylvania, an industry legend was born. Harry S. Gretz started Transamerican Equipment, Inc. with a credit card and sheer determination. With over fifty years in the industry, Harry created a powerhouse in the material handling industry. Transamerican Equipment and the name Harry Gretz are synonymous with quality and integrity. And so it is with mixed emotions that we announce the retirement of Harry Gretz, effective March 31, 2014. We wish Harry all the best in his retirement (although we are secretly pleased that he will continue to be an active part of Transamerican Equipment and Trans-Rental in his newly accepted role of consultant).
In addition to building the industryleading Transamerican Equipment, Harry also successfully groomed his protĂŠgĂŠ to take the reins of the family business. We are pleased to announce that Brian F. Gretz has accepted the role of President for Transamerican Equipment. With over twenty years in the industry and a mighty fine mentor, Brian is excited to guide Transamerican Equipment through another 50 years of success that clearly defines the industry standard.
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Sales Trends Dave Kahle
Astute planner Here’s one of the foundational principles for sales success: You’ll always be more effective if you think about what you do before you do it. Can you imagine a football team not creating a game plan or not practicing before the big game? Can you imagine a musician not preparing a piece of music before the recital? Can you imagine a politician not practicing the big speech? Or a doctor not reviewing the x-rays and the procedure prior to a major surgery? Or a lawyer barging into a case without having planned it? The answer to all these questions is, “Of course not.” In every event of any importance at all, professional, effective human beings plan and prepare beforehand. It’s an essential step toward success. The same is true for sales people. If we think about what we do before we do it, providing we think about it in the right way, we’ll significantly improve our performance. Unfortunately, many sales people are often guilty of the same mindset that provided this speaker an excuse for his lack of concern and preparation. Our intuition and incredible spur-of-the-moment, ad-lib skills will get us by. WRONG! You have a great treasury of wisdom and insight that you’ve acquired through a rich set of life experiences. Much of that wisdom and insight can be directly applied to your sales job, if you will only tap into it and use it. Of course you’ll be able to tap into some of that accumulated expertise on the spur of the
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moment, but you’ll be far more effective if you take the time to tap into it before you get into the situation. If you’re going to be effective with this hat, you’ll think about what you do before you do it – you’ll think about every telephone call, every sales call, every customer, every presentation, every interaction with your customers and prospects. Yet it’s not enough to think about what you do before you do it, you must also think about things in the right way. Good planning is a matter of asking yourself the right questions, and then answering them with detail and precision. An amazing thing happens when you ask yourself questions – you think of the answers! What sounds so elementary is really a powerful key to unlocking your success. When you ask yourself a good question you stimulate your thinking. For example, you could ask yourself, “What are the three most effective things I could do to improve my sales performance?” That question would prompt you to analyze your performance, develop some possible changes in your behavior, and then select three that appear to be the highest priority. That’s a very worthwhile set of thoughts. And they were prompted by the question you asked yourself. While this is just one example, the principle is incredibly powerful. Learn to ask yourself good questions, and you’ll think more effectively.
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Sales Trends It follows, then, that if you want to think well, you need to ask yourself the best questions. For example, you could ask yourself the question, “What are all the things that the customer will not like about me in this upcoming sales call?” Ask that question, and your mind will dredge up all the flaws and faults you’ve filed away in your memory. That’s probably not the most effective way to prepare for a sales call. After thinking about that question, you’re liable to be depressed and discouraged. Rather, you could ask yourself the question, “What are two or three things I could find out about the customer that would uncover things we have in common?” Think about the answer to that question, and your mind will dwell on your customer, not yourself, and focus on finding common ground in order to build a relationship. Which of those two questions will be the better one for you to ask yourself prior to a sales call? The answer is obvious. But the point is this – if you’re going to adequately prepare and plan for your sales interchanges, you need to ask yourself the right questions. When you ask yourself the right questions, you think in the most effective way. In order to implement this principle, you’ll need to master two basic processes. Each of these processes is really a series of questions, asked in a certain sequence. Master these two processes, and you’ll master the first hat, astute planner. You’ll gain a competency that will serve you well the rest of your working life.
The processes To implement this principle and acquire the power of the first hat, you’ll need to master two processes: The prioritization process, and the planning process. The prioritization process is used to help you make good decisions about where to spend your time, about what to plan. There is just not enough time in the day for you to plan everything. So, you must first prioritize those things that are important enough to plan. You then follow that up with the planning processes. You’ll find that you use the two together. The planning process is a matter of asking a set of seven questions of yourself, asking them in the right sequence, and then answering them in writing. The resulting written answers become your plan. You can use this process to plan anything worth planning – your territory, your approach to key accounts, each sales call, your month, your week, etc.
Here is each step and the seven questions to ask: Step one. Start with a goal. Ask, "What's the objective?" Always, the first step in the creation of a plan is the identification of the purpose of the plan. If there is no purpose, why have a plan? The purpose of the plan is your objective. Regardless of what aspect of your 24
business you’re working on – planning a sales call, developing a strategy for a key account, organizing your territory, creating a plan for a new product line – you must begin with an answer to this question. In order to illustrate each of the steps of this process, we’ll identify a situation and then work through it step by step. Let’s begin by setting a personal, financial goal. While sales is a fulfilling, challenging career, most of us wouldn’t be doing it if we didn’t get paid. To some extent, our sales success is a means to an end, not an end in itself. And that end is our financial rewards. So, let’s focus on your personal financial goals. Let’s say you’re going to select an objective with which to begin the planning process, and that objective is, "To make $75,000 in the next calendar year." Step two. Assess the situation. Ask, "What's the situation?" This step requires you to describe, as accurately as possible, the current situation as it relates to the area about which you're thinking. Let's consider our objective from above. You’ve decided you want to make $75,000 next year. So, you describe the salient aspects of your current financial situation like this: You have a salary of $50,000. You’re paid a commission of ten percent of all sales above your quota. Last year you had a quota of $750,000 and just made it. This year your quota is $850,000. To achieve your goal, you’ll need to do considerably better than last year. You’ve just described your situation.
Congrats to our $5,000 scholarship winner! Brian Duane Bellin
University of Wisconsin – Superior The Material Handling Education Foundation, Inc. is pleased to introduce you to the student who has won the Howard Bernstein Industrial Distribution Scholarship, sponsored by TEKLYNX, Material Handling Wholesaler Magazine, AK Material Handling and CMH Services for the 2014/2015 academic year. Mr. Bellin is a rising senior at the University of Wisconsin – Superior majoring in Transportation and Logistics Management with a concentration in Supply Chain Management. His grade point average is 3.538. Brian plans to obtain Certified in Transportation and Logistics (CTL) and upon graduation, enter the workforce. Brian would like to eventually obtain a Master’s degree. He would like to work for a multi-national company focusing on international logistics and the global supply chain. Material Handling Wholesaler is proud to be part of the Howard Bernstein Industrial Scholarship program. To become a donor or to apply for future scholarships contact MHEFI’s Donna Varner at DVarner@mhi.org or 704-714.8731.
The Industry gives back with The Material Handling Education Foundation, Inc. (www.mhefi.net) is an independent charitable organization that was established in 1976 with a mission to promote the study of material handling, logistics and supply chains by exposing students and educators to the industry through financial support. Since 1976, more than $2 million in scholarships and grants have been awarded to students at 76 colleges and universities. Scholarship awards range from $1,500 to $9,000 and are made up of funds from the Foundation and the Howard Bernstein Industrial Distribution
$174,114 in scholarships! Scholarship Program. Eligible programs of study are Industrial, Mechanical, Electrical and Civil Engineering, Engineering Technology and Computer Engineering, Computer Science and Business Administration with an emphasis in production management, industrial distribution, supply chain and logistics. To learn more about donating to the Material Handling Education Foundation or to apply for future scholarships contact Donna Varner at MHEFI at 704-714-8731 or email@example.com
This year’s scholarship winners are: •
Crane Manufacturers Association of America Honor Scholarship - $9,000 - Qihe Zhao University of WI - Madison
Rack Manufacturers Institute Honor Scholarship $6,000 - Austin Buchanan - Texas A&M
Tompkins International Honor Scholarship $6,000 - Connor Mojo - Oklahoma State
Howard Bernstein Industrial Distribution Scholarship sponsored by Toyota Material Handling USA - $5,000 - Ellie Fisher University of Louisville
St. Onge Company Honor Scholarship - $2,500 Sage David Childs - Montana State
Ridg - U - Rak Honor Scholarship - $2,250 Neal Lofgren - Maine Maritime Academy
Hoist Manufacturers Institute/Monorail Manufacturers Association Honor Scholarship $2,064 - Kyle Neely - Kansas State
Frazier Industrial Honor Scholarship - $5,000 Leily Farrokhvar - Virginia Tech
Howard Bernstein Industrial Distribution Scholarship sponsored by Transamerican Equipment - $5,000 - Joshua Farrington Auburn University
Howard Bernstein Industrial Distribution Scholarship sponsored by Atlas Companies $5,000 - Alexander Shuster - Clarkson
Howard Bernstein Industrial Distribution Scholarship sponsored by TVH Americas - $5,000 - Daniel Anderson - Oklahoma State
Automatic Guided Vehicle Systems Honor Scholarship - $2,000 - Merve Ozen - University of WI - Madison
Howard Bernstein Industrial Distribution Scholarship sponsored by TVH Americas - $5,000 - Sam Cannon - Oklahoma State
Conveyor & Sortation Systems Honor Scholarship - $2,000 - Joshua York - Michigan State
Hanel Storage Systems Honor Scholarship $2,000 - Wenlong Gong - Texas A&M
Order Fulfillment Solutions Honor Scholarship $2,000 - Jonathan Moreau - Universite Laval
Seizmic Inc. Honor Scholarship - $2,000 Keri Cromwell - University of Louisville
Steel King Industries Honor Scholarship - $2,000 - Emily Wellborn - University of OK - Norman
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Sales Trends Step three. Identify the obstacles. Ask, "What will hinder me from achieving the goal? Identifying obstacles is a powerful step in the planning process. This step alone will give you incredible confidence and positive power to achieve your goal. As always, you just think the question in as much detail and precision as possible. The resulting answers to the question form the next step in the planning process. In the example, let's say that you have identified these obstacles: • Only three of your current accounts are growing. • Two new competitors are active in your territory. • There are a lot of changes going on in your market. Step four. Identify your strengths and your resources. Ask “What do I have available to me that I can use to accomplish my goal?” Soberly consider your strengths and your resources. What do you have on your side? Do you have some personal skills that you can apply? Has your company provided you some helpful tools, strategies, or competitive advantages? Is there something working in your favor? In our example, let’s say that you may have a hot new product line, a commitment on the part of your credit department to loosen the rules a bit and speed up the creditapproval process, and you have your boss’s verbal assurances that she’ll do everything in her power to help you penetrate those large accounts. Step five. Create an overall plan. Ask, "How am I going to accomplish my objective?" This is the heart of the process. Now, you must consider the best way to reach your goal, taking into consideration the current
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state of affairs, the obstacles you must face, and your strengths and assets. In our example, let's say you write the following plan. 1. Focus my time on high-potential accounts, expanding the business in “A” accounts by 50%. a. Get the boss to negotiate with the corporate office for some favorable terms and concessions. b. Push the new product line aggressively. 2. Acquire five new accounts. a. Use the new product line as a door opener. b. Get the credit department to approve some of the formerly marginal customers who may be having a difficult time buying from my competitor. Step six. Identify the materials and tools you'll need. Ask, "What will I need?" In this step, identify all the tools and materials you'll need. In our example, for instance, you might say that you need: 1. Some forms to help identify the highest potential accounts. 2. A list of high-potential prospects. 3. All the usual sales aids. 4. A bunch of new credit apps 5. Some literature and samples of the new line. Step seven. Create a detailed action plan. Ask "Specifically, what steps should I take?" This requires you to think very specifically, and to create a to-do list that precisely identifies each of the steps you'll need to follow, to put them in sequence, and to assign a deadline completion date to each. In our example, we've arrived at a skeleton plan for the first half of our overall plan. Although the final plan would be more detailed than this, the example below is designed to simply illustrate the process: 1. Focus my time on high-potential accounts, expanding the business in “A” accounts by 50%. a. Identify who those are. 1) Collect some good information using an account profile form. Jan.15 2) Discuss the results with the boss. Feb. 3. 3) Agree on the top 20% Feb. 1 b. Get the boss to negotiate with corporate for some favorable terms and concessions. Feb 15 c. Push the new product line aggressively. 1) Make appointments to collect info in each of them. Feb 15 2) Have initial presentations made in each. March 15 3) Push forward on demonstrations /evaluations as appropriate. When you've finished this simple seven-step planning process, you will have created the best plan you're capable of developing. You now have in place a specific strategy for accomplishing your goal, along with a checklist of tasks and dates by which to measure your progress. You created that plan by following the seven-step planning process, asking yourself the questions and answering them in writing. The planning process will work for any aspect of your job. Discipline yourself to use this process, and you’ll be well on your way to becoming a master of this powerful skill. Dave Kahle has trained tens of thousands of distributor and B2B salespeople and sales managers to be more effective in the 21st century economy. He’s authored nine books, and presented in 47 states and eight countries. Sign up for his free weekly Ezine or visit his blog at www.davekahle.com. E-mail email@example.com to contact Dave.
Your Business Clete Campbell
Air Technical Industries soars to 50 years The International Space Station orbits Earth from 210 miles above its surface, studying the planet and the solar system's biological present and future. The world's most important artificial satellite is outfitted with parts lifted into place by Air Technical Industries. A company that launched as a modest endeavor in blue collar Mentor, Ohio in 1964 is now a cutting edge enterprise that cranks out more hits than Derek Jeter. From the ISS to major power plants to banks to the U.S. Military to mom and pop small town material handling companies, ATI is meeting the needs of an extremely large and varied assortment of American and international companies. Not bad for a 40-person company that was just a big dreaming upstart trying to get a foot in the door of an extremely challenging and competitive industry 50 years ago. The great companies never stop thinking, never stop working to deliver a higher performance product and deliver better service for their customers. ATI epitomizes a company that never stops trying to become better tomorrow than it is today. ATI's product catalog is thicker than the phone book and measures over 2,000 products. This year, ATI is celebrating 50 years of innovative solutions.
“I would attribute the continued success over the years to two related factors,” ATI vice president Vida Novak said. “One is that we are open and flexible with our customers. We are 'YES' people. If a customer has some special requirements or wants changes made to our specific product designs, we are happy to modify or customize anything to fit the customers' specific needs. “The other factor is the continuous development of new products. We are always coming up with new ideas, new products, new markets, and this has helped us keep up with the times. This is proven by the fact that more than 50 percent of our current sales are for products that we have developed over the past 10-15 years.” ATI's product research and service departments do take a day off here and there. But the lights never really go off in this extremely forward-thinking company. “Even our prototypes have a backlog and we have quite a few unrealized dreams that may yet come to fruition,” Novak said. The ATI formula for success merges the latest technology and the newest equipment with dedicated personnel to produce some of the material handling industry's finest equipment. ATI's work can be found in the most unique of places. The Fort Worth National Bank was constructed with the help of ATI's Super-Master Floor Crane with a Man-3000 manipulator.
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Your Business When the U.S. Military needed help for the integration of a helicopter blade testing system, it called on an ATI gargantuan tandem scissor lift table designed specifically for the job for assistance. The original Zero-Low Scissors Lift Table hit the market in the early 1990s and took the company into a new orbit of success. Novak calls the Zero-Low Scissors Lift Table's introduction one of the “renaissance moments in our company history. This product received a rapid acceptance in the market and sales really took off,” Novak said. One of ATI's most recent groundbreaking products is its unique telescopic mast articulating crane. Constructed mostly from aluminum, the crane debuted in 2012 at a California nuclear power plant which used it for replacing the fuel rods in combustion engineering reactors rated at 1100 Mwe supplying electricity for 1.4 million homes. “Not exactly a process you see at your typical American manufacturing plant!” Novak said. The modular design of the crane's unique features include its telescopic mast that can raise up to 57 feet high, its hydraulically operated telescopic action, a 300-degree powered mast rotation with a soft start and stop for smooth boom travel, and a beam rotation equipped with a mechanical slip-clutch which enables it to break away to avoid damage in the event the crane comes in contact with other objects or is subject to excessive side-loading. The ever-increasing popularity and use of ATI's products can be attributed to the company's mandate on using only the finest materials and elite-level craftsmanship, then refining them with functional equipment designs and efficient production techniques. This ideal results in “quality-crafted” equipment that ATI is able to sell at very low prices.
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ATI's incredibly extensive product models include hydraulic lift tables, maintenance lifts, floor cranes, fork trucks, stackers, jib and gantry cranes and manipulators. ATI asks its customers to challenge it to solve its everyday and most unique handling problems. That's when the company goes to work, doing what it does best. “We find we are able to help customers the most by helping them 'think outside the box,' proposing methods or solutions they have never thought of before,” Novak said. “Often a customer comes to us with a specific idea of what they want to do, and we are able to offer a different idea that helps them get the job done even faster, easier, safer, and/or more economical than they expected.” Issued a challenge to re-energize the heavy die and mold installation process, last December ATI introduced a new system that is self-loading and unloading and capable of installing heavy dies into presses with remarkable ease. How easy? One person can work ATI's new system, which is designed to for optimal safety and efficiency. The end result is a process that eliminates injuries that come from pushing, flexing, stretching and reaching. These are just a few of the thousands of success stories about ATI's products, service and company vision. The consumer reviews posted on the company's web site speak volumes on how ATI's products deliver for their customers. “I would like to thank you for your support on the mobile crane and the portable weigh and balance lift and cart system. … You have done a great job communicating with us on current status, providing information on new projects or ideas, and general support. Your team has met and exceeded my expectations.” - Basilio P., Mobile Zero-Low Lift Table
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The verdict is unanimous: From the Earth to the sky, Air Technical Industries is revolutionizing the material handling industry. The company is already at work on its next 50 years of innovative solutions. “The sky is the limit!” Novak said. “It has been such a varied and exciting history so far, and there are huge opportunities in so many different directions, that you could pick any one and follow that 50 years down the road and say, 'yes, we could be there. “However, some of the most exciting possibilities could take us in directions that would not be recognizable to the company of today. “What might those be? You'll have to wait and see!”
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Clete Campbell is a freelance journalist with 16 years of daily newspaper experience. E-mail firstname.lastname@example.org to contact Clete.
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Nuts & Bolts Acquisitions, expansions & other business news
Holland professional driver reaches three million mile safety record
Manufacturing technology orders down in February
Holland professional driver, David C. Henry, was celebrated for reaching the remarkable safety record of successfully logging three million consecutive miles without a single preventable collision. To reach this outstanding achievement requires a lifetime commitment to safety. There are 428 active Holland professional drivers on the road who have reached the safety milestone of driving over one million consecutive miles without a preventable accident, and 146 active Holland drivers who have reached more than two million consecutive miles without a preventable accident. David is one out of seven active Holland drivers to have achieved this extraordinary three million milestone. David has been driving professionally for 35 years, the last 28 of which he has spent with Holland. David currently makes a run from Cleveland, Ohio to South Bend, Ind. and back five days per week. "Safety is paramount at Holland," said Scott Ware, president of Holland. "We are tremendously proud of David and his incredible accomplishment. Having world-class professionals such as David on our team is absolutely invaluable - both for our customers and business. We thank David for his commitment to safety and his 28 years of impeccable service." www.hollandregional.com
February U.S. manufacturing technology orders totaled $354.40 million according to AMT - The Association For Manufacturing Technology. This total, as reported by companies participating in the USMTO program, was down 6.6% from January and down 6.2% when compared with the total of $377.82 million reported for February 2013. With a year-todate total of $733.82 million, 2014 is down 0.6% compared with 2013. “A soft first quarter was expected for technology orders, and in this case further challenged by a harsh winter," said AMT President Douglas K. Woods. “Many key industry forecasts indicate growth for manufacturing through the end of the year. With the average age of capital equipment at almost 22 years and interest rates continuing to stay low, the environment is ripe for investment in manufacturing technology.” www.usmto.com
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Long-haul truck improvements needed for women truckers
New law soon for CMV drivers
Take a look at Jeanette Kersten, and you don’t think trucker. The assistant professor of operations and management for University of Wisconsin-Stout is so slight you would think she’d have a hard time climbing into the cab of an 18-wheeler, much less driving the beast on the open road. That’s that focus of Kersten’s Jeanett Kersten research: to make long-haul trucks more accommodating and comfortable for women — a largely untapped, and badly needed, pool of drivers. “Today’s trucks are not designed with women in mind,” Kersten said. “Given the driver shortage and the changing demographics that the trucking industry faces, it’s important for manufacturers to make trucks more female-friendly through moderate design changes for seats, pedals and gauges, for example.” Kersten, with the assistance of her Organization Development class graduate students, and Ellen Voie, president for the Wisconsin-based Women in Trucking Association, conducted research that led to major recommendations on improvements in the design of truck seats, dashboards, steering mechanisms and other ergonomics for female drivers. Kersten will present her paper “Truck Cab Design: Perceptions of Women Truck Drivers” this month at the fifth annual International Conference on Women’s Issues in Transportation in Paris, France.
Attention Commercial Motor Vehicle (CMV) Drivers and Carriers: Did you know an important law affecting you goes into effect May 21, 2014? To keep America’s interstate CMV drivers healthy and our roads safer, all interstate CMV drivers will soon be required to have their medical examinations performed by a Certified Medical Examiner listed on the Federal Motor Carrier Safety Administration’s National Registry of Certified Medical Examiners. If you’re an interstate CMV driver, you already need a valid medical certificate signed by a medical examiner. The only change is that after May 21, 2014, you’ll need to go to a certified medical examiner for your medical certificate. If you’ve already had an exam and have a current certificate, that certificate will be valid until its regular expiration www.fmcsa.dot.gov
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Crown honors top performers in North American distribution network Crown Equipment recently recognized its best performing company-owned branches and independent dealers in North America. Crown Lift Trucks of Ontario, Calif., and NorthWest Handling Systems, Inc. of Seattle, Wash., both earned the prestigious James F. Dicke Pioneer Award as 2013’s top-performing branch and dealer, respectively. “Our most successful retailers continue to demonstrate that the Crown experience does not stop with the sale of a forklift,” said Jim Mozer, senior vice president, Crown Equipment. “In many ways, the sale actually represents the beginning of a close-knit partnership between Crown and its customers. The organizations recognized in this year’s awards worked collaboratively with their customers to ensure a smooth implementation process and provided after-sale support that maximized the value of the customers’ investment. We’re proud of these customer relationships and strive to replicate them throughout the entire distribution network.” The full list of award recipients includes:
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Stellana US Inc. announces new general industrial sales manager Stellana US Inc. welcomes Damian Gouff as general industrial sales manager. Damian is an accomplished management professional with over 23 years of experience in sales engineering and business development. His experience includes the material handling, processing, heavy duty vehicles, energy production and electrical markets. Damian Gouff Damian brings considerable sales and engineering experience to this position and will be a valuable asset to our customers with their product development needs. His key focus will be to provide business solutions in the construction, conveyor, material handling, industrial washer and elevator/escalator markets. He will also have sales and marketing responsibility for the new acquired snow and ice product line which includes snow plow blades, salt spinners, snow groomer sprockets, tiller extensions and sheave liners. www.stellana.com
Santana Equipment hires new district sales manager
Santana Equipment Trading Company has hired Jason Ambrose to join its growing sales team as a district sales manager. Jason, a graduate of Carthage College, brings with him three years of sales experience in the logistics industry. As district sales manager, Jason
will be primarily involved in the wholesale purchasing and sales of industrial machinery in various regions of the United States. Eric Davidson, President and Founder of Santana Equipment Trading Company, notes that “Our sales team has helped expand our company significantly over the past few years, and Jason is a great addition to help Santana Equipment continue that growth.” Over the next three months, Jason will learn the intricacies of the material handling industry through Santana Equipment’s industryrecognized management trainee program, and the company is confident his experience and professionalism will help him succeed. www.santanaequipment.com
Transamerican Equipment changes leadership Effective on March 31, 2014, Harry Gretz announced his retirement and resigned his position as president of Transamerican Equipment based in Matthews, NC. Brian F. Gretz has accepted the role of president. He has over 20 years of experience in the industry and has been personally mentored by Harry during this transition. Harry formed Brian F. Gretz the business in 1986 in a little building in Hatboro, PA with a credit card and sheer determination. After 50 years in the industry, Harry has been a powerhouse in the material handling industry. Harry will remain active in Transamerican Equipment and Trans-Rental operations as a consultant. www.Trans-American.com
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TVH’s CEO earns EY Entrepreneur Of The Year™ 2014 Award for Central Midwest EY has announced that CEO Els Thermote of TVH is a finalist for the EY Entrepreneur Of The Year™ 2014 Award in the Central Midwest. The awards program recognizes entrepreneurs who demonstrate excellence and extraordinary success in such areas as innovation, financial performance and personal commitment to their businesses and communities. Els Thermote was selected as a finalist by a panel of independent judges. Award winners will be announced at a special gala event on June 19 at the Sheraton Overland Park Hotel in Overland Park, KS. Now in its 28th year, the program has expanded to recognize business leaders in more than 145 cities in more than 60 countries throughout the world. Regional award winners are eligible for consideration for the EY Entrepreneur Of The Year National program. Award winners in several national categories, as well as the EY Entrepreneur Of The Year National Overall Award winner, will be announced at the annual awards gala in Palm Springs, California, on November 15, 2014. The awards are the culminating event of the EY Strategic Growth Forum®, the nation’s most prestigious gathering of high-growth, market-leading companies. www.tvh.com
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For $700 a material handling equipment dealer can rent a 36’ long 20,000 lb. capacity aluminum yard ramp. Provide a much needed service to your customers. Ramps in stock for immediate delivery.
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Equipment Wholesale Sales Associate Louisville, KY MH Equipment is an authorized Hyster and Yale lift truck and forklift dealer that provides top quality material handling equipment to meet our customers’ needs across 10 Midwestern states. We sell a broad selection of Hyster forklifts and Yale truck lifts that will fulfill any job specification as well as a terrific array of other new and used material handling equipment. We have won the Hyster “Dealer of Distinction” award multiple times, most recently in 2013. We give back to the communities we do business in through the His First Foundation, which contributes 10% of our annual revenue to charitable endeavors that our employees are involved with. Being a member of the MH Equipment family means being part of a fast-growing company that offers daily opportunities to learn and succeed. Our focus and culture are centered on our beliefs that people matter, passion inspires and purpose unites. Candidates should apply via http://ow.ly/whMRB, or submit resumes to email@example.com, or if you would like more information on MH Equipment visit our website at www.mhequipment. com. MH Equipment is proud to be an Equal Opportunity Employer.
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DENSO introduces new handheld 2-D barcode scanner with Bluetooth® 2.1 DENSO ADC announced a new AT27Q-SB handheld barcode scanner, the latest addition to its AT20Q-Series high-speed devices. The AT27Q-SB offers scanning of 2-D barcodes, such as the QR Code®, as well as 1-D barcodes. Bluetooth® 2.1 technology enables wireless communication with mobile devices, including smartphones and tablets, in addition to traditional PCs. The new DENSO AT27Q-SB handheld 2-D barcode scanner features Bluetooth 2.1 wireless communication. “The market is quickly moving toward mobile solutions,” said Fran Labun, vice president, sales group, DENSO Products and Services Americas, Inc. “This new Bluetoothequipped scanner lets our customers communicate wirelessly with both mobile devices and PCs, freeing them from being tethered to a fixed location.” A high-speed shutter eliminates the effect of camera shake, so barcodes can be scanned from any direction within 360 degrees, for increased operator efficiency. Advanced anti-reflection technology allows reliable reading of barcodes on the LCD screens of mobile phones. The compact, lightweight and ergonomic design of the AT27Q-SB makes it easy to hold and use, reducing operator fatigue. www.denso-adc.com
Sovella's mobile work space provides new options Work is not always confined to a single workstation and tools must be moved around accordingly. Each task is different and requires dedicated tools. Sovella trolleys and carts are ideal for this situation and significantly increase productivity up to 30%. Sovella offers a wide range of trolleys and carts, designed for many different uses and work requirements. Light-duty trolleys provide an additional ergonomic workspace and mobile storage option for lighter loads, while heavyduty trolleys can withstand weights up to 1320 lbs! All trolleys can be customized from a range of accessories, including bins, drawers, shelves, and tool panels. Trolleys come equipped with two locking and two non-locking casters. ESD trolley versions are also available. Due to their modularity and versatile accessory components, trolleys are easy to design and adapt to suit a multitude of users and applications. Sovella trolleys and carts offer the complete mobile workspace solution! www.sovella.us
Foamy corner guards now in additional shapes PERMALIGHT® just introduced NEW shapes of its foamy cushioned bumper guards, NOW offering 15 different shapes, all made of durable, recyclable polyurethane foam and easily to install on racks, shelves, garage walls, columns, protrusions and sharp corners. You help prevent employee injury from bumping into obstacles and you avoid costly equipment damages. The black-yellow foam bumpers are well suited for indoor and outdoor use. Standard length is 39-inch, with a few shapes also available in 16 foot rolls. www.americanpermalight.com
Toyota expands 8-Series line with the new stand-up rider forklift Toyota Material Handling, U.S.A., Inc. (TMHU) announced the launch of its new 8-Series Electric Stand-Up Rider Counterbalance forklifts. Available in 3,000 to 4,000 lb. lifting capacities, the new line is exceptionally rugged and durable providing technological and ergonomic enhancements that improve performance and increase operator comfort. The new 8-Series Electric Stand-Up Rider features Toyota’s innovative AC technology resulting in better travel speeds, consistency in performance throughout the battery charge and reduced maintenance costs. The forklifts are ideal for use in general warehouse and storage operations, automotive and general manufacturing, and all operations needing a dock-to-stock solution for multi-tasking functions and constant on and off for loading and unloading. “With the latest in AC technology and advanced ergonomics, the new 8-Series Electric Stand-Up Rider provides superior value with outstanding performance, productivity and operator comfort," said Cesar Jimenez, national product planning and training manager. www.toyotaforklift.com
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Albion's new AX wheels offer ergonomic performance under heavy loads
EnerSys® Zero Battery Change(SM) Solution for lift trucks cuts costs, boosts productivity
Albion Caster announces its latest wheel innovation, AX Wheels. These resilient polyurethane on aluminum wheels offer superior ergonomic performance for today’s heavy and demanding material handling environments. And, based on industry-leading testing, the AX Wheel requires 20% LESS FORCE to move than comparative wheels. "Ergonomics is a huge concern for our customers,” said Albion Brand Manager, Brian Denisty. “An improper wheel under heavy loads will put workers at risk for injury. The AX Wheel provides the durability and easy maneuverability vital to reducing pushing and pulling efforts under heavy loads.” AX Wheels are engineered with rounded 85 Shore A durometer polyurethane tread that is chemically and mechanically bonded to a lightweight aluminum core. The non-marking polyurethane tread material provides for easier swiveling and quiet gliding, even across most debris covered floors, while maintaining the durability to carry loads up to 1,500 lbs per wheel. AX Wheels easily dispel debris, such as sand, metal chips and weld slag. In addition, these skid resistance wheels feature double sealed precision ball bearings for maintenance free operation.
EnerSys® offers the Zero Battery Change(SM) (ZBC) Solution, a customized power management program for lift truck fleets that provides a convenient, highly costeffective alternative to liquid propane, hydrogen fuel cells and conventional, lead acid battery-charging systems. The ZBC Solution allows lift trucks to operate all day without changing batteries and without the need for a battery room. “With the ZBC Solution, drivers simply pull up and plug in,” explains Steve Spaar, marketing director Americas for EnerSys. “Our technology allows operators to charge their trucks during regularly scheduled breaks, eliminating the need to change batteries – even in multishift operations – while keeping every lift truck performing at its peak throughout the day.” EnerSys offers everything needed to eliminate battery changes – starting with a full evaluation of the operation to installation, report programs, preventative maintenance and repair services – all under one limited warranty. EnerSys offers the industry’s widest range of battery, charger and accessory products to meet the specific performance, space and budget requirements of each and every fleet and operation.
Winmate releases rugged Class 1 Division 2 Windows 8 tablet
MCFA introduces new Jungheinrich® moving mast reach trucks
Winmate has released its newest tablet solution for the hazardous location (HazLoc) market with its Class 1 Division 2 (C1D2) M101B, a 10.1-inch, rugged, enterprise-ready Windows® 8.1 tablet. The new M101B is the first rugged, industrial-grade CPU featuring Intel’s® latest quadcore Bay Trail processor and Windows Embedded 8.1 operating system, that is certified safe for use in hazardous locations (HazLoc).The C1D2 certification ensures the M101B is incapable of producing heat or spark sufficient to ignite explosive atmospheres where gases such as acetylene, hydrogen, esters and hydrocarbons may have accidentally entered the atmosphere. The rugged tablet meets regulatory compliance for use in industries such as oil and gas, manufacturing, mining, pharmaceutical, and others, where ignitable gases or vapor may be present. Weighing at just 2.6 pounds (approx. 1200 grams) the M101B delivers lightweight mobility in a rugged tablet. It is also equipped with a hot-swappable battery for uninterrupted operation, and features robust data capture with 1D/2D barcode and RFID readers, as well as a 2.0MP front camera for conferencing and a 5.0MP rear camera for additional data capture. www.winmate-rugged.com
Mitsubishi Caterpillar Forklift America Inc. (MCFA), the provider of Jungheinrich® lift trucks and narrow-aisle products in the United States, Canada and Mexico, introduced the new Jungheinrich ETV 318-325 and ETM 325 Series of sit-down moving mast reach trucks. Featuring increased maximum lift heights, improved operator comfort and Jungheinrich’s 4th generation AC technology, the ETV/ETM 3 series of reach trucks is ideal for both narrow aisle and high-rack applications that require rapid maneuverability in confined work areas. “The newly redesigned ETV/ETM 3 Series of moving mast reach trucks are equipped with advanced Jungheinrich technology for increased energy efficiency and a lower overall operating cost,” said Chad Munger, product line manager at MCFA. “In addition to longer run times, customers will also benefit from the truck’s increased performance. These reach trucks also have the ability to retain full capacity over 21 feet, making it an ideal solution for high-rack applications.” The ETV/ETM 3 Series is one of the few sit-down moving mast reach truck series offered in North America. One of the benefits of the reach truck’s unique design is that operators remain seated, allowing for enhanced comfort and reduced fatigue, especially during long shifts. www.mcfa.com
Hyster works with Seegrid® to provide Guided by Seegrid® Technology Hyster Company announced that by working with Seegrid®, Guided by Seegrid® technology will be available to Hyster customers. The Guided by Seegrid technology allows Hyster to increase the intelligence of its lift trucks with Seegrid’s premier visionguided automation system. The system delivers smart navigation without the need for wires, lasers or tape like other AGVs. “The toughness of our Hyster products are matched only by their complementary intelligence to deliver a high level of overall value to our customers,” said Brett Schemerhorn, vice president of marketing for Hyster. “We are excited to see how we can integrate more technology into some of our products with the Guided by Seegrid technology.” "The rugged Hyster product line paired with Seegrid’s revolutionary vision-guided navigation system combines the best of two solid technologies,” said Anthony Horbal, chief executive officer for Seegrid. “The relationship between our two companies provides Hyster customers the opportunity to deploy an important automation solution with a trusted equipment brand already used every day in manufacturing and distribution.” www.hyster.com
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CAT® introduces new tier 4 interim diesel pneumatic tire lift truck Cat Lift Trucks introduced the new 15,500 lb. capacity diesel pneumatic tire lift truck. This heavy-duty diesel lift truck provides an 18 percent increase in fuel efficiency and productivity over previous generations, in addition to meeting stringent Tier 4 interim regulation standards from the U.S. Environmental Protection Agency (EPA). “The new Cat DP70N pneumatic tire lift truck features the high-performance Perkins® 854E engine, delivering the power our customers need to perform in rugged applications, such as lumber, pipe and steel,” said Lucas Dumdie, product line manager at Cat Lift Trucks. “We are committed to delivering best-in-class lift trucks that provide increased productivity and a lower overall operating cost. The new DP70N delivers on that commitment with an 18 percent increase in fuel efficiency over the previous generation.” Fuel efficiency and Tier 4 interim compliance are key components of the DP70N. The new lift truck model also offers customers a range of features and benefits, including a high-performance engine, maximum uptime, easier maintenance and superior operator comfort. ®
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TVH adds fork mounted brooms TVH is now offering fork mounted brooms. Available in two different sizes, medium (60"), designed for medium to heavy sweeping. It has eight bristle rows, suitable for industrial sweeping indoors and outdoors with integrated fork mounting. The small (48") is the low-cost, lightweight yet high-performance broom, ideally suited for light-duty applications. These fork mounted brooms are simple to use, easily connecting to your host vehicle in seconds. Once you have them connected you can push the broom over 450 miles before needing to change bristles. Needless to say these brooms are highly durable; there are no moving parts to break down. This enables you to push large bulk items – mulch, timber scraps, plastic, granules, aggregates, etc. www.tvh.com
Quantum increases inventory of wire shelving Quantum Storage Systems offers wire shelving in more sizes and finishes than any other supplier: chrome, Proform (green epoxy), black epoxy, stainless steel wire and solid stainless steel, solid galvanized and a consumer grade chrome plated wire unit that ships in one box. Shelf depths range from 12" to 36", lengths from 24" to 72" and post heights from 6" to 96".
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Order Picking Platforms
are used in conjunction with electric order pickers to increase productivity and safety.
All models include safety features: forkguides with stirrups, hardwood clamp block and flush interface between platform and electric order picker.
Models built to suit specific applications. Available in any size or capacity. Choose from steel, aluminum or wood deck. Contact NUTTING today for a creative solution to your unique material handling needs.
www.MHWmag.com • toll free: 877.638.6190 e-mail: circulation@MHWmag.com
450 Pheasant Ridge Drive Watertown, SD 57201
Material Handling Solutions WH514
New Products Quantum’s “low price guarantee” provides the lowest price point in the industry. The company stocks wire shelving in Miami, Chicago and its NEW Fresno location. All items ship within 72 hours. www.quantumstorage.com
New extremely durable LED worklights J.W. Speaker is proud to announce the latest additions to their XD Series LED worklights; the Models 880 XD and 881 XD. The Model 880 XD is a 3" x 5" horizontal rectangular LED worklight that is available with or without an integrated on/off switch. The Model 881 XD is a 3" x 5" vertical rectangular LED worklight that does not come with a switch. Both Models 880 XD and 881 XD boast an impressive 1,680 Raw (900 Effective) Lumens of bright, white light in your choice of flood, spot or trapezoid beam patterns. They are available in a convenient 12-24V DC configuration and feature a universal pedestal mount, making them useful for a multitude of applications! Like the rest of J.W. Speaker’s XD Series LED worklights, the Models 880 XD and 881 XD feature unique, thermally-conductive polycarbonate housings. This makes them lightweight, corrosion-resistant, compact and incredibly durable. They are sealed to IP69K, affordably priced and come with a lifetime limited warranty to give you peace of mind. www.jwspeaker.com
NEW two-way radios by Barcoding™ Barcoding, Inc., introduces twoway radios by Barcoding™, a division dedicated to delivering the latest in two-way business radios to support clients’ communication needs. For the first time, Barcoding will serve as a value-added reseller of Motorola Solutions and Vertex Standard two-way radio technology to help clients in a wide range of industries improve productivity and become more efficient, accurate, and connected within their organization. Whether used in a warehouse environment to relay information between personnel on the loading dock to workers in the stockroom, or in retail to connect cashiers with salespeople on the store floor, two-way radios provide a means of instantaneous communication to help users realize cost and time savings while providing better customer service. Jeff Gillis, CFO, Barcoding, Inc., said, “As a systems integrator, we saw that many of our customers were already using two-way radios to communicate within the four walls. Because we supply these customers with Auto-ID and RFID technology, it made sense to expand our portfolio to include two-way radios. Two-way radios by Barcoding offers the added value of support from Barcoding’s Professional Services Division. www.barcoding.com
New & Used Forklifts • Coil Tractors • Railcar Movers Yard Tractors • Container Handlers & More
To see a complete list of our inventory, visit our new online showroom at www.HKEQUIPMENT.com
Contact us at 412-779-3056 or 412-490-5311
ClearCap Covers Every lift should be equipped! ClearCap Forklift Forklift Covers Every lift should be equipped! TM
Keeps seat dry! Keeps seat dry!
A Clear Solution to a Common Problem A Clear Solution to a Common Problem
Avoid OSHA ﬁnes! Avoid OSHA ﬁnes!
• Made of rigid, high impact, non-yellowing • polycarbonate Made of rigid, plastic high impact, non-yellowing polycarbonate plastic • Reasonably priced protection from rain, snow, & sun priced protection from rain, snow, • dust Reasonably dust &sizes sun available to ﬁt various trucks, • Many clearsizes & tinted versions • in Many available to ﬁt various trucks, in clear & tinted versions
OSHA standard 1917.43 (e) (1) (ii) clearly states, “Overhead guards shall not obstruct the operator’s view.”
OSHA standard 1917.43 (e) (1) (ii) clearly states, “Overhead guards shall not obstruct the operator’s view.”
Call toll-free Wy’East Products 1-888-401-5500 or visit www.clearcap.com Call toll-free Wy’East Products 1-888-401-5500 or visit www.clearcap.com
Advertiser’s Index Advance Metalworking Company, Inc.. . . 40
Fork-Co USA Sales, LLC. . . . . . . . . . . . . . . . . . 29
Regency Metals . . . . . . . . . . . . . . . . . . . . . . . 51
Advantage Material Handling, Inc.. . . . . . 27
Forklift Pro, Inc.. . . . . . . . . . . . . . . . . . . . . . 22
Rhino Rubber, LLC. . . . . . . . . . . . . . . . . . . . . . . 4
Aftermarket Services. . . . . . . . . . . . . . . . . . 26
Forklift Safety Training Services. . . . . . . . . 7
RLD Transportation, Inc. . . . . . . . . . . . . . . . 14
Air Technical Industries. . . . . . . . . . . . . . . . 28
Gateway Rack Corp.. . . . . . . . . . . . . . . . . . . 10
Safety Systems & Controls Inc.. . . . . . . . . . 36
All Brand Forklift Parts . . . . . . . . . . . . . . . 39
Grindstaff Engines, Inc.. . . . . . . . . . . . . . . . 34
Shoppa's Material Handling. . . . . . . . . . . . 17
American Industrial Transmission Inc. . . 54
H&K Equipment Company . . . . . . . . . . . . . . . 51
SMO Catalog Marketing. . . . . . . . . . . . . . . . 55
Arcon Equipment, Inc. . . . . . . . . . . . . . . . . . . 8
Hader Industries Inc. . . . . . . . . . . . . . . . . . . 31
Summit Metal Products, Inc.. . . . . . . . . . . . 37
Bay Equipment Co.. . . . . . . . . . . . . . . . . . . . . 39
Hamilton Caster and Mfg.. . . . . . . . . . . . . . 15
Superior Engineering . . . . . . . . . . . . . . . . . . 49
CharNor Inc.. . . . . . . . . . . . . . . . . . . . . . . . . . 33
Industrial Decals & Marketing corp. . . . . 38
Superior Tire & Rubber Corp.. . . . . . . . . . . . 53
Combilift LTD. . . . . . . . . . . . . . . . . . . . . . . . . . 19
JH Thomas Industries LTD. . . . . . . . . . . . . . . 12
Thombert, Inc. . . . . . . . . . . . . . . . . . . . . . . . . 23
Connell Finance Co. Inc. . . . . . . . . . . . . . . . 32
Joseph Industries, Inc.. . . . . . . . . . . . . . . . . . 30
Transamerican Equipment Corp. . . . . . . . . 21
Continental Tire the Americas, LLC.. . . . . . . 8
Mor-Value Parts Company. . . . . . . . . . . . . . 38
TVH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1, 13, 56
design storage & Handling, inc.. . . . . . . . . . 2
Motor Tech, Inc.. . . . . . . . . . . . . . . . . . . . . . . . 5
UNIRAK Storage Systems. . . . . . . . . . . . . . . . . 3
Dyna Rack. . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Nutting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
Value Rail . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Engine Power Source. . . . . . . . . . . . . . . . . . 11
Ohio Lift Truck, Inc.. . . . . . . . . . . . . . . . . . . . 49
West Point Rack, Inc.. . . . . . . . . . . . . . . . . . . 41
Flight Systems Industrial Products (FSIP). . . . . . . . . . . . . 16
Power Solutions Inc. . . . . . . . . . . . . . . . . . . 40
Wy'East Products . . . . . . . . . . . . . . . . . . . . . 52
Quantum Storage Systems. . . . . . . . . . . . . . 35
Xilin-Americas Material Handling Inc.. . . 18
Florida Lift Systems. . . . . . . . . . . . . . . . . . . . . 9
More advertisers & resources at www.MHWmag.com 52
PARTNER with AIT. Give Your Customers More Than They Expect. Give Them AIT’s Quality and Your Service.
• REMAN TRANSMISSIONS • REMAN TORQUE CONVERTERS • TRANSMISSION REBUILD KITS • REMAN DRIVE AXLES
American Industrial Transmission Inc. 20395 Hannan Pkwy. Walton Hills, OH
• REMAN STEER AXLES
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